Exercise 8. Translate the following text into Russian

Exercise 7. Match the terms on the right to their descriptions on the left

Exercise 6. Tick the answer basing on your personal opinion

1. When you feel rotten, do you

a) fight back at the world

b) bottle up your negative feelings

c) get to root of the problem and talk it out with someone sympathetic

2. At work, someone vents anger or frustration on you. Is your reaction

a) to get rid of it by accepting and passing it on

b) to stop it spreading by offering your sympathetic ear

c) to refuse to get caught in the ill feeling

3. Misunderstanding often creates all sorts of emotional disturbance. To avoid wrong interpretations, do you

a) keep your message direct and to the point

b) choose your tone and words in keeping with what you have to say

c) check if you are being understood by asking questions to make sure

4. The basic strategy to deal with loud, pushy people is to

a) fight them till they explode

b) look them straight in the eyes and state your disagreement

c) let them blow off some of their steam

5. Dealing with a complainer-whiner, it is a serious mistake to

a) agree / desagree

b) paraphrase the complaints back to them

c) react by noncommittal but encouraging "u" and "ahs"

to give up work;

to be fired;

to take early retirement,

to be dismissed;

to get the sack;

to be laid off;

to be made redundant

retire at 55;

throw out of your job;

more informal than made redundant;

no longer needed;

stop working e.g. in orders to study;

more formal than get the sack;

more formal then be fired;

The growth of the employment law has led in some countries (such as the UK) to employees being able to claim compensation in cases where they have been dismissed unfairly. Thus formal procedures have been initiated, which include warning letters and interviews, leading to the final act of dismissal. Of course, there are occasions when- staff can be instantly dismissed, for example for flagrant breaches of their contracts is of employment or of safety regulations. More often, however, it is the inefficient worker (often absent, late or careless) or the member of staff whose personality disrupts the working group whom we have to consider dismissing The use of formal procedures, over a considerable period of time, can enable us to identify problems at an early stage. Through early interviews with employee we may establish what is wrong and whether it can be remedied. At the very least, staff can be made aware of their deficiencies and why we might seek to terminate their employment. A good employer will tell the employee concerned the reasons for dismissal. The reputation of your firm will suffer if you dismiss people either for the wrong reasons or without telling them the reasons.

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