Рабочая программа дисциплины для студентов, обучающихся по направлению 081100. 68 «Государственное и муниципальное управление»

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Название	Рабочая программа дисциплины для студентов, обучающихся по направлению 081100. 68 «Государственное и муниципальное управление»
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Тип	Рабочая программа

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9.3 Информационное обеспечение дисциплины

Интернет Ресурсы

Английский язык

www.//library.unt.edu./research-tools

http://ntj.tax.org

http://www.ntanet.org/publications/national-tax-journal.html

http://taxprof.typepad.com

http://www.wriec.org

http://theworldofinsurance.com

http://www.albany.edu

http://www.economist.com

http://www.ft.com.

www.inosmi.ru.

www.thetimes.uk.

www.wikipedia.com

Немецкий язык

www.google.de

de.yahoo.com

www.web.de

www.lycos.de

www.fireball.de

www.altavista.de

www.handelsblatt.com.

www.faz.net

http://www.wiwo.de/

Французский язык

www.cavilam.fr/fr/videos.php

www.frit.lss.wisc.edu/fda/bibliotheque/lexique/action.html

www.radiofrance.fr/thematiques/livre/ecouter/

www.francomania.ru

Испанский язык

www.wikipedia.com,

www.emprendedores.es

www.gestion2000.com

www.cuadernoscervantes.com

Материально-техническое обеспечение дисциплины:

Занятия по дисциплине проводятся в аудиториях, оборудованных мультимедийными комплексами, компьютерными классами с выходом в Интернет.

ПРИЛОЖЕНИЯ

Приложение 1.

Образцы заданий для письменных контрольных работ

Английский язык

Grammar and Vocabulary
I. Read the extract below. In most of the lines there is one extra word. It is either grammatically incorrect or does not fit in with the sense of the text. If a line is correct, write CORRECT on your answer sheet. If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your answer sheet.

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All too often, work seems like to take over a disproportioned part of our lives, with the result that we are not able to see our friends or families as often as we would like and we have little time for relaxation. Although one of the consequences of poor time management for many of us is that it tips our lives out of balance so that we don’t pay enough of attention to the things that are really important to achieve them. But the paradox is that when work dominates on the horizon to such an overwhelming extent, we are probably being neither as efficient nor as effective at work as we could be with a better organized lifestyle. If we constantly feel ourselves under pressure and are always rushing to meet deadlines, we should take up a look at the way we are organizing our work. We all have limits on the amount of time and within which we can do a good job; it’s more important to use that time well than to work much more hours. There are various techniques, such as delegating to each others and reducing interruptions that are commonly used for managing time, and when we will put these into practice, we will soon notice the difference.

II Choose the correct word to fill each gap from A, B, C or D.
Leadership is the heart of the managerial process, because it (1).…. initiating action. Other terms identifying the same idea are directing, executing, supervising, ordering, and guiding. Whatever term is used, the idea is to (2)….. into effect the decisions, plans, and programs that have previously been worked (3)….. for achieving the goals of the group.

Leadership concerns the overall (4)….. in which a manager influences the action of the subordinates. First it includes the (5)….. of orders that are clear, comprehensive and within the capabilities of subordinates to accomplish. Second, it implies a continual training activity in which subordinates are given instructions to enable them to (6)….. the particular assignment in the existing situation. Third, it necessarily involves the motivation of workers to try to (7)….. the expectations of the manager. Fourth, it consists of maintaining discipline and rewarding those who (8)….. properly. In short, lading is the final action of a manager in getting others to act after all preparations have been made.

The manager’s style of direction depends upon his or her own personal traits and the situation in (9)….. . In leadership, more than any other function, the manager must determine an approach alone, after surveying the (10)….. that are available. In any event, each manger will (11)….. well to act as an individual, and not to try to act as others act or to proceed according to the textbook.

1	A	involves	B	Engages	C	consists	D	contains
2	A	set	B	Place	C	get	D	put
3	A	in	B	Out	C	over	D	around
4	A	manner	B	Method	C	means	D	mode
5	A	telling	B	issuing	C	committing	D	granting
6	A	reach	B	Finalise	C	terminate	D	complete
7	A	please	B	Attain	C	gratify	D	fulfil
8	A	achieve	B	Exercise	C	perform	D	execute
9	A	topic	B	Question	C	subject	D	argument
10	A	varieties	B	Chances	C	options	D	selections
11	A	go	B	Be	C	do	D	work

Reading and Writing
I. Read the text and choose the best sentence to fill each of the gaps. There is one extra sentence which you will not use.
It’s often said that all successful businesses start with a good idea. (1)…… . But those who can’t wait for the flash of inspiration before escaping the nine to five shouldn’t worry, because it doesn’t necessarily have to be your idea.

Under a franchise, you can buy a licence to use the franchise’s name, and often its business process, products, services, promotions and management system. A franchise gives the fledgling business person the advantage of the goodwill associated with the franchise name, and, perhaps more importantly, the use of a proven method of business. (2) …… The franchiser is also likely to provide some level of support in the way of training and marketing, making it less frightening than going it alone, though this will vary from firm to firm.

Buyers need to do their research on potential franchises and should take legal advice before signing any agreement. (3) ….. . Franchises start at a few hundred pounds and run into thousands.

As well as the initial licence fee and its renewal, there are likely to be ongoing fees taking a percentage of your turnover or put onto the price of the goods or services you sell. (4) ….. . Despite the high success rate, when some set out to be their own boss, that’s exactly what they mean, and the loss of control a franchise involves, can be too high a price to pay.

Above all, they need to make sure they know what they are getting for their money, because while a franchise might be the least risky way to set up a business, it’s certainly not the cheapest.
For this reason, there is some evidence that franchises are less likely to fail than other business start-ups.
However, contrary to this, you should set clear limits to how much you are prepared to risk when you set up in business and how much you are ready to work.
In other words, unless you have a strong concept, your business is likely to fail, and you are likely to be left out of pocket.
Some franchises might also charge towards the cost of their advertising.

II Read the article below and do the following tasks:

A) Choose the best answer to the questions.

We all nave ideas about what employee rewards should be (more money, a bigger title, a bigger office) but how can managers provide meaningful incentives, and rewards, for star performers?

Management professor Anne Cummings recently spoke to an MBA student about an experience he had while working for an aircraft manufacturer. The student, then a full-time employee, had come up with an idea that over the long-term would save the company millions of dollars and also potentially save lives. For his effort he received a few stock options as a bonus. 'While this was some recognition from the company, the "reward" was, in fact, a big reason why he left the organisation,' says Cummings. 'He told me that what would have been more meaningful would have been an offer of more autonomy, or another project to work on, or to be given two incoming engineers to help him develop a new idea.'

Cummings' research looks at how managers can structure work so that creativity is both fostered and rewarded. 'I started looking at the models behind creativity, and at what managers can do to bring out employees' creative functions at work. We're all good at something, but we're not all good at everything,' she says. 'A manager's job is to identify those areas where their employees are most creative, most productive or most fulfilled, and then come up with ways to give them autonomy to pursue ideas in those fields. In the end, creativity leads to a better work environment. We are all more efficient and more productive when we are doing something we feel engaged by.'

As part of her research, Cummings has studied where truly innovative ideas in companies originate. 'Just because an idea is innovative doesn't mean it's good,' she says. 'It has to be useful, well thought out, grounded in a real context, and able to be implemented. But if there is a good plan going in, you reward that regardless of the financial outcome. You don't necessarily wait until you see a change in market share. During the process, you may choose to allot 40% of that person's time to the project rather than 20%, or to give him or her an additional person for the project team.'

Traditional companies need to offer a different culture if they are to prevent staff drifting to the more dynamic new dot.com companies, according to Cummings. It may be the opportunity to work for the company for a relatively long period of time during which the employee is supported, encouraged to grow and given the resources to try out new ideas. It may be life balance incentives, such as the opportunity to job share, to have flexitime, to work offsite. It may also be age-related. 'Different incentives mean different things to a 27year-old versus a 40-year-old,' Cummings says. 'The point here is that companies other than the "cutting edge" dot.coms can encourage and leverage employee creativity.'

Sometimes it's the little things that managers can alter that can improve work situations. For example, advantages may accrue from allowing employees to use personal stereo headsets on the job. Job productivity actually increases because employees can more easily shut out distractions and concentrate more fully on the project at hand. And when space is tight, Cummings suggests building in as much privacy as possible. 'Not everyone can have their own office but supervisors can arrange to have visible barriers set up, like partitions between desks. Both the sense of privacy and of being valued by one's supervisor can contribute positively to an employee's creative thinking.'

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