Ребят помогите перевести пословицы)

When he was forty-two, Ben Bowler was fired. He didn't take (1) the idea at all. It all happened so quickly. His boss, Charles Dow, took hint (2) early one Monday morning and asked him to come to his office, telling him that it wouldn't take (3) much of his time. He was right. Dow asked hint to sit down, took (4) a piece of paper and began to read from it. The contents of the speech were that Ben would have to go but of course, if he wished, he could take the matter (5) with the managing director and take the matter further. It took several minutes before Ben could really take (6) the news. What really made him furious was that Dow was so taken (7) with himself that he couldn't even thank Ben for his services over the last ten years. Ben cleared his desk and went to the canteen to enjoy his last cup of coffee there. Colleagues assured him he was lucky. With his free time, they said, Ben could take (8) all those hobbies and interests for which he had never had time before. He would soon take (9) his new life, drawing his pension and enjoying the financial benefits of his lump sum. But Ben had other ideas. At first he was so taken (10) by the news that he couldn't think straight. Then all he wanted was to take Dow (11) the throat and tell him exactly what he thought of him. But Ben took (12) his father who always looked on the bright side and slowly he began. to take (13) the possible advantages he could get from his new situation. Within about six months his time was completely taken (14) with making preparations for setting up a new agency. He decided to call his new company the Dow Agency so that he would always be clear in his mind what his aims were and what task he had taken (15) The agency was set up to offer advice to employers on good management. He took (16) a loan from his local bank to refurbish an office, worked out a detailed business plan, which the bank manager was quite taken (17), advertised for some staff and took (18) two of the fifty applicants and set up his business. Within three years he had taken (19) another ten staff and taken (20) a local agency that had failed to make a profit. Many people in the area originally took him (21) a cheat but they soon found out that he was very effective and successful and it wasn't long before they took (22) all their critical remarks. Ben suspected that Dow had been at the bot-tom of these rumours. Nevertheless he still continued to take (23) a large amount of business and was able to set up other agencies in two neighbouring towns. After five years to the day Ben found he was earning far more money now than if he had stayed with his old company.

Помогите перевести текст английский язык в учебнике 4 класс, Карпюк, на стр. 16 задание первое. ( WEEKDAYS ). Очень нужно.

Помогите перевести текст английский язык в учебнике 4 класс, Карпюк, на стр. 16 задание первое. ( WEEKDAYS ). Очень нужно.

Помогите перевести текст английский язык в учебнике 4 класс, Карпюк, на стр. 16 задание первое. ( WEEKDAYS ). Очень нужно.

in air guru every body can typa, but only one person con, ride a motorbike. eight people can draw, but nobody can ride a horse. a few people can.

Alrosa at the bottom of a planned price range Monday, highlighting the lack of progress in a state privatization drive that was supposed to net $13 billion this year.

The $1.3 billion stake in Alrosa, which vies with De Beers for the mantle of the world's largest diamond producer, is the Russian state's only sale this year and one of the ten biggest in Europe so far in 2013.

But the low sale price prompted some analysts to suggest it had been a struggle to place all of the shares on offer, adding to the delays or false starts that have hampered the plan to generate $13.44 billion from sell-offs this year.

Alrosa's offer price of 35 rubles per share, putting the company's market capitalization at 258 billion rubles ($8.12 billion), was at the bottom of the projected range of 35 rubles and 38 rubles a share.

"At least they got something, but not that much, and it was way below what they had originally planned," said UralSib economist Alexei Devyatov.

"There is no clear political will in the government to do the privatization. … They do not fulfill their own plans."

Prime Minister Dmitry Medvedev in 2010 laid out a program of sales aimed at drawing more investment and energy into the state sector and revitalizing the weaker areas of a $2.1 trillion economy now growing at its slowest pace in four years.

But the government has since proceeded to slash the privatization targets, unable to reach a consensus on deadlines for sales and hampered by officials who argue that a weak global economy makes this the wrong time to sell some of the prize assets on offer.

Sales of shipping group Sovcomflot, a stake in oil monopoly Rosneft