Алгоритм составления реферата

1. Оформите, заголовочную часть реферируемой работы: запишите название первоисточника, фамилию и инициалы автора (авторов) и библиографические данные.

2. Пронумеруйте абзацы текста.

3. Бегло просмотрите текст и определите его ведущую тему.

4. Внимательно читая текст абзац за абзацем и анализируя его смысловые связи, определите тему и подтему каждого абзаца и запишите их вместе с номером абзаца. Таким образом Вы соста­вите логический план текста.

5. Обдумайте последовательность расположения пунктов плана. При необходимости перегруппируйте их (объединив их по темам).

6. Выберите из каждого абзаца ключевые фрагменты (отдельные сло­ва или словосочетания), которые наилучшим образом характеризуют выделенные Вами темы и подтемы, и запишите их рядом.

7. На этом материале составьте текст реферата, используя свя­зующие специфические выражения и языковые клише.

8. Прочитайте составленный текст реферата и отредактируйте его.

АНГЛИЙСКИЙ ЯЗЫК

Задание 1

I.Выполните следующие упражнения по тексту

-Разделите текст на смысловые части и озаглавьте каждую часть.

- Найдите абзац, который содержит основную мысль всего текста.

- В каждом предложении (абзаце) подчеркните ключевое слово (предложение).

- Прочитайте текст и дополните предлагаемую тематическую основу текста необходимыми словами.

- Прочитайте текст и выпишите ключевые слова и словосочетания, составляющие тематическую основу текста.

-Сформулируйте ключевую мысль каждого абзаца. Составьте логический план текста путем:

а) нахождения ключевых предложений,

б)формулирования ключевой мысли каждого абзаца или связки абзацев.

-Найдите первое и последнее предложение в каждом абзаце, определите их значение для основного содержания.

II.Используйте следующие выражения для реферирования статьи.

The article under review is from...

The headline/the author of the article is...

The article deals with (the problem of...)...

The article is devoted to (the analysis of/the question of/the description of...)...

The author of the article stresses/expresses the view/concentrates on/points out/considers/notes/criticizes/sums up/suggests that...

It should be noted...

The author gives the quotation of ...

In conclusion the author says/highlights...

Текст 1

Прочитайте и переведите текст. Напишите реферат по содержанию текста на английском языке. Используйте приведенные выше языковые клише и выражения.

Companies 'need to secure and control mobile devices'

4 May 2011 , BBc News, by Scott Petty

Each week we ask high-profile technology decision-makers three questions.

The biggest challenge is securing the growing number of mobile devices, according to Scott Petty This week it's Scott Petty, director of business products and services for mobile phone giant Vodafone.Vodafone is based in Newbury in the UK, and employs 85,000 people serving 341m customers. In the last financial year the company had a turnover of £44.5bn, and made a pre-tax profit of £8.7bn.

What's your biggest technology problem right now?

The biggest challenge is the growth of the plethora of mobile devices, and how to manage them.There used to be a time when the IT department could dictate to users which devices they used. That's changed now with all the new smartphones, tablets and mobile devices.

But how do you secure them and control them? A business can't afford to lose the content on these devices.So the industry has to build the right tools to manage them.Tablet computers, for example, are increasingly being used by senior executives. They store all the financial information on their iPad or Android device, and carry that around with them.These devices may not be encrypted. They may not have the appropriate security policies, and they may get lost.The sensitivity of data held by senior executives is very high, and making them as secure as on the PC is a challenge.Smartphones have an especially high rate of loss - they are left behind in taxis and on trains.We have a number of customers who left their devices on aeroplanes.Most mobile operating systems already offer some basic level of encryption.So the problem is not the provision of security, but how to configure it right, especially when the users bring their own technology into the workplace.For our own business we have deployed a device management solution that puts an access code on all devices, giving us the ability to wipe all data remotely and ensure location awareness.

The key thing for organisations is to get this into place. They can't leave it to the end user to do their self-configuration.It is important to have these technical solutions, but you also have to think about the training for users as well. Most importantly, any solution has to be as unobtrusive as possible.

What's the next big tech thing in your industry?

I think the continued mobilisation of the internet is fundamentally going to change the way the internet is being used.We once assumed the PC screen would be the consumption device, but in most markets the mobile internet will soon overtake fixed internet.

Then there is machine-to-machine communication that will connect new devices and drive the mobile internet.A good example is Unilever, who embed [mobile phone] SIM cards in icecream machines, to alert them when the machine needs restocking or maintenance. That is delivering huge savings. Then their marketing department came up with a great social media concept to market it. If you produce a big enough smile, you get an ice cream for free - and the machine uploads an image of you smiling [with permission] to Facebook.In both the consumer and business context, user choice will be driving future developments and there will be an increasing number of form factors.Where convergence plays a role, it's about the integration of what you do on all these devices. The applications will converge, and content will be shared across different form factors, through the cloud. But the number of form factors of devices will increase.

What's the biggest technology mistake you've ever made - either at work or in your own life?

The more time you spend in the tech industry, the more you realise that things don't change as quickly as you expect. For example when PDAs became available, I was an Apple Newton fan, then a Win CE fan, but these devices lacked the connectivity they needed. I was convinced we would all be using PDAs, not personal computers. I invested in a platform like the Newton that didn't take off because the technology was too early ... it only took off once we got smart phones.

Текст2. Прочитайте и переведите текст.

Напишите реферат по содержанию текста на английском языке. Используйте приведенные выше языковые клише и выражения.

Global business

Not without its flaws, but infinitely preferable to the state-bound version

June 14^th 20011 The Economist

IF YOU hanker after the idealistic spirit of international co-operation, talk to the boss of an emerging-market multinational. Not the boss of Gazprom, perhaps, which has behaved like an arm of the Russian state. But try Chairman Yang Yuanqing of Lenovo, who has moved his family to North Carolina to deepen his appreciation of American culture, so as to help him integrate his Chinese and American workers. Or Lakshmi Mittal, the London-based Indian boss of Arcelor Mittal, who says his multinational team of executives get on so well that he forgets there are different nationalities in the room, and who believes his firm has no nationality, instead being “truly global”.

Lenovo and Arcelor Mittal are at the leading edge of a new phase in the evolution of the multinational corporation, as our special report this week argues. At first companies set up overseas sales offices, to watch over the export of goods made at home. Then they built small foreign replicas of the mother ship, to cater to local demand. Today the goal is to create what Sam Palmisano, the boss of IBM, calls the “globally integrated enterprise”—a single firm in which work is sourced wherever it is most efficient.

For business leaders, building a firm that is seamlessly integrated across time zones and cultures presents daunting obstacles. Rather than huddling together in a headquarters building in Armonk or Millbank, senior managers will increasingly be spread around the world, which will require them to learn some new tricks.How do you get virtual teams of workers to bond, for instance? The answer seems to be a lot of time spent talking—as well as the odd junket. MySQL, an online database firm, holds virtual Christmas parties, at which teams around the world play games and exchange virtual gifts. And what about overcoming all those awkward cultural differences? Lenovo, for example, has had to encourage normally reticent Chinese workers to speak candidly in meetings with American colleagues.Some people assume that stateless multinationals inevitably compete away standards in a race to the bottom. It is true that multinationals tend to shop around for taxes, but in other ways they are usually sticklers for good behaviour. Encouragingly, firms from emerging markets are finding that a globally integrated company needs a single culture, and that the best way to foster this is to make the highest ethics anywhere in the firm the norm for everyone, wherever they are working. Anything less tends to corrode the culture. A globally integrated firm cannot allow corrupt practices by employees in some countries and not others, so it must outlaw them everywhere. On the other hand, it cannot enforce religious practices and holidays, or different ways of life, so it must preach tolerance. One investment bank, for example, is extending its lesbian, gay, bisexual and transgender network to its Indian operations over the opposition of its local boss.

Flag-wavering

In fact, the real threat comes from overly chummy links between a state and its multinationals. Although politicians may have been more comfortable in a world where what was good for General Motors was good for America, that tended to lead to protectionism and antiquated working practices. Firms in which loyalty to the state goes beyond the economic value it offers usually expect something in return—soft contracts and subsidies, perhaps, or standards conveniently set in their interest. In fact the sorry story of GM itself highlights the dangers of being a national champion. Rather than fear the stateless corporation, people would be wise to do all they can to make them feel at home in their country.

Текст 3 Прочитайте и переведите текст.

Напишите реферат по содержанию текста на английском языке. Используйте приведенные выше языковые клише и выражения.

More signs of slowdown

By Neil Heathcote BBC News

THE latest numbers out of America are weak today, reinforcing a trend that has been a theme in this blog over the last few weeks. The ADP survey showed only 36,000 new jobs being created, while the manufacturing PMI dropped much more than expected to 53.5.Now it is always possible that sentiment will be turned around by a good non-farm payroll number on Friday. And it is also possible that a combination of the Japanese earthquake, bad weather in America and the late Easter are causing a temporary blip.

The role of China is clearly crucial in all sorts of ways from setting commodity prices through financing the US deficit to providing the growth engine for Asia. Both Free Exchange (who has just visited) and my colleague who is based in the country are reasonably sanguine that the Chinese are, at worst, experiencing a mild slowdown. They may well be right but of course a mild slowdown in China applies the brakes to a global economy that is already suffering from high oil prices, Europe's debt crisis, Japan's long-running problems, America's sluggish consumer demand and so on.The very interconnectedness of the global economy, a source of strength in normal times, makes it very difficult to say where the problems of one country begin or are simply the result of difficulties elsewhere. Take eastern Europe, where Capital Economics said today thatToday’s PMI data for the Czech Republic, Poland, Russia and Turkey provide further evidence of a slowing recovery in Emerging Europe. Much of the buoyancy of manufacturing output has been driven by export demand, especially from the EU.

My general point is that a global recovery was started in 2009 when the world's leaders pressed the Keynesian go button at the same time as central banks were slashing rates. Clearly that had a huge impact (it would have been remarkable had it not done). Where I might disagree with some of my colleagues is how long one can keep this up. But in practical terms, the sense of unity has dissipated and the fiscal and monetary brakes are being very lightly applied. And it is surely of note that even that light touch may be showing up in slower numbers right round the globe.

Competition is growing, and clients are becoming more picky

WHEN times are good, they are very, very good for consultants. But when they are bad, they are horrid. As the economy stalled in 2009, the global consulting industry shrank by 9.1%. It was the worst year since at least 1982, according to Kennedy Information, an industry monitor.

Now the kids are back in the conference rooms. Companies that shelved plans during the recession are dusting them off and looking for help. And the work is more cheerful. When bosses did hire consultants in 2009, 87% of projects were aimed at cutting costs rather than boosting growth, says Kennedy. This year, just 47% of project spending will be on cutting costs. The rest will go on growth plans, from mergers to installing new computer systems. But not all will benefit equally.

Consulting is a diverse industry. Best known are the elite strategy consultancies such as McKinsey & Co, the Boston Consulting Group (BCG) and Bain. Firms such as AT Kearney, Booz & Company and Oliver Wyman do the same sort of work but are smaller. A second category comprises the consulting units of the Big Four accounting firms—PwC, Deloitte, KPMG and Ernst & Young. All but Deloitte shed their consulting units in the early 2000s, amid post-Enron fears of conflict- of-interest, but have since grown new ones. A third group consists of technology firms with big consulting businesses, such as IBM and Hewlett-Packard, which focus on installing and integrating computer systems. Finally, some consultants are hard to distinguish from pure outsourcing firms.Strategy consulting, the most famous variety, is also the most controversial. “I like to con people. And I like to insult people. If you combine “con” and “insult”, you get consult,” observes Dogbert, a comic-strip character. Many firms share this harsh view of the highly paid advisers who walk in and tell them to re-invent their businesses. Spending on strategy consulting is expected to grow by an annual average of just 1.1% to 2014 (it currently accounts for 12% of all spending on consulting). But more mundane work is booming. Kennedy forecasts that consulting on operations-management (advice on how to do the same things better) will grow by 5.1% a year, that on IT by 3.9% and that on personnel by 4.0%, between 2010 and 2014.North America invented the strategic consultant, but appears not to need many more. Western Europe seems sated, too. Companies are now packed with MBA-holding bosses, many of them former consultants. Well-run companies still know when they need outside expertise, which is why strategy consulting is far from dead. But it is increasingly overshadowed by the less glamorous variety. Small wonder, then, that the strategy houses are vying for that work. BCG was one of just three big firms to grow (by about 3%) in 2009, and had a good 2010, expanding by some 12%. It is expecting an even better 2012, with 15% growth. (The strategy firms are private partnerships that release few precise figures.) One reason is rapid growth in emerging markets. But BCG, like the other strategy firms, has also made money by grabbing a larger share of “downstream” work.

This is bringing the strategy shops into competition with the biggest players: the Big Four audit firms. These behemoths are buying specialist firms in areas such as technology and health care, thus expanding their size and reach by both specialism and geography. In America they are forbidden from selling consulting to their audit clients. But elsewhere the rules are looser, giving the Big Four a potential “one-stop-shop” offer. Everywhere, they have scale that impresses clients. But those clients are driving harder bargains.In the past two decades most consulting firms have attached many junior consultants to projects with just a few senior people and partners, moving this army into the clients’ offices and billing for as many hours as possible. But increasingly, says Jenny Sutton of the Hong Kong-based RFP Company, clients are refusing to pay for junior staff’s on-the-job training. Instead, they are asking for fewer and better consultants and setting them to work alongside their own staff. In short, consulting is looking less like a licence to print money and more like temporary labour. Clients can bypass the big names and hire consultancies such as Eden McCallum, a British firm that packages teams of experienced independent consultants, or Point B, an American firm that provides only a project manager, letting the client select the team. Big consulting firms (with their big brands) can probably coexist with smaller operators. But midsized firms, which cannot command the same fees and loyalty as the big boys, are feeling the squeeze. In this, consultants are following a trend that has already hit the law firms whose business model they once copied. Clients want value for money. Consultants whose counsel is useful will still do well. But here’s a piece of advice for the rest: in a more competitive market, those who think they can dazzle a client with PowerPoints and bill him by the hour forever will starve. That’ll be $1,000, please.

Задание 2 .Письменно переведите текст и составьте аннотацию текста на английском языке