Business organization
Unit 1. BUSINESS ORGANIZATION
Text 1. What is a concern organisation?
During the life every individual is more or less connected with assorted organisations ; there is no organisation without people, there no people which are non connected with an organisation. Here we will talk about a concern organisation ( a commercial endeavor ) , exerting the map of pull offing production, distribution and sale of goods and services for the purchasers & # 8217 ; benefit and Sellerss & # 8217 ; net income. If a group of people wants to organize of an organisation, they should see the undermentioned conditions:a ) presence of at least two individuals ; B ) presence of at least one general end ; degree Celsius ) presence of a squad of members who have purpose to work together in order to accomplish this general end.
Any organisation is a system and its chief features include: a ) interrelatedness between the organisation and environment ; B ) labour division ( horizontal and perpendicular ) ; c ) direction.
In fact, an organisation is the integrity, which operates successfully, if it is managed expeditiously.
The constituents of the success of any organisations are: efficiency, economic system and productiveness.
To win, any organisation must alter for the better all the clip, and it is the undertaking of its direction to take their organisations to the win. Actually, to win, a house must be managed successfully. The indispensable elements of any organisation are as follows: a ) organisational construction ; b ) people ; degree Celsiuss ) aims ; vitamin D ) engineering.
Organization is known to be the model of duties, authorization and responsibilities through which all the resources of an endeavor are brought together and coordinated for the accomplishment of direction aims.
The well-known theoretical account of an organisation is like a tree, where the Crown of the tree is the incarnation of concern units, the bole represents nucleus merchandises and the roots constitute nucleus competency.
The typical organisation can be described in footings of ;
Hierarchy
( an organisation is headed by ; he/she studies to/ is under / is accountable to/ is assisted by/ is supported by ) ;
Functions/responsibilities (
he/she is responsible for/ is in charge of/ takes attention of ) ;
Titles:
Executive Board ( Am ) & # 8211 ; Board of Directors ( Br ) ;
President ( Am ) – Chairman ( Br ) ;
Chief Executive Officer ( Am ) & # 8211 ; Senior Vice-President ( Am ) & # 8211 ; Pull offing Director ( Br ) ;
Vice-President of Finance ( Am ) & # 8211 ; Finance Director ( Br )
Gross saless Director ( Am ) & # 8211 ; Gross saless Manager ( Br ) .
Affiliates
( it is a parent company ; it is a subordinate ) ;
Structure
( functional ; line and staff ; undertaking and matrix constructions, etc )
To run efficaciously, people must cognize their responsibilities, duties and their authorization, and that is the chief ground why a company needs its construction. There are companies with a simple organisation construction & # 8211 ; with a individual director, ad there are companies with a squad of directors with a broad director & # 8217 ; s span of control, which becomes richer with company & # 8217 ; s growing.
The span of control ( span of duty ) refers to the figure of subsidiaries who can be efficaciously supervised straight by one director, supervisor or other individual in authorization. The wider is the span of control the better is the managerial activity, and the more superior & # 8217 ; s clip is saved. It is the fact that the span of direction is the narrowest at the top and the widest at the underside. For illustration, Managing Director may hold accountable to him merely three of four departmental executives whereas a chief may be responsible for the supervising of 15 or more workers ) .
Every organisation has its ain life rhythm, which includes the undermentioned phases: Formation, Growth, Maturity and Decline
. Like a human, a concern organisation goes in its activity through its birth, growing, adulthood and deceasing down.
TEXT 2. Forms, types and manners of concern organisations. TEXT 2. Forms, types and manners of concern organisations.
It is the well-known fact that concern can be in private owned in three signifiers, the widely practiced are as follows: exclusive proprietary, partnership and corporation. Additionally, there are different & # 8216 ; loanblends & # 8217 ; like franchise, limited partnership, joint venture and co-op.
Basic sorts, signifiers, manners and constructions of concern organisations:
– Organization by signifiers of concern
: sole proprietary ; partnership ; corporation
– Kinds of concern organisation
: articulation stock companies ; retentions ; limited partnership ; franchises ; joint ventures ; co-ops.
– Basic constructions of concern organisation
: line construction ; functional construction ; line and staff organisation construction ; departmentalization by merchandise, district or client ; matrix organisation construction.
– Manners of concern organisation:
bureaucratic ; eventuality ; just-in-time ( JIT )
Any concern organisation exists merely every bit long as it satisfies clients & # 8217 ; demands, either present or able to be created, and at a monetary value attractive to the market. The existent pattern does non take to the most efficient signifier of a concern organisation, so proprietorships, partnerships and corporations have their advantages and disadvantages. They have construction, through which the activities of forces at all degrees can be utilized in an orderly and controlled mode to the benefit of the endeavor as a whole.
Sole proprietaries
are the most legion signifier of concern organisation. No charter and license are needed and there are no peculiar legal demands for forming or carry oning a exclusive proprietary. When started, many exclusive proprietaries are conducted out of the proprietor & # 8217 ; s place, garage, or new wave and stock list may be limited and may frequently be purchased on recognition.
Advantages:
1 ) easy to get down ; 2 ) flexible ; 3 ) is owned by one individual, which has a entire control ; 4 ) net incomes belong to the proprietor.
Disadvantages:
1 ) limited resources ; 2 ) troubles in raising capital, engaging professionals and in direction ; personal duty and fiscal liability are unlimited ; 4 ) instability, great hazard of fring capital.
Partnership:
In a partnership, two or more people portion ownership of a individual concern. Like in proprietaries, the jurisprudence does non separate between the concern and its proprietors. The spouses should hold a legal understanding that sets forth how determinations will be made, net incomes will be shared, differences will be resolved, how future spouses can be bought out, pr what stairss will be taken to fade out the partnership when needed.
Advantages:
1 ) capablenesss are expanded because of more than one proprietor ; 2 ) ability to portion capital, experience, force per unit area and work ; 3 ) fiscal liability is limited ; 4 ) the ability to raise financess may be increased ; 5 ) prospective employees may be attracted to the concern if given the inducement to go a spouse.
Disadvantages:
1 ) troubles in back uping of uniformity in direction ; 2 ) differentiation in responsibilities and net incomes are non easy to specify ( struggles ) ; 3 ) troubles in acquiring loans from the Bankss ; 4 ) spouses are jointly and separately apt for the actions of the other spouses ; 5 ) net incomes must be shared with others ; 6 ) partnerships may hold a limited life ; it may stop upon the backdown or decease of a spouse.
Types of Partnership: Types of Partnership:
1. General partnership.
Spouses divide duty for direction and liability, every bit good as the portions of net income or loss harmonizing to their internal understanding. Equal portions are assumed unless there is a written understanding that states otherwise.
2. Limited Partnership
. & # 8216 ; Limited & # 8217 ; means that most of the spouses have limited liability ( to the extent of their investing ) every bit good as limited direction determinations, which by and large encourages investors for short term undertakings, or for puting in capital assets. This signifier of ownership is non frequently used for runing retail or service concerns. Forming a limited partnership is more complex and formal than that of a general partnership.
3. Joint venture
. Joint Venture acts like a general partnership, but it is formed for a limited period of clip or a individual undertaking. If the spouses in a joint venture repeat the activity, they will be recognized as a go oning partnership and distribute accumulated partnership assets upon disintegration of the entity.
4. Corporation
. A corporation
is chartered by province in which it has central offices. It is considered by jurisprudence to be a alone entity, separate and apart from those who own it. A corporation can be taxed ; it can be sued ; it can come in into contractual understandings. The proprietors of a corporation are its stockholders. The stockholders elect a board of managers to supervise the major policies and determinations. The corporation has a life of its ain and does non fade out when ownership alterations.
Advantages
:1 ) limited fiscal liability ; 2 ) ability to sell portions ; 3 ) easy to borrow from bank ; 4 ) deputation of authorization ; 5 ) sequence ; 6 ) synergism and high wages. 7 ) corporations can raise extra financess through the sale of stock
Disadvantages:
1 ) non easy to form and & # 8216 ; untwist & # 8217 ; ; 2 ) & # 8220 ; dual revenue enhancement & # 8221 ; ( corporate revenue enhancement ) ; 3 ) rigorous legal ordinance ; 4 ) corporations are monitored by federal, province and some local bureaus, and may hold more paperwork to follow with ordinances
It is obvious that corporation is the dominant signifier of a large-scaled concern organisation it footings of a present market. The figure of organisations has been turning invariably, and there is no ground why growing should non go on indefinitely. In the context of an organisation the duty, authorization and responsibility can be considered as the basic duties.
Duty
must be defined as an duty to do certain that authorization is used in the proper manner and that responsibilities are decently carried out every bit good. In this sense, a main executive takes full and ultimate duty for the effectual operating of the organisation.
Authority
must be stated as a power to delegate responsibilities to subsidiaries and to guarantee their transporting out. And decidedly, the deputation of authorization is an of import portion of any occupation.
Duty.
This is the duty to obey the orders and instructions. In most organisations the figure of orders and instructions grows with great celerity to run into changing demands and fortunes.
When organisation is little it will be centralized: that is it will dwell of one unit, and duty and authorization for all activities will stay with a main executive. With growing and development the unit should be split into parts with a degree of authorization ( decentalisation ) , or the larger the unit may be planned ( centralisation ) . Some concern organisations are extremely centralized with power concentrated in their caput offices.
Text 3. Organization construction Text 3. Organization construction
It is necessary to advert that the concern of any organisation is to set up an organisation construction.
In concern, the organisation construction means the relationship between places and people, who hold these places ; it shows who reports to whom.
The organisation construction is frequently excessively broadened ; it is hard to understand the subordination. While turning up, there is a inclination to increase the figure of degrees of direction, to guarantee the effectual supervising in the organisation. However, in recent old ages many organisations have adopted & # 8216 ; flatter & # 8217 ; organisation construction cut downing the figure of direction degrees.
The organisation construction is ever of multiple degrees. By and large, a company is made up of three groups of people:stockholders ; direction ; work force
.
In any instance, it is utile for top directors to reply the cardinal inquiries from clip to clip:
– Is our organisation construction clear and apprehensible?
– Does it match to our concern scheme?
– Is our subordination clear and if so, to what degree?
– Are the sphere and span of control rational plenty?
– Make our directors & # 8217 ; duty degrees correspond to their power and competency?
The simplest and the oldest signifier of organisation,line organisation
, stand for a clear line of duty and authorization of each degree and above and below each degree, it works merely for little houses.
The following signifier isa functional organisation
with assorted sections: finance, selling, production, etc. It is common for instead little houses, every bit good.
The best-known signifier is the assorted 1: the line-functional signifier.
The major advantage of a line-functional construction is that it is simple with different concatenation of bid and easy to command ; the functional specializers are non involved in everyday running of an organisation, this is the duty of line direction. The most known disadvantage constitute its ill-defined lines of authorization: many higher-ups over the workers and troubles in rapid decision-making. Furthermore, the staff functional officers may seek to prehend the whole power. This signifier works for big companies.
Some large-scaled companies use departmentalization by district, merchandise or client.
For illustration, the merchandise lines organisation construction is effectual in footings of a altering market. It is focused on the efficient determination doing inside and outside the organisation.
Today the chief types of construction used by most organisations arethe undertaking and matrix 1s.
Theundertaking construction
is temporally organized for a concrete job work outing. Thematrix construction
does non hold a traditional hierarchy. The governments move vertically from top to bottom, and there is more freedom for the staff to introduce and transport out competitory aims. ( & # 1057 ; & # 1093 ; & # 1077 ; & # 1084 ; & # 1072 ; ) . The matrix construction organizes the concern into undertaking groups lead by undertaking leaders, and ensures sufficient and strategic adaptability.
As for the manners, it is usual to see three chiefmanners of organisation:
Bureaucratic organisation
is the construct where formal processs are strongly prescribed.
Eventuality organisation
is aimed at & # 8216 ; the jurisprudence of state of affairs & # 8217 ; , its construction is unstable and strongly influenced by the environment ; its response to alter is opposite to the first organisational manner.
Just-in-Time organisation
( JIT )
requires staff to take a high duty for their work ; it is focused on tight relation with providers, on the high criterion of a merchandise quality and on the interaction between supply and demand. This manner includes a procedure, through which merchandises are delivered to clients ; they are exactly timed to run into demand. There are many points of interaction between all these links.
Organization as the direction object
An organisation and its forces constitute the chief objects of direction. There are two basic theoretical accounts of organisation as direction objects:
Organization as the close system: Organization as the close system:
Organization as the mechanic construction Organization as the working squad
Operational direction Personnel direction
Organization as the unfastened system Organization as the unfastened system
Organization as the complex hierarchy Organization as the public organisation
Strategic direction Employees & # 8217 ; engagement in activities
It is deserving summing up: any organisation is a corporate endeavor that has a legal individuality ; it operates as one individual unit, and all members take portion in its activities and direction ; to boot any organisation should be established on the footing of the expected work-load. It is interesting to observe that, harmonizing to Philip Kotler, there are three types of organisations:
– organisations, which make things go on ;
– organisations, which watch things happen ;
– organisations, which wonder things happen.
Text 4. Board of managers and CEO Text 4. Board of managers and CEO
A company & # 8217 ; s board of managers helps direction to develop concern programs, economic policy aims, and concern scheme. A board of managers frequently selects the main executive of the concern, supports him, reviews his public presentation, and may disregard him.
Through regular meetings, the board helps guarantee effectual organisational planning and sees that company resources are managed efficaciously. The board of managers besides sees that the company meets regulative demands that apply to that concern. The board of managers besides must measure overall public presentation of the corporation.
Directors monitor a company & # 8217 ; s fiscal public presentation and the success of its merchandises, services and scheme. Directors are expected to follow developments that can impact concern. They must put aside any possible struggle between their personal or single concern involvements to back up the wellbeing of the concern which they serve.
The most effectual board of managers will be a group of professionals who bring a comprehensiveness of accomplishments, experience and diverseness to a company. As a company grows and alterations, the regulating board besides will alter to run into altering demands and fortunes.
Major responsibilities
of Board of Directors are:
1. Select and name a main executive ; to reexamine and measure his/her public presentation ; to offer administrative counsel and find whether to retain or disregard him
2. Regulate the organisation by wide policies and aims.
3. Acquire sufficient resources for the organisation & # 8217 ; s operation 3. Acquire sufficient resources for the organization’s operation
4. History to the populace for the merchandises and services of the organisation and outgos of its financess.
Major duties of Board of Directors: Major duties of Board of Directors:
1. Determine the Organization & # 8217 ; s Mission and Goal.
2. Choose the Executive
3. Support the Executive and reexamine his/her public presentation
4. Ensure effectual organisational planning
5. Ensure equal resources
6. Manage resources efficaciously
7. Determine and supervise the organisation & # 8217 ; s merchandises and services.
8. Enhance the organisation & # 8217 ; s public image
9. Assess organisation & # 8217 ; s public presentation.
Typical Major maps of Chief Executive Officer of a Corporation Typical Major maps of Chief Executive Officer of a Corporation
There is no standardised list of the major maps and duties carried out by place of main executive officer. The undermentioned list is one position and includes the major maps typically addressed by occupation description of main executive officer:
1. Board disposal and support
.
Chief executive officer ( CEO ) supports operations and disposal of Board by reding and informing Board members, interfacing between Board and staff, and back uping Board & # 8217 ; s rating of main executive.
2. Plan, Product and Service Delivery
. CEO oversees design, selling, publicity, bringing and quality of plans, merchandises and services.
3. Financial, Tax, Risk and Facilities Management
.
CEO recommends annually budget for Board blessing and providentially manages organisation & # 8217 ; s resource within those budget guidelines harmonizing to current Torahs and ordinances.
4. Human Resource Management
. CEO efficaciously manages the human resources of the organisation harmonizing to authorise forces policies and processs that to the full conform to current Torahs and ordinances.
5. Community and Public Relations.
Chief executive officer assures the organisation and its mission, plans, merchandise and services are systematically presented in strong, positive image to relevant stakeholders.
6. Fund-raising ( non-profit particular ) .
CEO oversees fund-raising planning and execution, including placing resource demands, researching support beginnings, set uping schemes to near funders, subjecting proposals and administering fundraising records and certification.
Answer the inquiries to the texts Answer the inquiries to the texts
1. What is an organisation?
2. In what manner are people and places they hold connected?
3. What components does the theoretical account of organisation include?
4. What are three chief signifiers of concern organisation?
5. What is a exclusive proprietary?
6. What are advantages and disadvantages of exclusive proprietary?
7. What is a partnership?
8. What are the limited partnership and general partnership?
9. What are the advantages and disadvantages of partnership?
10. What is a joint venture?
11. What is a corporation?
12. Who are the proprietors of a corporation?
13. What is necessary to organize a corporation?
14. Who oversees the major policies and determinations?
15. What are advantages and disadvantages of corporation?
16. How many manners of organisation do you cognize and what are they?
17. What is most promising long-run organisational manner?
18. Describe the sorts of organisation construction.
19. What can you state about Responsibility, Authority and Duty?
20. Bash directors see any organisation as a direction object?
21 Does an organisation have a life rhythm?
22. What are the duties of a board of managers in a corporation?
23. What are major responsibilities of a board of managers?
24 What can we name an effectual board of managers?
25. What are typical maps of CEO?
Vocabulary to Unit 1 Vocabulary to Unit 1
1.bring
( together
) & # 1089 ; & # 1074 ; & # 1086 ; & # 1076 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1074 ; & # 1084 ; & # 1077 ; & # 1089 ; & # 1090 ; & # 1077 ;
2.Crown
N
( of the tree )
& # 1082 ; & # 1088 ; & # 1086 ; & # 1085 ; & # 1072 ; & # 1076 ; & # 1077 ; & # 1088 ; & # 1077 ; & # 1074 ; & # 1072 ;
3.incarnation
N
& # 1074 ; & # 1086 ; & # 1087 ; & # 1083 ; & # 1086 ; & # 1097 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1086 ; & # 1083 ; & # 1080 ; & # 1094 ; & # 1077 ; & # 1090 ; & # 1074 ; & # 1086 ; & # 1088 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
4. bole
N
& # 1089 ; & # 1090 ; & # 1074 ; & # 1086 ; & # 1083 ; & # 1076 ; & # 1077 ; & # 1088 ; & # 1077 ; & # 1074 ; & # 1072 ;
5. nucleus
N
& # 1089 ; & # 1077 ; & # 1088 ; & # 1076 ; & # 1094 ; & # 1077 ; & # 1074 ; & # 1080 ; & # 1085 ; & # 1072 ; ,
6.root ( s )
n, pl
& # 1082 ; & # 1086 ; & # 1088 ; & # 1085 ; & # 1080 ;
7.nucleus competency
( Y ) & # 1082 ; & # 1083 ; & # 1102 ; & # 1095 ; & # 1077 ; & # 1074 ; & # 1072 ; & # 1103 ; & # 1082 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1077 ; & # 1090 ; & # 1077 ; & # 1085 ; & # 1094 ; & # 1080 ; & # 1103 ;
8.hierarchy
N
& # 1080 ; & # 1077 ; & # 1088 ; & # 1072 ; & # 1088 ; & # 1093 ; & # 1080 ; & # 1103 ;
9be accountable
( to smb
. ) & # 1087 ; & # 1086 ; & # 1076 ; & # 1086 ; & # 1090 ; & # 1095 ; & # 1077 ; & # 1090 ; & # 1085 ; & # 1099 ; & # 1081 ; & # 1082 ; & # 1086 ; & # 1084 ; & # 1091 ; – & # 1083 ; & # 1080 ; & # 1073 ; & # 1086 ;
10.affiliate
N
.
1 ) & # 1092 ; & # 1080 ; & # 1083 ; & # 1080 ; & # 1072 ; & # 1083 ; , & # 1086 ; & # 1090 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; ; 2 ) & # 1082 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1072 ; & # 1085 ; & # 1100 ; & # 1086 ; & # 1085 ;
V
.
1 ) & # 1087 ; & # 1088 ; & # 1080 ; & # 1085 ; & # 1080 ; & # 1084 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1074 ; & # 1095 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1099 ; , & # 1086 ; & # 1073 ; & # 1098 ; & # 1077 ; & # 1076 ; & # 1080 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ; , & # 1087 ; & # 1088 ; & # 1080 ; & # 1089 ; & # 1086 ; & # 1077 ; & # 1076 ; & # 1080 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ; & # 1082 ; .. ( with
)
11.
span
of
control
& # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1100 ; & # 1085 ; & # 1099 ; & # 1081 ; & # 1086 ; & # 1073 ; & # 1098 ; & # 1077 ; & # 1084 ; & # 1086 ; & # 1090 ; & # 1074 ; & # 1077 ; & # 1090 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1080 ;
12.adulthood
& # 1079 ; & # 1088 ; & # 1077 ; & # 1083 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ; , & # 1089 ; & # 1086 ; & # 1074 ; & # 1077 ; & # 1088 ; & # 1096 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ; , & # 1079 ; & # 1072 ; & # 1082 ; & # 1086 ; & # 1085 ; & # 1095 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ;
13.sole
proprietary
& # 1077 ; & # 1076 ; & # 1080 ; & # 1085 ; & # 1086 ; & # 1083 ; & # 1080 ; & # 1095 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1089 ; & # 1086 ; & # 1073 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ;
14.departmentalization
N
& # 1088 ; & # 1072 ; & # 1079 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; & # 1085 ; & # 1072 ; & # 1086 ; & # 1090 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1099 ;
15.matrix
& # 1084 ; & # 1072 ; & # 1090 ; & # 1088 ; & # 1080 ; & # 1095 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1086 ; & # 1088 ; & # 1075 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1079 ; & # 1072 ; & # 1094 ; & # 1080 ; & # 1086 ; & # 1085 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1089 ; & # 1090 ; & # 1088 ; & # 1091 ; & # 1082 ; & # 1090 ; & # 1091 ; & # 1088 ; & # 1072 ;
16.
advantages
N
,
pl
& # 1087 ; & # 1088 ; & # 1077 ; & # 1080 ; & # 1084 ; & # 1091 ; & # 1097 ; & # 1077 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1072 ;
17
.disadvantages
N
,
pl
& # 1085 ; & # 1077 ; & # 1076 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1072 ; & # 1090 ; & # 1082 ; & # 1080 ; , & # 1085 ; & # 1077 ; & # 1074 ; & # 1099 ; & # 1075 ; & # 1086 ; & # 1076 ; & # 1085 ; & # 1086 ; & # 1077 ; & # 1087 ; & # 1086 ; & # 1083 ; & # 1086 ; & # 1078 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
18.
in
orderly
mode
& # 1074 ; & # 1076 ; & # 1086 ; & # 1083 ; & # 1078 ; & # 1085 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1086 ; & # 1088 ; & # 1103 ; & # 1076 ; & # 1082 ; & # 1077 ; , & # 1085 ; & # 1072 ; & # 1076 ; & # 1083 ; & # 1077 ; & # 1078 ; & # 1072 ; & # 1097 ; & # 1080 ; & # 1084 ; & # 1086 ; & # 1073 ; & # 1088 ; & # 1072 ; & # 1079 ; & # 1086 ; & # 1084 ;
19.
assets
N
,
pl
& # 1072 ; & # 1082 ; & # 1090 ; & # 1080 ; & # 1074 ; & # 1099 ; , & # 1089 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1072 ; , & # 1088 ; & # 1077 ; & # 1089 ; & # 1091 ; & # 1088 ; & # 1089 ; & # 1099 ; , & # 1092 ; & # 1086 ; & # 1085 ; & # 1076 ; & # 1099 ; , & # 1082 ; & # 1072 ; & # 1087 ; & # 1080 ; & # 1090 ; & # 1072 ; & # 1083 ;
20.
liabilities
N
,
pl
& # 1086 ; & # 1073 ; & # 1103 ; & # 1079 ; & # 1072 ; & # 1090 ; & # 1077 ; & # 1083 ; & # 1100 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1072 ; , & # 1086 ; & # 1090 ; & # 1074 ; & # 1077 ; & # 1090 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ; & # 1079 ; & # 1072 ; & # 1095 ; & # 1090 ; & # 1086 ; – & # 1083 ; & # 1080 ; & # 1073 ; & # 1086 ;
21.
breach
the
contract
& # 1085 ; & # 1072 ; & # 1088 ; & # 1091 ; & # 1096 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1082 ; & # 1086 ; & # 1085 ; & # 1090 ; & # 1088 ; & # 1072 ; & # 1082 ; & # 1090 ;
22
.judgement
N
& # 1084 ; & # 1085 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1086 ; & # 1094 ; & # 1077 ; & # 1085 ; & # 1082 ; & # 1072 ; , & # 1089 ; & # 1091 ; & # 1078 ; & # 1076 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
23.
stock list
N
& # 1080 ; & # 1085 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1090 ; & # 1072 ; & # 1088 ; & # 1080 ; & # 1079 ; & # 1072 ; & # 1094 ; & # 1080 ; & # 1103 ; , & # 1086 ; & # 1087 ; & # 1080 ; & # 1089 ; & # 1100 ; & # 1074 ; & # 1089 ; & # 1077 ; & # 1075 ; & # 1086 ; & # 1080 ; & # 1084 ; & # 1091 ; & # 1097 ; & # 1077 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1072 ;
24
.set
Forth
V
& # 1080 ; & # 1079 ; & # 1083 ; & # 1072 ; & # 1075 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1092 ; & # 1086 ; & # 1088 ; & # 1084 ; & # 1091 ; & # 1083 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1086 ; & # 1073 ; & # 1098 ; & # 1103 ; & # 1089 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ;
25.
dissolve
V
& # 1087 ; & # 1088 ; & # 1077 ; & # 1082 ; & # 1088 ; & # 1072 ; & # 1097 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1076 ; & # 1077 ; & # 1103 ; & # 1090 ; & # 1077 ; & # 1083 ; & # 1100 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ; , & # 1088 ; & # 1072 ; & # 1089 ; & # 1087 ; & # 1091 ; & # 1089 ; & # 1082 ; & # 1072 ; & # 1090 ; & # 1100 ;
26.
backdown
N
& # 1086 ; & # 1090 ; & # 1079 ; & # 1099 ; & # 1074 ; , & # 1074 ; & # 1099 ; & # 1093 ; & # 1086 ; & # 1076 ; , & # 1091 ; & # 1093 ; & # 1086 ; & # 1076 ; , & # 1080 ; & # 1079 ; & # 1098 ; & # 1103 ; & # 1090 ; & # 1080 ; & # 1077 ;
27.
presume
V
& # 1076 ; & # 1086 ; & # 1087 ; & # 1091 ; & # 1089 ; & # 1082 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1087 ; & # 1086 ; & # 1083 ; & # 1072 ; & # 1075 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1087 ; & # 1088 ; & # 1080 ; & # 1085 ; & # 1080 ; & # 1084 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1085 ; & # 1072 ; & # 1089 ; & # 1077 ; & # 1073 ; & # 1103 ;
28
.be
chartered
& # 1079 ; & # 1076 ; & # 1077 ; & # 1089 ; & # 1100 ;
: & # 1076 ; & # 1072 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1087 ; & # 1088 ; & # 1080 ; & # 1074 ; & # 1080 ; & # 1083 ; & # 1077 ; & # 1075 ; & # 1080 ; & # 1080 ; ; & # 1076 ; & # 1072 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1088 ; & # 1072 ; & # 1079 ; & # 1088 ; & # 1077 ; & # 1096 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; & # 1085 ; & # 1072 ;
29.
be
sued
& # 1087 ; & # 1088 ; & # 1077 ; & # 1089 ; & # 1083 ; & # 1077 ; & # 1076 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1103 ; & # 1074 ; & # 1089 ; & # 1091 ; & # 1076 ; & # 1077 ; & # 1073 ; & # 1085 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1086 ; & # 1088 ; & # 1103 ; & # 1076 ; & # 1082 ; & # 1077 ;
30.
oversee
V
& # 1085 ; & # 1072 ; & # 1073 ; & # 1083 ; & # 1102 ; & # 1076 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1085 ; & # 1072 ; & # 1076 ; & # 1079 ; & # 1080 ; & # 1088 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1089 ; & # 1083 ; & # 1077 ; & # 1076 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1079 ; & # 1072 ; & # 8230 ;
31.
synergism
N
& # 1091 ; & # 1089 ; & # 1087 ; & # 1077 ; & # 1096 ; & # 1085 ; & # 1099 ; & # 1077 ; & # 1089 ; & # 1086 ; & # 1074 ; & # 1084 ; & # 1077 ; & # 1089 ; & # 1090 ; & # 1085 ; & # 1099 ; & # 1077 ; & # 1091 ; & # 1089 ; & # 1080 ; & # 1083 ; & # 1080 ; & # 1103 ; , & # 1089 ; & # 1080 ; & # 1085 ; & # 1077 ; & # 1088 ; & # 1075 ; & # 1080 ; & # 1079 ; & # 1084 ;
32.
rise
financess
& # 1079 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1084 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1076 ; & # 1077 ; & # 1085 ; & # 1100 ; & # 1075 ; & # 1080 ; , & # 1085 ; & # 1072 ; & # 1093 ; & # 1086 ; & # 1076 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1072 ;
33.
comply
( with
)
V
& # 1087 ; & # 1086 ; & # 1076 ; & # 1095 ; & # 1080 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1103 ; & # 1090 ; & # 1088 ; & # 1077 ; & # 1073 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1103 ; & # 1084 ; , & # 1076 ; & # 1077 ; & # 1083 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1091 ; & # 1089 ; & # 1090 ; & # 1091 ; & # 1087 ; & # 1082 ; & # 1080 ;
34.
obey
orders
& # 1087 ; & # 1086 ; & # 1074 ; & # 1080 ; & # 1085 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1103 ; & # 1087 ; & # 1088 ; & # 1080 ; & # 1082 ; & # 1072 ; & # 1079 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1103 ; & # 1084 ;
35.
modus operandi
N
& # 1086 ; & # 1073 ; & # 1099 ; & # 1095 ; & # 1085 ; & # 1099 ; & # 1081 ; & # 1087 ; & # 1086 ; & # 1088 ; & # 1103 ; & # 1076 ; & # 1086 ; & # 1082 ; , & # 1088 ; & # 1091 ; & # 1090 ; & # 1080 ; & # 1085 ; & # 1072 ; , & # 1086 ; & # 1076 ; & # 1085 ; & # 1086 ; & # 1086 ; & # 1073 ; & # 1088 ; & # 1072 ; & # 1079 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1088 ; & # 1072 ; & # 1073 ; & # 1086 ; & # 1090 ; & # 1072 ;
36.
seize
the
power
& # 1079 ; & # 1072 ; & # 1093 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1074 ; & # 1083 ; & # 1072 ; & # 1089 ; & # 1090 ; & # 1100 ;
37.
eventuality
organisation
& # 1086 ; & # 1088 ; & # 1075 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1079 ; & # 1072 ; & # 1094 ; & # 1080 ; & # 1103 ; , & # 1086 ; & # 1089 ; & # 1085 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1085 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1085 ; & # 1072 ; & # 1089 ; & # 1080 ; & # 1090 ; & # 1091 ; & # 1072 ; & # 1094 ; & # 1080 ; & # 1086 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1086 ; & # 1076 ; & # 1093 ; & # 1086 ; & # 1076 ; & # 1077 ; .
38.
merely
–
in
–
clip
& # 1090 ; & # 1086 ; & # 1095 ; & # 1085 ; & # 1086 ; & # 1074 ; & # 1089 ; & # 1088 ; & # 1086 ; & # 1082 ; , & # 1090 ; & # 1086 ; & # 1095 ; & # 1085 ; & # 1086 ; & # 1087 ; & # 1086 ; & # 1075 ; & # 1088 ; & # 1072 ; & # 1092 ; & # 1080 ; & # 1082 ; & # 1091 ; .
39.
comprehensiveness
N
& # 1096 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1090 ; & # 1072 ; , & # 1096 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1082 ; & # 1080 ; & # 1081 ; & # 1088 ; & # 1072 ; & # 1079 ; & # 1084 ; & # 1072 ; & # 1093 ;
40.
administrate
V
& # 1091 ; & # 1087 ; & # 1088 ; & # 1072 ; & # 1074 ; & # 1083 ; & # 1103 ; & # 1090 ; & # 1100 ; , & # 1082 ; & # 1086 ; & # 1085 ; & # 1090 ; & # 1088 ; & # 1086 ; & # 1083 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ;
Unit of measurement 2. Corporate vision, mission, and image.
Text 1. Company & # 8217 ; s vision Text 1. Company’s vision
Every company can non avoid the replying the critical inquiry: what is our companyvision
, what do we mean to accomplish? While replying this inquiry, top direction must understand what character of concern their company has and should hold. By developing of strategic vision they should place who they are ; what they do and where they go, in order to direct the organisational class, to organize the corporate alone vision and mission. In order non to blend up corporate vision and mission, they must cognize thatvision
speaks about what a company will be in five or ten old ages as a consequence of staff & # 8217 ; s attempts and energy.
Undoubtedly, any company corrects its activity in the class of clip. The corporate vision includes:
– signifier of its concern ;
– basic way of a scheme, in short ;
– house & # 8217 ; s public presentation guiding lines, etc.
Vision Statement
is sometimes called a image of your company in the hereafter but it & # 8217 ; s so much more than that. Your vision statement is your inspiration, the model for all your strategic planning. A vision statement may use to an full company or to a individual division of that company. Whether for all or portion of an organisation, the vision statement answers the inquiry, & # 8220 ; Where do we desire to travel? & # 8221 ;
What you are making when making a vision statement is jointing your dreams and hopes for your concern. It reminds you of what you are seeking to construct.
While a vision statement doesn & # 8217 ; t state you how you & # 8217 ; re traveling to acquire at that place, it does put the way for your concern planning. That & # 8217 ; s why it & # 8217 ; s of import when crafting a vision statement to allow your imaginativeness travel and make bold to woolgather & # 8211 ; and why it & # 8217 ; s of import that a vision statement captures your passion.
Unlike the mission statement, avision statement
is for you and the other members of your company, non for your clients or clients.
When composing a vision statement, your mission statement and your nucleus competences can be a valuable starting point for jointing your values. Be certain when you & # 8217 ; re making one non to fall into the trap of merely believing in front a twelvemonth or two. Once you have one, your vision statement will hold a immense influence on determination devising and the manner you allocate resources.
.Examples:
A vision statement for a company offering whale observation Tourss: Within the following five old ages, ZZZ Tours will go the prime eco-tour company in ________ , increasing grosss to 1 million dollars in 2010 by going internationally known for the comfort and exhilaration of the whale-watching Tourss it offers.
Text 2. Company & # 8217 ; s Mission Text 2. Company’s Mission
It is obviously that thatmission
preparation is desirable for any company because it determines what a company operates for.
Therefore, a company should recognize its finish, in other words, explicate its mission. A house of any sort runs its concern put to deathing the specific mission. In fact, mission isthe fate of a company, the chief purpose of its activity
.
There are many sorts of mission, which are common to all the companies, but however, any company should work out its ain mission and introduce the staff and its consumers with it.
As it was mentioned above, company mission shows its function in the society and environment. In the extended reading, mission is the doctrine and fate of any organisation ; in the narrow reading & # 8211 ; it is spirit of its existing.
Its constituents are as follows:
– product/service ( What are they? )
– mark clients ( Who are they? )
– engineering ( Does a house use the traditional or new engineering? )
– competitory advantage ( What is it in comparing to other rivals? )
– doctrine ( What are the house & # 8217 ; s of import values, nisuss and rules of moralss? )
Company mission helps explicate a motto, a company lives and operates with. & # 8220 ; McDonald & # 8217 ; s is a large household! It cares of its staff in and out the work! & # 8221 ; ( McDonald & # 8217 ; s ) ; & # 8220 ; Quality is our life manner! & # 8221 ; ( Philips Electronics ) ; & # 8220 ; We & # 8217 ; re supplying people with inexpensive vehicles! & # 8221 ; ( Ford ) .
It is known that slogan represents words that sell. It is known that slogan represents words that sell.
Mission is a utile tool, which realizes a system attack of company direction to ends and nonsubjective. For illustration, mission can affect the aim-providing the single clients with service of the highest quality.
As a regulation, mission reflects two or three factors:
– unsated market demands ;
– potency clients ;
– competitory advantage ( e.g. : in merchandise )
It is deserving saying that corporate mission International Relations and Security Network & # 8217 ; t dogmatic ; it can be reviewed if market alterations require that.
Company can explicate its mission for three chief intents:
– to understand the concern spheres a company works in ;
– to explicate its strategic vision ;
– to find the minute a company should alter its strategic class.
Text 3. Aims Text 3. Aims
Care is besides needed to observe that different houses have differentaims
. The diverseness of aims depends upon a company mission. In the first topographic point we have to name:
– endurance for every bit long as possible ;
– care and increase in net incomes ;
– addition in the market portion and gross revenues ;
– long-run growing.
This is most likely that the addition in the market portion and in gross revenues volume is the basic aim to guarantee the endurance, growing and profitableness. The house with a big market portion is competitory plenty and has better long-run chances. As it was said above, a company must lucubrate its aims, like the followers:
– to better the criterion of life ;
– to keep a balance of payment places ;
– to accomplish the sensible monetary value stableness ;
– to keep sensible full employment.
To derive the of import topographic point among the rivals, a house must put the long-range and short-range ends.
There are seven cardinal topographic points where a house normally puts its long-run ends: market place, inventions, selling, production, finance, HR, direction.
Any company has to run into alterations and take into history a prognosis on its hereafter concern. The most houses have a assortment of aims. While be aftering their activities, they should observe the compatibility between the aims and fortunes at a given point of clip. The flexibleness in decision-making is a penchant. The aims permit to hold maximal productive capacity, change the demand and outgo with respect to an single consumer.
They must be concrete, mensurable, planned, compatible and accessible.
Text 4. Strategic priorities Text 4. Strategic precedences
A company creates its strategic precedences
to administer its resources in effectual manner. The corporate aims and strategic precedences have a common intent & # 8211 ; to function the clients and run into their demands.
The strategic precedences constitute the want to be advanced ; they form a companymini-strategy ( MOS
) ,
together with the company mission and aims. The mini-strategy aid develop a company scheme, as a whole
Moment: Mission /Objectives
/Strategic precedences
Moment
is known to stand for & # 8220 ; a managerial span & # 8221 ; between the scheme and tactics ; it helps put the head at company & # 8217 ; s chief ends in mundane activities.
Strategy & # 8211 ; MOS – Tacticss Strategy – MOS – Tacticss
To sum up, it is deserving observing that corporate mission must be realistic, concrete and specialised. It must excite staff to make concern for their company and clients. The vision, in bend, reflects the company & # 8217 ; s foresight and identifies its hereafter development for 5-10 old ages. The company direction transforms the mission and vision into strategic aims.
As forimage,
it is a concrete nonliteral thought ( external and internal ) that helps to understand the point and end of company & # 8217 ; s activity. Company image should show its ability to derive stable placement in competitory market. In other words, image represents a house & # 8217 ; s corporate individuality.
Text 5. Spin of Success Text 5. Spin of Success
As & # 8220 ; Marks and Spenser & # 8221 ; Co. provinces: & # 8220 ; Our mission is our basic client benefits. We respect them and run into their demands supplying them for upper limit service & # 8221 ; . Peter Drucker? The celebrated guru in direction, monetary values & # 8220 ; M & A ; S & # 8221 ; as the best universe company in the domain of direction. He notes that its class intends the stable growing and success.
What is success? How can we specify it?
Every large-scale company follows & # 8220 ; a spin of success & # 8221 ; :
– definition of effectual demand ;
– concentration on the job ;
– competency ;
– success.
The chief job is in the Centre of a spin, i.e.the chief job definition
. It is one of the most of import parts ; the more is known about it, the better. In other words, it is an effectual demand & # 8211 ; the strongest demand in the market. A company should happen it, make up one’s mind what to make for its satisfaction and, eventually do it better than its rivals.
The following measure isconcentration on the job
. A company starts doing determinations and & # 8230 ; & # 8220 ; the spin starts turning & # 8221 ; .
The 3rd phase isa competency.
In fact, any company needs to be competent in work outing the job and taking concern way.
A set of competencies has been developed ;
Client reactivity: Client reactivity:
1. Relationship edifice establishes common apprehension and builds long-run relationships with cardinal determination shapers ;
2. Professional judgement – knows who the & # 8220 ; existent client is at all times and uses this cognition to run efficaciously.
Business accomplishments Business accomplishments
: :
1. Commerciality & # 8211 ; relates all facets of company & # 8217 ; s service to client & # 8217 ; s concern position. 1. Commerciality –relates all facets of company’s service to client’s concern position.
2. Business development & # 8211 ; is seen by bing clients to market efficaciously and suitably 2. Business development– is seen by bing clients to market efficaciously and suitably
Management: Management:
1.Task direction accomplishments & # 8211 ; command the procedure of bringing to the client.
2.Team accomplishments & # 8211 ; encourages openness and co-operating working ;
3. People development & # 8211 ; gives staff duty and autonomy appropriate to their degree of competency.
Personal effectivity Personal effectivity
: :
1. Drive and committedness to consequences & # 8211 ; goes beyond client & # 8217 ; s expressed demands and meets their existent demand.
2. Resilience & # 8211 ; retrieve crisis state of affairss ; is resourceful at clip of force per unit area and emphasis.
Social accomplishments: Social accomplishments:
1.Communication accomplishments & # 8211 ; speaks clearly and with impact ( influence ) ;
2. Social assurance & # 8211 ; is perceived to bask the company of a broad scope of people.
Thinking accomplishments Thinking accomplishments
: :
1.Analytical believing & # 8211 ; analyses big sums of complex informations, extracts necessities ;
2. Proactive believing & # 8211 ; comes frontward with thoughts unprompted by clients.
While in operation, a company should be able to analyse its clients, rivals, alterations if the environment it acts in, and to command its activities by replying the inquiries: What impedes ( prevents ) the profitableness addition? After that it can specify its corporate scheme.
Merely so a company faces its concern success. Developing coiling, success attracts the new success, like a magnet.
The company & # 8217 ; s success depends on how all its schemes match its corporate mission. In bend, it is highly of import for the top direction to hold a clear apprehension of corporate mission in order to make a footing for explicating corporate scheme.
The most of import undertaking of top direction is to actuate the forces, instill assurance in staff, and do guiding line bend into accessible aims.
Answer the inquiries to Unit 2 Answer the inquiries to Unit 2
1. What is meant by the mini-strategy and vision?
2. What & # 8217 ; s particular about mission and why is it so critical?
3. Why are your company & # 8217 ; s aims so of import?
4. What are the strategic precedences?
5. What can be considered as a span between the scheme and pattern?
6. Why is it hard for company to make the strategic pick?
7. In what manner can a company accomplish its ends?
8. Why is it of import to watch over a company image?
9. What is meant by & # 8220 ; a spin of success & # 8221 ; ?
10. What competencies are indispensable for a director to be a success?
Vocabulary to Unit 2
1. avoidv 1. avoidv
& # 1080 ; & # 1079 ; & # 1073 ; & # 1077 ; & # 1075 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1086 ; & # 1089 ; & # 1090 ; & # 1077 ; & # 1088 ; & # 1077 ; & # 1075 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1103 ; , & # 1091 ; & # 1082 ; & # 1083 ; & # 1086 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1103 ; . Syn: èçáåãàòü , îñòåðåãàòüñÿ , óêëîíÿòüñÿ . Syn:
flight, evade. flight, evade.
2. common intent & # 1086 ; & # 1073 ; & # 1097 ; & # 1072 ; & # 1103 ; & # 1094 ; & # 1077 ; & # 1083 ; & # 1100 ; 2. common intent îáùàÿöåëü
3. bridgen 3. bridgen
& # 1084 ; & # 1086 ; & # 1089 ; & # 1090 ; ìîñò
4.
fate
N
& # 1089 ; & # 1091 ; & # 1076 ; & # 1100 ; & # 1073 ; & # 1072 ; , & # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1085 ; & # 1072 ; & # 1079 ; & # 1085 ; & # 1072 ; & # 1095 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
5.
in
class
of
clip
& # 1074 ; & # 1093 ; & # 1086 ; & # 1076 ; & # 1077 ; & # 1074 ; & # 1088 ; & # 1077 ; & # 1084 ; & # 1077 ; & # 1085 ; & # 1080 ; ; & # 1087 ; & # 1086 ; & # 1087 ; & # 1088 ; & # 1086 ; & # 1096 ; & # 1077 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1080 ; & # 1080 ; & # 1074 ; & # 1088 ; & # 1077 ; & # 1084 ; & # 1077 ; & # 1085 ; & # 1080 ;
6.
vision
statement
& # 1079 ; & # 1072 ; & # 1103 ; & # 1074 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; & # 1086 ; & # 1084 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1086 ; & # 1079 ; & # 1079 ; & # 1088 ; & # 1077 ; & # 1085 ; & # 1095 ; & # 1077 ; & # 1089 ; & # 1082 ; & # 1086 ; & # 1081 ; & # 1082 ; & # 1086 ; & # 1085 ; & # 1094 ; & # 1077 ; & # 1087 ; & # 1094 ; & # 1080 ; & # 1080 ; & # 1082 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1080 ;
7.
inspiration
N
1 ) & # 1074 ; & # 1076 ; & # 1086 ; & # 1093 ; & # 1085 ; & # 1086 ; & # 1074 ; & # 1083 ; & # 1103 ; & # 1102 ; & # 1097 ; & # 1072 ; & # 1103 ; & # 1080 ; & # 1076 ; & # 1077 ; & # 1103 ; ; 2 ) & # 1074 ; & # 1083 ; & # 1080 ; & # 1103 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1074 ; & # 1086 ; & # 1079 ; & # 1076 ; & # 1077 ; & # 1081 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1080 ; & # 1077 ;
8.
model
N
1 ) & # 1089 ; & # 1090 ; & # 1088 ; & # 1091 ; & # 1082 ; & # 1090 ; & # 1091 ; & # 1088 ; & # 1072 ; , & # 1089 ; & # 1090 ; & # 1088 ; & # 1086 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; ; 2 ) & # 1089 ; & # 1080 ; & # 1089 ; & # 1090 ; & # 1077 ; & # 1084 ; & # 1072 ; & # 1074 ; & # 1079 ; & # 1075 ; & # 1083 ; & # 1103 ; & # 1076 ; & # 1086 ; & # 1074 ; , & # 1088 ; & # 1072 ; & # 1084 ; & # 1082 ; & # 1080 ;
With the model of smth
& # 8211 ; & # 1074 ; & # 1088 ; & # 1072 ; & # 1084 ; & # 1082 ; & # 1072 ; & # 1093 ; , & # 1074 ; & # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1072 ; & # 1093 ; & # 1095 ; & # 1077 ; & # 1075 ; & # 1086 ; – & # 1083 ; .
9.
use
V
& # 1087 ; & # 1088 ; & # 1080 ; & # 1084 ; & # 1077 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ; , & # 1080 ; & # 1089 ; & # 1087 ; & # 1086 ; & # 1083 ; & # 1100 ; & # 1079 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1091 ; & # 1087 ; & # 1086 ; & # 1090 ; & # 1088 ; & # 1077 ; & # 1073 ; & # 1083 ; & # 1103 ; & # 1090 ; & # 1100 ; (
to
)
10.
articulate
V
& # 1103 ; & # 1089 ; & # 1085 ; & # 1086 ; & # 1074 ; & # 1099 ; & # 1088 ; & # 1072 ; & # 1078 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1080 ; & # 1079 ; & # 1083 ; & # 1072 ; & # 1075 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1092 ; & # 1086 ; & # 1088 ; & # 1084 ; & # 1091 ; & # 1083 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ;
11.
guru
N
& # 1091 ; & # 1095 ; & # 1080 ; & # 1090 ; & # 1077 ; & # 1083 ; & # 1100 ; , & # 1085 ; & # 1072 ; & # 1089 ; & # 1090 ; & # 1072 ; & # 1074 ; & # 1085 ; & # 1080 ; & # 1082 ; , & # 1074 ; & # 1077 ; & # 1076 ; & # 1091 ; & # 1097 ; & # 1080 ; & # 1081 ; & # 1089 ; & # 1087 ; & # 1077 ; & # 1094 ; & # 1080 ; & # 1072 ; & # 1083 ; & # 1080 ; & # 1089 ; & # 1090 ;
12.
purpose
N
& # 1085 ; & # 1072 ; & # 1084 ; & # 1077 ; & # 1088 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
13.key
–
mission
N
& # 1086 ; & # 1089 ; & # 1085 ; & # 1086 ; & # 1074 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1084 ; & # 1080 ; & # 1089 ; & # 1089 ; & # 1080 ; & # 1103 ;
14.
set
the
way
& # 1086 ; & # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1103 ; & # 1090 ; & # 1100 ; & # 1085 ; & # 1072 ; & # 1087 ; & # 1088 ; & # 1072 ; & # 1074 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; & # 1088 ; & # 1072 ; & # 1079 ; & # 1074 ; & # 1080 ; & # 1090 ; & # 1080 ; & # 1103 ; , & # 1094 ; & # 1077 ; & # 1083 ; & # 1100 ;
15.
degree
of
demand
1 ) & # 1091 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1100 ; & # 1090 ; & # 1088 ; & # 1077 ; & # 1073 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1103 ; ; 2 ) & # 1091 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1100 ; & # 1089 ; & # 1087 ; & # 1088 ; & # 1086 ; & # 1089 ; & # 1072 ;
16.
trade
(
a
vision
)
& # 1087 ; & # 1088 ; & # 1086 ; & # 1103 ; & # 1074 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1084 ; & # 1072 ; & # 1089 ; & # 1090 ; & # 1077 ; & # 1088 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1086 ; & # 1074 ; & # 1086 ; & # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1080 ; & # 1082 ; & # 1086 ; & # 1085 ; & # 1094 ; & # 1077 ; & # 1087 ; & # 1094 ; & # 1080 ; & # 1080 ; & # 1082 ; & # 1086 ; & # 1084 ; & # 1087 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1080 ;
17.
daring
V
1 ) & # 1086 ; & # 1089 ; & # 1084 ; & # 1077 ; & # 1083 ; & # 1080 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1103 ; , & # 1089 ; & # 1084 ; & # 1077 ; & # 1090 ; & # 1100 ; ; 2 ) & # 1087 ; & # 1088 ; & # 1077 ; & # 1085 ; & # 1077 ; & # 1073 ; & # 1088 ; & # 1077 ; & # 1075 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1086 ; & # 1087 ; & # 1072 ; & # 1089 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ; & # 1102 ; , & # 1088 ; & # 1080 ; & # 1089 ; & # 1082 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; ; 3 ) & # 1073 ; & # 1088 ; & # 1086 ; & # 1089 ; & # 1072 ; & # 1090 ; & # 1100 ; & # 1074 ; & # 1099 ; & # 1079 ; & # 1086 ; & # 1074 ; & # 1082 ; & # 1086 ; & # 1084 ; & # 1091 ; – & # 1083 ; .
18.
gaining control
N
& # 1079 ; & # 1072 ; & # 1093 ; & # 1074 ; & # 1072 ; & # 1090 ; , & # 1087 ; & # 1086 ; & # 1075 ; & # 1083 ; & # 1086 ; & # 1097 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
gaining control
V
& # 1079 ; & # 1072 ; & # 1093 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1080 ; & # 1090 ; & # 1100 ; & # 1089 ; & # 1080 ; & # 1083 ; & # 1086 ; & # 1081 ; , & # 1079 ; & # 1072 ; & # 1074 ; & # 1083 ; & # 1072 ; & # 1076 ; & # 1077 ; & # 1090 ; & # 1100 ; . e
.
g
.
to
gaining control
the
attending
& # 1087 ; & # 1088 ; & # 1080 ; & # 1074 ; & # 1083 ; & # 1077 ; & # 1095 ; & # 1100 ; & # 1074 ; & # 1085 ; & # 1080 ; & # 1084 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1077 ;
19.
passion
N
& # 1079 ; & # 1076 ; & # 1077 ; & # 1089 ; & # 1100 ; :
& # 1087 ; & # 1099 ; & # 1083 ; , & # 1101 ; & # 1085 ; & # 1090 ; & # 1091 ; & # 1079 ; & # 1080 ; & # 1072 ; & # 1079 ; & # 1084 ;
20
. finish
N
& # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1085 ; & # 1072 ; & # 1079 ; & # 1085 ; & # 1072 ; & # 1095 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1085 ; & # 1072 ; & # 1079 ; & # 1085 ; & # 1072 ; & # 1095 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1094 ; & # 1077 ; & # 1083 ; & # 1100 ;
21.
acquaint
( with
) V
1 ) & # 1079 ; & # 1085 ; & # 1072 ; & # 1082 ; & # 1086 ; & # 1084 ; & # 1080 ; & # 1090 ; & # 1100 ; ; 2 ) & # 1080 ; & # 1079 ; & # 1074 ; & # 1077 ; & # 1097 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1080 ; & # 1085 ; & # 1092 ; & # 1086 ; & # 1088 ; & # 1084 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; .
22.
outgo
N
& # 1088 ; & # 1072 ; & # 1089 ; & # 1093 ; & # 1086 ; & # 1076 ; & # 1099 ; , & # 1080 ; & # 1079 ; & # 1076 ; & # 1077 ; & # 1088 ; & # 1078 ; & # 1082 ; & # 1080 ; , & # 1090 ; & # 1088 ; & # 1072 ; & # 1090 ; & # 1099 ;
23. mark
N
& # 1094 ; & # 1077 ; & # 1083 ; & # 1100 ;
24.
elaborate
V
1 ) & # 1076 ; & # 1077 ; & # 1090 ; & # 1072 ; & # 1083 ; & # 1100 ; & # 1085 ; & # 1086 ; & # 1088 ; & # 1072 ; & # 1079 ; & # 1088 ; & # 1072 ; & # 1073 ; & # 1072 ; & # 1090 ; & # 1099 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; ,2 ) & # 1082 ; & # 1086 ; & # 1085 ; & # 1082 ; & # 1088 ; & # 1077 ; & # 1090 ; & # 1080 ; & # 1079 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1088 ; & # 1072 ; & # 1079 ; & # 1074 ; & # 1080 ; & # 1074 ; & # 1072 ; & # 1090 ; & # 1100 ; , & # 1091 ; & # 1090 ; & # 1086 ; & # 1095 ; & # 1085 ; & # 1103 ; & # 1090 ; & # 1100 ;
25
. endurance
N
& # 1074 ; & # 1099 ; & # 1078 ; & # 1080 ; & # 1074 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1076 ; & # 1086 ; & # 1083 ; & # 1075 ; & # 1086 ; & # 1074 ; & # 1077 ; & # 1095 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ;
26
. prognosis
N
& # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1089 ; & # 1082 ; & # 1072 ; & # 1079 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1087 ; & # 1088 ; & # 1086 ; & # 1075 ; & # 1085 ; & # 1086 ; & # 1079 ; , & # 1087 ; & # 1088 ; & # 1086 ; & # 1075 ; & # 1085 ; & # 1086 ; & # 1079 ; & # 1080 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1072 ; & # 1085 ; & # 1080 ; & # 1077 ;
27
. penchant
N
& # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1087 ; & # 1086 ; & # 1095 ; & # 1090 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ; , & # 1087 ; & # 1088 ; & # 1077 ; & # 1080 ; & # 1084 ; & # 1091 ; & # 1097 ; & # 1077 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1086 ;
28.
purpose
N
& # 1085 ; & # 1072 ; & # 1084 ; & # 1077 ; & # 1088 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1077 ;
29.
permanent
adj
.
& # 1087 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1086 ; & # 1103 ; & # 1085 ; & # 1085 ; & # 1099 ; & # 1081 ; , & # 1076 ; & # 1086 ; & # 1083 ; & # 1075 ; & # 1086 ; & # 1074 ; & # 1088 ; & # 1077 ; & # 1084 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1099 ; & # 1081 ;
30.
precedences
N
,
pl
& # 1087 ; & # 1088 ; & # 1080 ; & # 1086 ; & # 1088 ; & # 1080 ; & # 1090 ; & # 1077 ; & # 1090 ; & # 1099 ;
31.
productive
capacity
– & # 1087 ; & # 1088 ; & # 1086 ; & # 1080 ; & # 1079 ; & # 1074 ; & # 1086 ; & # 1076 ; & # 1089 ; & # 1090 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1072 ; & # 1103 ; & # 1084 ; & # 1086 ; & # 1097 ; & # 1085 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1100 ;
32.
outgo
N
& # 1079 ; & # 1072 ; & # 1090 ; & # 1088 ; & # 1072 ; & # 1090 ; & # 1099 ; , & # 1080 ; & # 1079 ; & # 1076 ; & # 1077 ; & # 1088 ; & # 1078 ; & # 1082 ; & # 1080 ; , & # 1088 ; & # 1072 ; & # 1089 ; & # 1093 ; & # 1086 ; & # 1076 ; & # 1099 ;
33. criterion of life
& # 1091 ; & # 1088 ; & # 1086 ; & # 1074 ; & # 1077 ; & # 1085 ; & # 1100 ; & # 1078 ; & # 1080 ; & # 1079 ; & # 1085 ; & # 1080 ;
34accomplish ends
& # 1076 ; & # 1086 ; & # 1089 ; & # 1090 ; & # 1080 ; & # 1095 ; & # 1100 ; & # 1094 ; & # 1077 ; & # 1083 ; & # 1077 ; & # 1081 ;
35.
with
respect
to
& # 1074 ; & # 1086 ; & # 1090 ; & # 1085 ; & # 1086 ; & # 1096 ; & # 1077 ; & # 1085 ; & # 1080 ; & # 1080 ; & # 1095 ; & # 1077 ; & # 1075 ; & # 1086 ; – & # 1083 ; & # 1080 ; & # 1073 ; & # 1086 ; , & # 1082 ; & # 1072 ; & # 1089 ; & # 1072 ; & # 1090 ; & # 1077 ; & # 1083 ; & # 1100 ; & # 1085 ; & # 1086 ;
36.
be
a
utile
tool
& # 1073 ; & # 1099 ; & # 1090 ; & # 1100 ; & # 1087 ; & # 1086 ; & # 1083 ; & # 1077 ; & # 1079 ; & # 1085 ; & # 1099 ; & # 1084 ; & # 1086 ; & # 1088 ; & # 1091 ; & # 1076 ; & # 1080 ; & # 1077 ; & # 1084 ; , & # 1080 ; & # 1085 ; & # 1089 ; & # 1090 ; & # 1088 ; & # 1091 ; & # 1084 ; & # 1077 ; & # 1085 ; & # 1090 ; & # 1086 ; & # 1084 ;
37.
concrete
adj
.
& # 1082 ; & # 1086 ; & # 1085 ; & # 1082 ; & # 1088 ; & # 1077 ; & # 1090 ; & # 1085 ; & # 1099 ; & # 1081 ; , & # 1086 ; & # 1087 ; & # 1088 ; & # 1077 ; & # 1076 ; & # 1077 ; & # 1083 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1099 ; & # 1081 ;
38.
mensurable
adj
.
& # 1080 ; & # 1079 ; & # 1084 ; & # 1077 ; & # 1088 ; & # 1080 ; & # 1084 ; & # 1099 ; & # 1081 ; , & # 1091 ; & # 1084 ; & # 1077 ; & # 1088 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1099 ; & # 1081 ; , & # 1085 ; & # 1077 ; & # 1086 ; & # 1089 ; & # 1086 ; & # 1073 ; & # 1077 ; & # 1085 ; & # 1085 ; & # 1086 ; & # 1073
