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1. (ladder/break/not hurt his leg) - if the ladder hadn't broken he wouldn't have hurt his leg.
2. (drive carefully/not have accident) -
3. John run faster/win race) -

1. Моя бабушка была учителем. – My grandmother was a teacher.
2. После ужина они иногда гуляют. – After supper they sometimes go for a walk.
3. Я уверен, что вы решите эту проблему. – I am sure you will solve this problem.
4. Что ты делал вчера в это время? Я смотрел телевизор. – What were you doing yesterday at this time? I was watching TV.
5. Он никогда не был в Германии. – He has never been to German.

What an athlete Russian Olympic Committee will award $ 40, 000?
The Russian athlete became the victim of some unfair judges, did not he?
Did the public in the Olympic stadium became indignant with the judges’ decision?
Did Greeks or Italians participated in this protest?
We will always remember Alexei Nemov as a great gymnast, will not we?
Did the athlete demonstrated not only an outstanding performance?
Alexei Nemov is sure to gain much success in his life beyond his athletic career, is not he?
Why judges gave him low marks for his performance at the horizontal bar?

m in Russia, England and Germany is formed in different historical conditions. The differences in the culture of work are the most dangerous enemy for collaboration. If a company fails to cooperate with a foreign partner, it's bad for the status of the company, which must compete in the market.

The head is the expert.

The first problem understands the different ways to advancement on a career ladder. It affects quality of a management. If Germany's leaders believe that they earn credibility through their "expert knowledge", the Russian managers rely on personal connections. This is the problem duty performance. I believe that the most effective way to solve this problem is to introduce a common standard of knowledge managers. I insist on the fact that the manager should not only be a good leader, but a good performer.

Relation to innovations.

The second problem is the point that some of the management systems are not able to adapt quickly to new conditions. This is more pronounced in the German system of management. If cooperation is necessary to the company, you should apply to specifics of culture of their partners with respect. You will not be rushed business partners, because that you show that you do not respect their culture.

In the conclusion, I would like to note that there are no hard barriers for collaboration with foreign companies. Middle managers need to know the culture of his business partner and to be able give in. Managers need to be a "cultural chameleon" and mobile experts.