Курс лекций по специальности "Операционная деятельность в логистике" по дисциплине "Иностранный язык" "Английский язык"

 МИНИСТЕРСТВО НАУКИ И ВЫСШЕГО ОБРАЗОВАНИЯ
РОССИЙСКОЙ ФЕДЕРАЦИИ

Федеральное государственное автономное образовательное

учреждение высшего образования

«КРЫМСКИЙ ФЕДЕРАЛЬНЫЙ УНИВЕРСИТЕТ имени В.И. Вернадского»

(ФГАОУ ВО «КФУ им. В.И. Вернадского»)

Таврический колледж (структурное подразделение)

                                                                                

 

 

КУРС ЛЕКЦИЙ    

                                                ОГСЭ.03 Иностранный язык

                                                       для студентов 2 - 3 курса 

по направлению подготовки 38.00.00 Экономика и управление специальности: 38.02.03 Операционная деятельность в логистике

 

 

                                             

 

 

 

                          Разработала: преподаватель  Кудрявцева Н.П.

                                        

 

 

 

 

                                                       2020 г

Business etiquette is a set of general guidelines for manners and behavior in a professional setting that allows professionals to feel comfortable and safe at work or in other professional settings.

So, let's dig into the five types of business etiquette, and our guidelines for sticking to them.

The 5 Types of Business Etiquette

·         Workplace etiquette

·         Table manners and meal etiquette

·         Professionalism

·         Communication etiquette

·         Meetings etiquette

Workplace Etiquette

These rules deal with your behavior at the office. Culture and expectations differ from company to company, so what's rude at one workplace may be normal at another.

For instance, HubSpot is dog-friendly, so my coworkers frequently bring their pups in with them. At a traditional office, showing up with Rover would probably annoy your colleagues -- and may even get you in hot water with upper management.

Figure out what's acceptable and what's not by reading your company handbook, paying attention to how the executives behave (and following suit), and sticking by the standard rules (such as "Don't heat up excessively smelly foods in the break room.")

Table Manners and Meal Etiquette

There's far more to dinner and meal etiquette than knowing which fork to use. Luckily, once you've memorized these rules, you'll be well-equipped for any eating situation.

I can't even begin to cover them here -- you should read a book on meal etiquette or watch some videos for a full briefer -- but every professional should know the following:

·         Put your napkin in your lap when you sit down

·         Order items in a similar price range to your dining companions

·         Don't start eating until everyone has received their food

·         Pass condiments and dishes from left to right rather than reaching across the table

·         Chew with your mouth closed

·         Don't snap your fingers at your server

·         After the meal is over, partially fold your napkin and put it to the left of your plate

Professionalism

Being professional means contributing to a pleasant, productive, and inclusive work environment. Professionalism includes an entire range of behaviors; however, here are the most standard:

·         Keeping your word: When you make a commitment -- whether it's big or small -- keep it. If you know that will be impossible, give the other person as much notice as possible.

·         Being punctual: Show up on time (or early).

·         Remaining calm: Even in heated situations, do your best to stay cool.

·         Acting flexible: Sometimes you'll have to stay late, show up early, change plans, move meetings, and more to make things work. Unless this is happening all the time, accommodate these changes without raising a stink.

·         Using diplomacy: There will be people you don't like -- prospects, coworkers, or both. Be kind and amiable anyway.

·         Accepting constructive criticism: Throughout your career, others will offer feedback. If you're closed off to it, you'll not only harm your professional rapport, you'll also lose valuable opportunities to improve.

Communication Etiquette

A large majority of our relationships hinge on good communication. Not sure what that entails? Let's break communication etiquette down into three categories:

Phone Etiquette

·         Don't speak too loudly or too softly. If you're worried about your volume, ask, "How am I coming across? Do you need me to talk more or less quietly?"

·         Never interact with your phone while you're with someone else. Keep it stashed in your pocket or bag at all times.

·         If you're on a conference call and you're not speaking, mute yourself so the others aren't distracted by the outside noise.

Email Etiquette

·         Aim to answer internal emails within one day and external emails within three days.

·         Avoid overusing exclamation marks and smiley faces.

·         Default to "Reply" over "Reply All."

·         Check with each party before you make an introduction.

In-Person Etiquette

·         Steer clear of complimenting someone's appearance, since this can make people feel uncomfortable.

·         Maintain eye contact 60% to 70% of the time.

·         Match their speaking volume.

·         Show interest in what they're saying.

5. Meetings Etiquette

Meetings are an important aspect of business communication that allow teams to share ideas, discuss strategy, and get on the same page about projects and priorities. Below are some strategies for maintaining proper meeting etiquette, whether you're meeting in-person or virtually:

·         Send a meeting agenda around when you invite people to attend so they can prepare for the discussion in advance.

·         Be mindful of time zones and the daily schedules of the people you're inviting when setting a time so nobody has to attend a meeting too early or too late in the day.

·         Set up lunch or ask people to bring lunch if your meeting is scheduled during a typical lunch hour.

·         Introduce new team members or first-time meeting attendees to the larger group.

In-Person Meetings Etiquette

·         Give attendees up to five minutes to settle in before diving into the agenda.

·         Follow or set a clear agenda so people have time to think about contributions and ideas before presenting. 

·         Call on everyone who wants to participate in the discussion, or go around in a circle so everyone can speak.

·         Don't speak too loudly so as not to disturb people working around you.

Virtual Meetings Etiquette

·         Look at the camera -- not your own face or theirs -- so you seem like you're making eye contact.

·         Shut the door and make sure you're not interrupted by your pets, children, roommates, significant other, etc.

·         Before your meeting, check the area in camera range for inappropriate or overly personal items.

·         If you're the meeting facilitator, make sure all participants have the chance to speak or present ideas, even if they're tuning in remotely.

These might seem like a lot of rules. And, well, you're not wrong. But rules have an upside: Once you know what to do, it's much easier to build and maintain a great professional reputation.

To learn more, read our list of client gift ideas next.

 

 

 

 

 

                               2 курс Лекция №2

                            Рurposes of business travel

What Is Business Travel?

Business travel is a journey specifically taken for work purposes and doesn’t include daily commutes, leisure trips or holidays.

 

According to the WTO (World Trade Organisation) around 30 per cent of international trips these days are for business – and business travel shows no sign of slowing down. Even in this world of instant communication and social media, business travel is as necessary and advantageous as ever.

What are the main reasons for business travel?

• Networking. A handshake followed by a face-to-face chat is still the best way to meet and get to know someone – much better than Skype calls or reading dozens of emails and text messages. You may also want to personally show your leadership skills.
• Examples & samples. You may need to take examples or samples of your work or see examples or samples of something you’re considering investing in. Explaining something – such as a product or service you offer – while with someone and actually seeing they understand is much better than any other way.
• Be personal. You want to meet suppliers, customers or clients to take them for drinks and a meal and personally give them a gift as a way of showing your gratitude. You want to show them that they are worth the time that it takes to make a personal visit.
• Check conditions. You prefer to visit suppliers to see everything looks fine. For example, someone having T-shirts made wants to see the conditions for workers are good. Or you are supplied food products and want to see where it grows and the facilities where it’s produced and packaged. These conditions can never be properly assessed through a flat screen.
• Location location location. Your company may have offices in various locations and it’s helpful to visit so you know the environment. Or you may need to inspect something for work purposes, such as a plot of land you’re interested in.
• Attending meetings and events. You need to attend a meeting, lecture, exhibition or show that’s relevant to your business.
• Search the world. You want to look for or confirm new products are right for your business. You want to meet potential new suppliers or employees.
• Doing a deal. Business advisers Oxford Economics discovered through research that potential customers are nearly twice as likely to sign with you if you have a face-to-face meeting. So it’s definitely worth making that trip to see them.
• Incentives. These trips are to motivate employees, and involve such as going on team-building weekends – which although might involve a leisure event are essentially for business purposes.

Business travel in some form has been undertaken since the time people started trading with each other. In fact, many of today’s roads started as thoroughfares for people taking such as livestock or their wares to a weekly market.

In the 1800s, the advent of trains further increased business travel. Then it started literally taking off in the 1960s with the arrival of reasonably priced and plentiful flights.

So we should remember that today’s business travellers are in a line from the innovators of centuries gone by – and without them, we might never have tasted such delights as tea, coffee and even chocolate.

 

·          Attending meetings and events. You need to attend a meeting, lecture, exhibition or show that’s relevant to your business.

• Search the world. You want to look for or confirm new products are right for your business. You want to meet potential new suppliers or employees.
• Doing a deal. Business advisers Oxford Economics discovered through research that potential customers are nearly twice as likely to sign with you if you have a face-to-face meeting. So it’s definitely worth making that trip to see them.
• Incentives. These trips are to motivate employees, and involve such as going on team-building weekends – which although might involve a leisure event are essentially for business purposes.

Business travel in some form has been undertaken since the time people started trading with each other. In fact, many of today’s roads started as thoroughfares for people taking such as livestock or their wares to a weekly market.

In the 1800s, the advent of trains further increased business travel. Then it started literally taking off in the 1960s with the arrival of reasonably priced and plentiful flights.

So we should remember that today’s business travellers are in a line from the innovators of centuries gone by – and without them, we might never have tasted such delights as tea, coffee and even chocolate.

                                            

 

                                     

 

 

                                        3 курс Лекция №1

                            Management of the company

Management Levels: An Overview

Most organizations have three management levels:

·         Low-level managers;

·         Middle-level managers; and

·         Top-level managers.

These managers are classified in a hierarchy of authority, and perform different tasks. In many organizations, the number of managers in every level resembles a pyramid.

Below, you’ll find the specifications of each level’s different responsibilities and their likely job titles.

Top-level managers

The board of directors, president, vice-president, and CEO are all examples of top-level managers.

These managers are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business.

In addition, top-level managers play a significant role in the mobilization of outside resources.

Top-level managers are accountable to the shareholders and general public.

Middle-level managers

General managers, branch managers, and department managers are all examples of middle-level managers. They are accountable to the top management for their department’s function.

Middle-level managers devote more time to organizational and directional functions than top-level managers. Their roles can be emphasized as:

·         Executing organizational plans in conformance with the company’s policies and the objectives of the top management;

·         Defining and discussing information and policies from top management to lower management; and most importantly

·         Inspiring and providing guidance to low-level managers towards better performance.

Some of their functions are as follows:

·         Designing and implementing effective group and intergroup work and information systems;

·         Defining and monitoring group-level performance indicators;

·         Diagnosing and resolving problems within and among work groups;

·         Designing and implementing reward systems supporting cooperative behavior.

Low-level managers

Supervisors, section leads, and foremen are examples of low-level management titles. These managers focus on controlling and directing.

Low-level managers usually have the responsibility of:

·         Assigning employees tasks;

·         Guiding and supervising employees on day-to-day activities;

·         Ensuring the quality and quantity of production;

·         Making recommendations and suggestions; and

·         Upchanneling employee problems.

Also referred to as first-level managers, low-level managers are role models for employees. These managers provide:

·         Basic supervision;

·         Motivation;

·         Career planning;

·         Performance feedback; and

·         Staff supervision.

Management Levels: Hierarchical view of management in organizations

Management Areas: A Functional View

Organizational management is often approached by identifying business functions and assigning leadership to those functions.

Understanding Functional Management Areas

Businesses are comprised of a variety of different tasks which, when coordinated properly, create value through producing products and/or services. Each of these different tasks, or functions, require management and alignment. One approach to management is assigning leadership roles with authority and accountability over these different tasks, or management areas.

This view creates management positions with authority over a given functional department. These management areas can span a wide variety of skills and functions, but the most recognizable and common include marketing, finance, human resources, operations, software development, and IT.

This functional view emphasizes managers who are specialists in their fields who are also capable of leading teams, balancing budgets, and thinking tactically (and sometimes strategically, at the upper levels).

The Role of a Functional Management

Functional management is focused on the execution of a specific organizational task within functional areas, through organizing and leading an organization’s talent in a given field. Functional managers have a high level of technical knowledge and skills relative to the area they manage and focus their efforts on achieving best practices.

Let’s quickly explore an example of a functional manager to clarify the role and responsibilities. A human resources manager in an organization would be expected to oversee all operations within the scope of human resources. At a medium or larger sized organization, this could include managing specialists in payroll, recruitment, talent development, legal, and a variety of other specializations within the scope of a human resources team.

The manager shouldn’t execute each specific task, but instead understand what is required to complete these tasks. The manager must have the broad technical knowledge required to ensure each individual within that functional team has the skills, resources, and alignment necessary to effectively carry out these functions.

Illustrating Functional Management

A simple way to understand how this all plays out in an organization is a simple organizational chart (org chart, as they are commonly referred to). By taking a look at how the departments are divided, it becomes fairly easy to assume what types of management areas exist from a functional view. As a result, it’s fairly common to receive an org chart when you start a job (particularly at larger companies), to understand who reports to whom, and regarding what tasks.

                                     3 Курс лекция №2

                     FOREIGN ECONOMIC TRANSACTIONS

Foreign economic activity (FET) is an activity aimed at the international exchange of goods, services, intellectual property.

One of the types of foreign trade activities is foreign trade. These are foreign trade transactions.

The subjects of foreign trade are Russian and foreign individuals and legal entities engaged in foreign trade activities.

A feature of transactions is compliance with the laws of two countries at once. Since one of the parties to the contract is a foreign person, the document must be drawn up in 2 languages.

All this is particularly difficult for the parties and additional risks in the process of contract execution. To minimize risks, it is advisable to involve a qualified lawyer. Specialists of DTK Partners will provide full legal support for the foreign trade activities.

Structuring Foreign Economic Transactions

Structuring of foreign trade transactions includes:

1.     The choice of the form and procedure for execution of a transaction.

2.     Selection of applicable law.

3.     Risk assessment and minimization.

4.     Definition of tax payments and their minimization.

5.     Application of Incoterms.

The help of a lawyer in foreign economic transactions will be necessary for your company in the following cases:

• registration of the clients as a participant in foreign economic activity (payment of duties, registration of foreign economic activity cards);
• legal expertise of the contract;
• conclusion of contracts with organizations for the implementation of the transaction (logistics, transport company, freight forwarders, loading and unloading company);
• execution of contracts with carriers (automobile, river, sea, air or rail);
• support with customs clearance;
• exchange of documents with foreign counterparties.

Legal support

The lawyers of DTK Partners will provide you with the following services:

• legal advice on transactions in the field of foreign trade;
• drafting of foreign economic contracts;
• representation of the interests of the principal in the customs authorities;
• appeal of illegal actions, omissions and decisions of specialists of customs authorities;
• accompaniment of customs disputes in court (adjustment of customs value);

ASSISTANCE IN CUSTOMS CLEARANCE AND LOGISTICS

The procedure of customs clearance includes the activities of subjects of foreign economic activity on the movement of goods across state borders of states for its subsequent use or sale.

Each cargo that moves across the border of the Russian Federation is subject to declaration. The procedure for exporting goods abroad is called export, and import into the country is called import.

The process of processing export or import requires the preparation of special documentation. In order to avoid problems with the customs authorities, it is advisable to involve specialists from DTK Partners to assist in customs clearance.

Assistance in customs clearance and logistics

The customs clearance procedure is regulated by law. The owner of the goods must:

1.     Register at customs.

2.     Provide supporting documentation for all types of goods.

3.     Go through the registration process.

The list of documentation varies depending on the legal status of the owner (individual, legal entity or individual entrepreneur), as well as whether the product is exported or imported.

The absence of any document, an error in the declaration may cause the delay in goods at customs for an indefinite period. Therefore, independent actions without special experience can lead to large losses.

Legal services in the field of customs clearance and logistics

The assistance of a lawyer in customs clearance and logistics includes:

• comprehensive assessment of risks that arise in the process of customs operations;
• development of a special plan depending on the direction of the customer’s company;
• protecting the interests of the principal during customs procedures;
• support for the conclusion and execution of foreign trade agreements;
• representation of the principal in the courts of general jurisdiction;
• Representation of client interests in interstate jurisdictional bodies.

Reasons to contact a specialist

Lawyer assistance may be needed daily. Our lawyers in Moscow are ready to support you at any time.

Advantages of DTK Partners specialists:

1.     Implement non-standard approaches to solving customer problems. Moreover, employees act exclusively within the law.

2.     Develop ways to minimize risks.

3.     Offer innovative methods for solving problems in the field of customs clearance and logistics.

4.     Ensure the implementation of the plan, after its approval by the client.

 

 

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