Практика Shadowing: Cambridge 12 Test 2 Section 4 Listening - Изучайте разговорный английский по видео
Создание урока...
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Section 4.
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You will hear part of a lecture about conflict at work, given by a business studies lecturer.
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First, you have some time to look at questions 31 to 40.
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Thank you.
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Now listen carefully and answer questions 31 to 40.
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Over the years, attitudes towards workers have changed considerably.
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After all, there was a time when workers had no rights at all and laboured in appalling conditions.
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Conditions have improved a lot, but conflict in the workplace is still common,
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and human resources managers nowadays need to be able to deal with it when necessary.
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What is conflict in the workplace?
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Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable.
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from minor, harmless arguments to, at the opposite extreme, physical violence.
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Much of this is covered by the term bullying,
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by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
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Although all behaviour like this is a form of conflict, not all conflict can be described in these terms.
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As with all human behaviour, there are numerous reasons for it,
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but often it's caused by someone who feels the need to show their superiority over someone else,
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in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
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In some cases, one person simply dislikes the other,
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on the basis that the personality of one is in some way incompatible with that of the other person.
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A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic.
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Not that that justifies treating them badly, of course.
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Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
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These conflicts are called structural and could come about, for example,
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when a sales team believe they are the only people in the business who do any useful work
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and look down on behind-the-scenes administrators.
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Conflict obviously affects the individuals concerned.
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The situation is likely to be very stressful for victims,
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resulting in their absence from work, possibly for months.
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For the company, if no effort is made to deal with conflict,
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it can spiral out of control and even lead to the breakdown of the business.
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Some interesting work with chief executives,
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CEOs, has uncovered some of the reasons why they may treat colleagues badly.
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Many CEOs combine two opposing characteristics.
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Confidence, that is, the belief that they're capable of great achievements, with a high level of anxiety,
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a fear of missing targets, whether set by themselves or by the directors of the company.
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This combination can make them respond badly to anyone who questions their decisions.
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In a high-pressure work environment,
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such characteristics become problematic, and it's particularly difficult to tackle the situation where colleagues,
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managers and board members are all trying to achieve their own visions.
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When they can't agree on strategic issues and on where they see the business going, there are real problems.
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For managers at lower levels within the organisation, it might seem that an autocratic form of management,
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where the chief executive gives orders and everyone else has to obey, would see more conflict than others.
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Interestingly, though, a company with a more democratic business model can suffer more
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when uncertainty about who to report to leads to conflicting demands.
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Now I'll say a little about dealing with the type of conflict that has harmful effects.
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Of course, the ideal is to prevent it arising in the first place.
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A good manager at any level will make efforts to earn the respect of the people they work with,
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particularly those who report to them.
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That will involve politeness in all communications and treating them as equals who happen to have a different role within the organisation.
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Sometimes, of course, conflict does occur and can get out of hand.
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In such cases, the Human Resources Department often gets involved.
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However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
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then an external mediator might be able to help.
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By talking to both sides and trying to find the truth of what's been happening,
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they can build a clear picture of the situation and give feedback that both sides will accept,
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precisely because they're independent.
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That is the end of section four.
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You now have half a minute to check your answers.
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That is the end of the listening test.
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In the IELTS test, you would now have 10 minutes to transfer your answers to the answer sheet.
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Лексика и советы по произношению к этому уроку
Этот урок разговорной практики уровня C1 построен на видео «Cambridge 12 Test 2 Section 4 Listening». Чаще всего повторяются слова: conflict, manager, answer, colleague, behaviour. В этом видео 61 предложений и 774 слов для шедоуинга. Речь длится 8:34. Говорящий говорит медленно, около 90 слов в минуту, поэтому есть время повторить каждый звук. 84% слов входят в 3000 самых частых слов английского языка; остальные стоит разобрать перед занятием.
Ключевая лексика этого видео
Самые сложные слова из видео (15), с произношением и значением:
| Слово | Произношение | Значение |
|---|---|---|
| colleague существительное | /ˈkɒliːɡ/ | колле́га, сослужи́вец |
| arise глагол | /əˈɹaɪz/ | возника́ть, возни́кнуть |
| characteristic существительное | /ˌkæɹ(ə)ktəˈɹɪstɪk/ | характе́рная черта́, отличи́тельная черта́ |
| workplace существительное | /ˈwɝkˌpleɪs/ | рабо́чее ме́сто, ме́сто рабо́ты |
| appalling прилагательное | /əˈpɔːlɪŋ/ | ужа́сный, ужаса́ющий |
| incompatible прилагательное | /ˌɪŋkəmˈpætɪbəl/ | несовмести́мый |
| intolerant прилагательное | /ɪnˈtɑləɹənt/ | нетерпи́мый |
| mediator существительное | /ˈmidieɪtɚ/ | посре́дник, посре́дница |
| mouthpiece существительное | /ˈmaʊθˌpiːs/ | тру́бка |
| pessimistic прилагательное | /ˌpɛ.səˈmɪs.tɪk/ | пессимисти́чный |
| politeness существительное | /pəˈlaɪtnəs/ | ве́жливость, учти́вость |
| uncover глагол | /ʌnˈkʌvɚ/ | снимать |
| superiority существительное | /sʊˌpɪə(ɹ).iˈɒ.ɹɪ.ti/ | превосхо́дство, старшинство́ |
| aggressively наречие | агресси́вно | |
| optimism существительное | /ˈɑptɪmɪzəm/ | оптими́зм |
Фразовые глаголы, которые вы услышите
| Слово | Значение |
|---|---|
| look down on глагол | смотре́ть свысока́, презира́ть |
Грамматика в этом видео
Конструкции, которые говорящий использует чаще всего, с точными словами из видео:
| Конструкция | В видео |
|---|---|
| Пассивный залог be + причастие прошедшего времени — важно, что происходит, а не кто это делает | is covered · can be described · are called |
| Present Perfect have/has + причастие прошедшего времени — прошлое действие, важное сейчас | have changed · have improved · has uncovered |
| Придаточные определительные who / which + предложение — уточнение о человеке или предмете | someone who feels · anyone who questions · those who report |
Произношение, на которое стоит обратить внимание
Говорящий использует 6 сокращённых и редуцированных форм, например they're, aren't, can't. Произносите их коротко, так, как слышите.
- Длинные слова — следите за ударением: characteristic /ˌkæɹ(ə)ktəˈɹɪstɪk/, abusively /əˈbju.sɪv.li/, incompatible /ˌɪŋkəmˈpætɪbəl/, intolerant /ɪnˈtɑləɹənt/, pessimistic /ˌpɛ.səˈmɪs.tɪk/
Звуки, трудные для русскоязычных:
- /w/ — губы округлены, это не /v/: workplace /ˈwɝkˌpleɪs/, weaker /ˈwikɚ/
- /h/ — лёгкий выдох, а не русское «х»: hierarchy /ˈhaɪ.ə.ɹɑː(ɹ).ki/, harmless /ˈhɑɹmləs/, harmful /ˈhɑɹmfl̩/, behave /bɪˈheɪv/
- Звонкие согласные в конце слова — не оглушайте их: colleague /ˈkɒliːɡ/, arise /əˈɹaɪz/, oppose /əˈpoʊz/, behave /bɪˈheɪv/
Как заниматься с этим видео
- Прослушайте всё видео один раз молча и выпишите незнакомые слова.
- Повторяйте предложение за предложением на обычной скорости, пока ваш ритм не совпадёт с ритмом говорящего.
- Запишите себя и сравните с оригиналом, обращая внимание на такие слова, как colleague, arise, characteristic.
Что такое техника Shadowing?
Shadowing — это научно обоснованная техника изучения языка, изначально разработанная для подготовки профессиональных переводчиков и популяризированная полиглотом доктором Александром Аргуэльесом. Метод прост, но эффективен: вы слушаете аудио на английском от носителей языка и немедленно повторяете вслух — как тень, следующая за говорящим с задержкой в 1–2 секунды. В отличие от пассивного прослушивания или грамматических упражнений, Shadowing заставляет мозг и мышцы рта одновременно обрабатывать и воспроизводить реальные речевые паттерны. Исследования показывают, что это значительно улучшает точность произношения, интонацию, ритм, связную речь, понимание на слух и беглость речи — что делает его одним из самых эффективных методов для подготовки к IELTS Speaking и реального общения на английском.