Key to Unit 01: The three sectors of the economy
This unit covers a lot of basic vocabulary concerning developed economies much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countries, with the decline of manufacturing industry and its replacement by services. There is an extract from a magazine interview with an economist and an interview with a British Member of Parliament on this issue.
1a Vocabulary p09
Identify the most prominent features in this photograph, which illustrates various important elements of the infrastructure of a modern industrialized country.
The photo clearly shows a large factory (the Unilever factory in Warrington, England) in the center, with more factories, industrial units, or warehouses in the top right-hand corner. The large factory seems to include some office buildings. Also visible are agricultural land (in the background; the land in the foreground doesn’t appear to be cultivated), a river, a railway and several roads, and housing, perhaps with a school in the center of the housing estate top left.
1b Reading p10
What is the key point that this extract is making about economies?
The text suggests that most people take for granted the amazing complexity of the economic infrastructure.
1c Comprehension p11
1.In lines 4-7, Robyn sees examples of all three. What are they?
Tiny fields (the primary sector), factories (the secondary sector), and railways, motorways, shops, offices, and schools (the tertiary sector).
2.The long sentence from lines 12-28 lists a large number of operations belonging to the different sectors of the economy. Classify the 18 activities from the passage
Primary sector: digging iron ore, mining coal.
Secondary sector: assembling, building, cutting metal, laying cables, milling metal, smelting iron, welding metal.
Tertiary sector: advertising products, calculating prices, distributing added value, maintenance, marketing products, packaging products, pumping oil, transportation.
3.Can you think of three important activities to add to each list (not necessarily in relation to the kettle)?
Primary sector: farming (agriculture), fishing and forestry
Secondary sector: manufacturing, transforming and processing
Tertiary sector: financing, designing, retailing
2a Reading p12
1.Why do people worry about the decline of manufacturing?
Because they think it will lead to unemployment.
2.Which activities are as important as the production of goods?
Designing goods, persuading people to buy them; arts and entertainment.
3.Should people worry about this state of affairs?
No, because it is a natural, progressive and inevitable development.
2b Listening p13
Listen to a short interview with Denis MacShane, a British Member of Parliament for the Labor Party.
Does he hold the same view as J. K. Galbraith?
Denis MacShane quite clearly disagrees with Galbraith.
1.Why does MacShane think that manufacturing has a future?
Because there are many new products that have to be invented to serve new needs.
2.Why does MacShane think that manufacturing has a future in the advanced countries?
Because these countries have production technology that requires very little labor input.
3.Why, however, is this manufacturing unlikely to solve the problem of unemployment?
Precisely because it requires very little labor input.
4.What does MacShane mean by ‘in theory there should be no more manufacturing’ in Switzerland? (It is this theory that makes many people argue that manufacturing must move to ‘less-developed’ countries.)
The conventional theory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerland are the highest in the world. (As is the cost of living!)
5.Why does he say it is surprising for a British company to be buying Swiss goods?
Because the pound sterling has, over the years, lost a great deal of value against foreign currencies, especially the Swiss franc.
6.What is the reason he gives for the United States still being the richest nation in the world?
It has a successful manufacturing economy, including its computer and car (automobile) industries.
7.Match up the following expressions and definitions:
1.to convert itself. B/ to change from one thing to another
2.to serve needs D/ to satisfy people’s desires or requirements
https://www.doczj.com/doc/964687512.html,bor input A/ manual work
4.to stumble on E/ to discover something by accident
5.to be dubious C/ to be uncertain, disbelieving
2c Writing p13
Summarize both Gallbraith’s and MacShane’s arguments in a short paragraph of fewer then 50 words.
A POSSIBLE SUMMARY Galbraith says that manufacturing industry will inevitably decline in the advanced industrial countries, and be replaced by design, advertising, entertainment, and so on. MaShane says that manufacturing will change, and make new products with new technology.
New words in this unit 01
agriculture, business, company, consumer, economic, economy, employment, goods, industry, infrastructure, labour, manufacturing, primary sector, product, raw materials, secondary sector, tertiary sector, unemployment
Unit 2 Management
Management is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qualities required by managers, a definition of management, consideration of the role of the meetings in management, a critical view of the management of one large American multinational company, and an interview with the manager of a British department store, who discusses his job.
Before the discussion on the qualities required by managers and the definition of management, maybe we can discuss the cartoon. What’s the joke? We can assume that Mr. Farvis runs this company (his name is on the door). What can we say about his managerial skills, or his apparent lack of them?
Discuss in pairs for two minutes what exactly managers do, concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.
1a Discussion
What is management? Is it an art or a science? An instinct or a set of skills and techniques that can be taught?
Management is a mixture of innate qualities and learnable skills and techniques.
What do you think makes a good manager? Which four of the following qualities do you think are the most important?
Being decisive: able to make quick decisions
Being efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so on
Being friendly and sociable
Being able to communicate with people -----
Being logical, rational and analytical
Being able to motivate and inspire and lead people -----
Being authoritative: able to give orders
Being competent: knowing one’s job perfectly, as well as the work of one’s subordinates -----
Being persuasive: able to convince people to do things
Having good ideas -----
Are there any qualities that you think should be added to this list?
Which of these qualities can be acquired? Which must you be born with? There are clearly no definitive answers as to which of these skills can be acquired.
1b Reading
Peter Drucker, the (Austrian-born) American management professor and consultant, is the author of many books about business. This text summarizes some of Peter Drucker’s views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose.
What is management?
Drucker’s first point (setting objectives and developing strategies) presumably requires qualities J, H, E and A (not necessarily in that order). The second point (organizing) presumably also requires H, E and J. The third point (motivation and communication) embraces F, D, I and probably C. The fourth point (measuring performance) probably requires H and E. The fifth point (developing people) might require H, F, D and J. But all this is clearly open to discussion.
1c Vocabulary
Complete the following sentences with these words.
Achieved; board of directors; communicate; innovations; manageable; performance; resources; setting; supervise
1.managers have to decide how best to allocate the human, physical and capital
resources available to them.
2.Managers -- logically – have to make sure that the jobs and tasks given to their
subordinates are manageable.
3.There is no point in setting object ives if you don’t communicate them to your
staff.
4.Managers have to supervise their subordinates, and to measure, and try to
improve, their performance.
5.Managers have to check whether objectives and targets are being achieved.
6.A top manager whose performance is unsatisfactory can be dismissed by the
company’s board of directors.
7.Top managers are responsible for the innovations that will allow a company to
adapt to a changing world.
1d Vocabulary
The text contains a number of common verb-noun partnerships (e.g. achieve objectives, deal with crises, and so on).
Match up these verbs and nouns to make common collocations.
Allocate resources (or people)
Communicate information (or decisions)
Develop strategies (or people or subordinates)
Make decisions
Measure performance
Motivate people
Perform jobs
Set objectives
Supervise subordinates
2 Meetings
‘One can either work or meet. One cannot do both at the same time.’
(Peter Drucker: An Introductory View of Management)
What do you think Peter Drucker means by this comment?
Drucker obviously believes that work is largely something that is done individually, and that meetings are not ‘work’, but merely preparation for it, or consolidation after it.
2a Reading p18
Read the computer journalist Robert X. Cringely’s description of the management style at IBM.
Is he positive or negative about IBM’s working culture?
Robert Cringely’s history of the personal computer industry is very informative, in places very critical, and also very funny. In this extract, he is extremely negative about IBM, saying that they put much too much effort into management and worrying about the possibility of making bad decisions, and not enough into producing good, competitively-priced products.
2b Comprehension
Explain in your own words exactly what Robert Cringely means in the following sentences.
1.Every IBM employee’s ambition is apparently to become a manager.
It seems as if the people who work for IBM are more interested in being regarded as a manager than as a computer designer or technician
2.IBM makes management the company’s single biggest business.
IBM’s corporate culture seems to place more emphasis on management than on developing and selling the company’s products.
3.IBM executives manage the design and writing of software.
IBM’s managers don’t actually do the work of designing and writing software themselves, but organize and supervise the people who do it.
4.IBM products aren’t often very competitive.
IBM products are rarely as good or as dheap as similar products made by their competitors
5.The safety net at IBM is so big it is hard to make a bad decision.
There is an extensive hierarchy and a system of checks and controls which ensures that bad decisions are generally avoided (but good decisions also take a very long time to make).
6.This will be the source of the company’s ultimate downfall.
The slowness of IBM’s decision-making process (and the consequent lack of competitiveness of their products) will eventually destroy the company.
2c Vocabulary p18
Find word in the text that mean the same as the words or expressions below.
1.seemingly apparently
https://www.doczj.com/doc/964687512.html,puter programs software
3.work, time and energy effort
https://www.doczj.com/doc/964687512.html,puters (and other machines) hardware
5.young workers still learning their jobs trainees
6.knowledge and skill expertise
7.levels or strata layers
8.to make certain that something is true verify
9.corrected or slightly changed amended
10.collapse or failure downfall
3 The retail sector
You will hear part of an interview with Steve Moody, the manager of the Marks & Spencer store in Cambridge, England.
What do you know about Marks & Spencer?
M&S, as many people call them in Britain sell clothes, household goods and food. They have branches all over Britain, and are expanding into continental Europe. 3a Listening
listen to part One, in which Steve Moody describes the role and responsibilities of a store manager.
Tapesript Part One
STEVE MOODY so, as the store manager in Cambridge, which is probably the
fortieth largest of the 280 stores we have got, I am responsible for the day-to-day running of the store. All the product is delivered to me in predescribed quantities, and obviously I’m responsible for displaying that merchandise to its best advantage, obviously I’m responsible for employing the staff to actually sell that merchandise, and organizing the day-to-day logistics of the operation. Much more running stores is about the day-to-day operation. And ensuring that that’s safe, and obviously because of the two hundred people that we would normally have working here it’s ensuring that they are we ll trained, that they are well motivated, and that the environment they work in is a pleasant one, that they are treated with respect, and that they are committed to the company’s principles.
Which of the following tasks is he responsible for?
1.designing the store and its layout
2.displaying the merchandise
3.employing the sales staff
4.ensuring the safety of staff and customers
5.establishing the company’s principles
6.getting commitment from the staff
7.increasing profits
8.maintaining a pleasant working environment
9.motivating staff
https://www.doczj.com/doc/964687512.html,anizing the day-to-day logistics
11.pricing the merchandise
12.running 40 out of 280 stores
13.selecting the merchandise
14.supervising the day-to-day running of the store
15.training staff
3b Listening
Listen to Part Two, and answer these questions.
Tapescript Part Two
INTERVIEWER How much freedom do those people have within their jobs to make decisions themselves? How much delegation is there of responsibility down the chain?
STEVE MOODY We would , as a business, like to encourage as much accountability and delegation as possible. Of course that does depend on the abilities of the individuals, the environment in which you’re working, and the time of year. With 282 stores we have a corporate appearance in the United Kingdom’s high streets. It is quit e important that when customers come into Marks & Spencer’s Cambridge they get the same appearance and type of looking store and the same level of service that they would expect if they went into Marks & Spencer’s Edinburgh in Scotland, for example, and it’s very important that we have a corporate statement that customers understand. So, there are obviously parameters and disciplines that, you know, not only the staff but supervision and management would follow. Within that, in terms of development and training, training is obviously an investment for all staff. If staff are trained to
do their job well and they understand it, they will feel confident in what they’re doing, that in turn will give a better service to the customers, obviously from Marks & Spen cer’s point of view it could well lead to increased sales.
1.Why are Marks & Spencer’s store managers limited in giving accountability to
their staff and delegating responsibilities?
Although marks & Spencer ‘would like to encourage as much accountability a nd delegation as possible’, they have a corporate appearance for all their stores, in all of which customers should get the same level of service. This limits the freedom of individual mangers to change the stores: there are ‘parameters and disciplines tha t not only the staff but supervision and management would follow’.
2.What do they concentrate on instead?
Instead, they concentrate on staff development and training.
3c listening
listen to Part Three, and answer the following questions.
Tapescript Part Three
INTERVIEWER Do you have meetings for members of staff where they can express views about what’s going on in the store?
STEVE MOODY We have a series of meetings, management and supervisory every week we have something which Marks & Spencer’s call a focu s group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive goods. They have meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously myself, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencer’s philosophy, I suppose, is that meetings should not be substitute for day-to-day communication and therefore if problems do arise in terms of the operation, or an individual has got a problem in their working environment, or indde their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will come and talk to their supervisor or their manager, to see what we can do to solve the problem.
Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff.
1.What is the second kind of meeting called?
A focus group.
2.Who attends them?
Members of staff from all areas of the store (e.g. the food section, the menswear section, the stock and accounting office, the warehouse, and so).
3.What are they designed to achieve?
Staff can discuss problems in the store, and make suggestions for improvements. After this, they will meet with members of management to discuss those issues and try to provide solutions.
4.What kind of problems cannot be dealt with by meetings?
Individuals’ problems with their work or their line manager, or even family problems
5.How are such problems dealt with?
Individuals are encouraged to discuss such problems with their supervisor or manager.
3d Discussion
After reading and hearing about management, do you think you have the right skills to be a manager? Would you be able, for example, to set objectives, motivate and coordinate the staff, and manage a department store, or a computer manufacturer?
Some learners may decide that they have the necessary abilities to become a manager or even a top manager; others may envisage more specialized careers in a particular function such as marketing, finance, computing, accounting, and so on, which will not involve managing and coordinating a large number of people and operations.
New words in this unit 02
Allocate, banker, board of directors, chairman, competitive, customer, director, distributor, function, hardware, innovation, investor, logistics, manageable, management, manager, measure, meeting, merchandise, motivate, objective, organization, pay, performance, promotion, resources, software, staff, strategy, subordinate, supervise, supplier, tactics, team, top manager, trainee.
Unit 3 Company structure
One of the most important tasks for the management of any organization employing more than a few people is to determine its organizational structure, and to change this when and where necessary. This unit contains a text which outlines the most common organizational systems and exercise which focuses on the potential conflicts among the different departments of a manufacturing organization, an example of an organization chart, and a critical look at the flexible organizational structure of an American computer company.
1a Discussion
This discussion activity follows on naturally from activity 3d in the previous unit, about managing companies or having more limited responsibilities in a particular department.
1b Vocabulary
1. Autonomous: C independent, able to take decisions without consulting a higher authority
2. Decentralization: E dividing an organization into decision-making units that are not centrally controlled.
3. Function: B a specific activity in a company, e.g. production, marketing, finance
4. Hierarchy: A system of authority with different levels, one above the other.
5. Line authority: F the power to give instructions to people at the level below in the chain of command
6. Report to: G to be responsible to someone and to take instructions from him or her
7. Subordinates: D people working under someone else in a hierarchy
1c Reading
The text summarizes the most common ways in which companies and other organizations are structured, and mentions the people usually credited with inventing functional organization and decentralization. It mentions the more recent development of matrix management, and a well-known objection to it. How arte most organizations structured?
Most companies are too large to be organized as a single hierarchy. The hierarchy is usually divided up. In what way?
What are the obvious disadvantages of functional structure?
(Discuss briefly in pairs) give some examples of standard conflicts in companies between departments with different objectives
Are there any other ways of organizing companies that might solve these problems?
A.F unctional structure
B.M atrix structure
C.L ine structure
D.Staff structure
British: personnel department = American: staff department or human resources department
1d Comprehension
The only adequate summary is the second. The first stresses the disadvantages of hierarchies much more strongly than the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix management and teams are designed to facilitate communication among functional departments rather than among autonomous divisions.
Second summary
Most business organizations have a hierarchy consisting of several levels and a clear line of command. There may also be staff positions that are not integrated into the hierarchy. The organization might also be divided into functional departments, such as production, finance, marketing, sales and personnel. Larger organizations are often further divided into autonomous divisions, each with its own functional sections. More recent organizational systems include
matrix management and teams, both of which combine people from different functions and keep decision-making at lower levels.
1e discussion
The text mentions the often incompatible goals of the finance, marketing and production (or operations) department. Classify the following strategies according to which departments would probably favor them.
Production managers: 1.a factory working at full capacity 4.a standard product without optional features 11.machines that give the possibility of making various different products. (1, 4 and 11 would logically satisfy production managers, although 11 should also satisfy other departments.)
Marketing managers: 2.a large advertising budget 3.a large sales force earning high commission 6.a strong market share for new products 7.generous credit facilities for customers https://www.doczj.com/doc/964687512.html,rge inventories to make sure that products are available (2, 3, 6, 7, 9, would logically be the demands of marketing managers) Finance managers: 5.a strong cash balance 8.high profit margins 10.low research and development spending 12.self-financing (using retained earnings rather than borrowing) (5, 8, 10, and 12 would logically keep finance managers happy.)
1f Describing company structure
Here is a short description of the organization chart illustrated.
The Chief Executive Officer reports to the President and the Board of Directors. The company is divided into five major departments: Production, Marketing, Finance, Research & Development, and Personnel. The Marketing Department is subdivided into Market Research, Sales, and Advertising & Promotions. The Finance Department contains both Financial Management and Accounting. Sales consists of two sections, the Northern and Southern Regions, whose heads report to the Sales Manager, who is accountable to the Marketing Manager.
2a Vocabulary
Match up the words on the left with the definitions on the right.
1.industrial belt: C an area with lots of industrial companies, around the edge of
a city
2.wealth: F the products of economic activity
3.productivity: E the amount of output produced (in a certain period, using a
certain number of inputs)
4.corporate ethos: A a company’s ways of working and thinking
5.collaboration: G working together and sharing ideas
6.insulated or isolated: B alone, placed in a position away from others
7.fragmentation: D breaking something up into pieces
2b Listening
Listen to Jared Diamond, and then answer question 1. Listen a second time to check your answers, and then do question 2.
1 Which of these do the part-sentences 1-8 refer to?
A Route 128 (the industrial belt around Boston, Massachusetts)
B Silicon Valley (the high-tech companies in the area between San Francisco and San Jose, California)
C IBM
D Microsoft
1 has lots of companies that are secr etive, and don’t communicate or collaborate with each other. (A)
2 has lots of companies that compete with each other but communicate ideas and information. (B)
3 has always had lots of semi-independent units competing within the same company, while communicating with each other. (D)
4 is organized in an unusual but very effective way (D)
5 is currently the center of innovation (B)
6 used to have insulated groups that did not communicate with each other (C)
7 used to lead the industrial world in scientific creativity and imagination (A)
8 was very successful, then less successful and is now innovative again because it changed the way it was organized (C)
2 Working in pairs, rearrange the following part-sentences to make up a short paragraph summarizing Diam ond’s ideas about the best form of business organization.
A and regularly engage staff who have worked for your competitors.
B are at a disadvantage,
C because most groups of people get
D but also communicate with each other quite freely.
E creativity, innovation, and wealth,
F into a number of groups which compete
G Isolated companies or groups
H most of their ideas and innovations from the outside.
I So order to maximize productivity,
J You should also exchange ideas and information with other companies,
K you should break up your business
Isolated companies or groups are at a disadvantage, because most groups of people get most of their ideas and innovations from the outside. So order to maximize productivity, creativity, innovation, and wealth, you should break up your business into a number of groups which compete but also communicate with each other quite freely. You should also exchange ideas and information with other companies, and regularly engage staff who have worked for your competitors.
3a Discussion
Read the following statements, and decide whether they are about the advantages of working in a big or small company.
Advantages of working in a small company: 2, 3, 4, 7, 9, 11, 13.
Advantages of working in a big company: 1, 5, 6, 7, 8, 10, 12, 14.
Some of these answers are open to discussion. For example, number 8: some
people might argue that you have a better possibility of realizing your potential in a small company in which you are required to take on a number of different tasks.
New words in this unit 03
Autonomous, boss, chain of command, Chief Executive Officer (CEO), collaboration, competitor, corporate ethos, decentralization, department, division, downsizing, downturn, finance, fragmentation, functional organization, hierarchy, input, insulated, isolated, level, line authority, Managing Director, marketing, output, personnel, position, President, production, productivity, reorganization, report to, responsibility, salary, sales, subsidiary, wealth.
Unit 04 Work and motivation
As well as setting and communicating objectives, developing strategies, and allocating resources, managers have to motivate the staff who report to them. These will often include people with interesting, responsible and fulfilling jobs, as well as others with less interesting and highly repetitive tasks. This unit includes a discussion on whether it should be assumed that people like work and responsibility, or whether they need to be forced to work; a discussion about the kind of things that might motivate, or at least satisfy, employees; and an interview with a department store manager, who descries how he attempts to motivate his employees. What is the worst possible long-term job you could imagine doing, one in which it would be almost impossible to motivate you, and why?
1a Vocabulary
1.To inspire, to induce, to give a reason or incentive to someone to do
something. A. motivate B. promote C. provoke
2.A person employed by someone else, working for money. A earner B employee
C employer
3.Relations between employers and employees, managers and workers,
management and unions. A human relations B. labor relations C. labor unions
4.Having control of something as part of your job A. command B. power C.
responsibility
5.Money paid (per hour or day or week) to manual workers A. earnings B. salary
C. wages
6.A fixed regular payment made by employers, usually, for professional or office
work. A. earnings B. salary C. wages
7.Advantages that come with a job, apart from wages or salary. A. benefits B.
profits C. supplements
8.To be raised to a higher rank or better job. A motivation B. promotion C. sales
promotion
9.Knowing that there is little risk of losing one’s job. A. bureaucracy B. skilled C.
talented
10.Having particular abilities, acquired by training. A. educated B. skilled C.
talented
1b Discussion
There are no ‘right’ answers, but these statements naturally fall into two groups, reflecting two opposing views of human nature, as will be seen in the text that follows.
1c Reading
You may have noticed that the statements above can be separated into two groups reflecting two very different ways in which employers can treat their employees.
These two approaches were summarized by a well-known American theorist of the psychology of work, Douglas McGregor, who name them Theory X and Theory Y.
Read the following text and then classify the statements above according to which theory they support.
Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and that they have to be both threatened (for example, with losing their job) and rewarded. It assumes that most people are incapable of taking responsibility for themselves and have to be looked after. Theory Y assumes that people have a psychological need to work and want achievement and responsibility.
Theory X 1. People dislike work and avoid it if they can.
Theory Y 2. Work is necessary to people’s psychological well-being
Theory X 3. People avoid responsibility and would rather be told what to do. Theory X 4. People are motivated mainly by money.
Theory Y 5. Most people are far more creative and ingenious than their employers realize.
Theory X 6. People are motivated by anxiety about their security.
Theory Y 7. People want to be interested in their work and, given the right conditions, they will enjoy it.
Theory Y 8. Under the right conditions, most people will accept responsibility and want to realize their own potential.
1d Summarizing
Read the text again and complete the following sentences, using your own words as much as possible.
1.According to Theory X, employers have to threaten workers because the threat
of losing their jobs often makes people work better.
2.According to Theory Y, employers should give their workers responsibilities
because a responsible job is necessary to people’s p sychological well-being 3.Maslow criticized Theory Y because there are people who are unable to take
on responsibility and self-discipline.
4.Maslow argued that even though they might want to be given responsibilities
at work, people also require the security that comes from routines and from being given instructions.
1g Reading
Does Herzberg agree that good working conditions, good wages, benefits and job security will motivate workers?
No. According to Herzberg, good conditions merely satisfy workers, but do not motivate them; motivation can only come from interesting work, responsibility and so on.
1h Summarizing
Read the text again and complete the following sentences, using your own words as much as possible.
1.Hersberg suggested that good labor relations and working conditions will only
satisfy people –or more importantly, dissatisfy them if they do not exist –but not motivate them.
2.According to Herzberg, the kind of things that motivate people are challenging
or interesting jobs, recognition, responsibility, the chance of promotion, and so on.
3.The problem with saying that only challenging, interesting and responsible
jobs are motivating is that there are and always will be people in jobs that are not challenging, interesting and responsible, and managers have to try to motivate these people.
4.Ways of motivating people in unskilled jobs include giving them
responsibilities as part of a team, giving them more than one activity to do during the day, and encouraging them to believe in corporate values.
5.The problem with trying to motivate workers by the belief that their company
is the best is that it is unlikely to succeed if it is not true, and most companies are evidently not the best.
2a Listening
Listen to Part One of the interview and answer the following questions. STEVE MOODY In terms of keeping people motivated, the first thing is obviously ensuring that they are paid a decent salary and that they work in a pleasant environment. Beyond that, that they understand what is expected of them and that when they do their job and they do carry out tasks, that what they do is actually appreciated by their line manager and indeed the people that they work with. They are not asked to do the same thing over and over again, yeah, without being told why they’re being asked to do it.
INTERVIEWER How important is a variety of tasks in motivating people? I mean, you wouldn’t have somebody just working on the till the whole time, which I imagine is really hard work.
STEVE MOODY I think again it depends on the individual’s abilities and the individual needs. We have people who work for us who actually like being on the till, all the time, because what they actually love, more than most, is the interface with the customers. They also, of course, become highly skilled, highly specialized, and highly efficient on the till, and if they like doing that and it actually suits us from an operational point of view, we would not discourage anybody from doing that. Equally, we’ve got members of staff who don’t
particularly like going on the till, but like filling up and doing stock orders and doing specific jobs that other people don’t like doing so it is tailoring individuals’ needs and abilities to the operational needs of the store. Obviously you would not want to reduce flexibility by only having a certain number of people who will only go on the till, or only fill up the counters, you have to have flexibility of people who like to do both, and many staff like to do all sorts of things. They like to do everything they possibly can, and the more varied things they can get involved in, the more interested they get.
1.Which of the following things does Steve Moody say? If the statements do not
match what Moody says, what does he actually say?
A People require an acceptable salary.
B People need a nice working environment.
C People must understand what they are supposed to do.
D People must appreciate their boss and their colleagues.
E People must not be expected to do the same thing lots of times.
Steve Moody says something similar to A, B and C. (A he says a decent salary, B he says a pleasant environment; C he says they understand what is expected of them.) D and E are not what he says: he says that people must be appreciated by their line superior and their colleagues, and that people must not be asked to do the same thing again and again without knowing why they’re being asked to do it.
2.What is the reason he gives why some of his staff prefer working on the till or
cash register to other tasks.
Because they like the human contact (wha t he calls ‘the interface’) with customers.
3.What is the advantage of this for the store?
They become highly skilled, specialized and efficient at this task.
4.What are the other two tasks he mentions that are equally important in any
store?
Filling up the counters and doing stock orders.
5.Steve Moody says that the work of management involves ‘tailoring individuals’
needs and abilities to the operational needs of the store’. Give another word for tailoring.
Fitting, matching.
6.Why does M&S also need staff who like to perform all sorts of different tasks? Because it gives them flexibility.
2b Listening
Listen to Part Two of the interview.
INTERVIEWER M&S has a very good reputation for job security and looking after its staff, with things like good perks, good canteen, that sort of thing. Do those things actually motivate people, in their work, the fact that they’re secure and well looked after, do you think?
STEVE MOODY I think it is, it is very important. When people have been working on the sales floor, and they may have been in from eight o’clock in the morning or seven o’clock in the morning, and they can come off the sales floor and they can go to the staff restaurant and obviously they can have tea, coffee, or a drink
provided free of charge, and can then buy at very reduced rates a full cooked breakfast, if they want one, or a roll and cheese, in a pleasant environment, in a hygienic environment, food of the highest quality, there’s areas where they can rest and read papers, or play pool or something, yeah, that is very important because they need a break from customers. At busy times, they need to get away from it, they need to be able to relax. In terms of all the health screening programs we’ve got, that is very important, when people know that they will be having medicals, and the staff discount is another thing --- obviously there’s an amount of merchandise that they will buy which they will be able to buy at discounted rates. Christmas bonus, which I give all our general staff a 10% of their salary bonus at Christmas which is guaranteed, and the motivational effect of that, actually, at the busiest time of the year when they’re under the most pressure and working hard, is fantastic and, you know, to see their faces as you hand them the envelope with 10% of their salary in it … I believe the environment that you work in, the quality of the people that you work with, the way you are treated, with respect and dignity, and the fact that your views are listened to, even if they’re not always carried out they are listened to, and you feel you are consulted, that makes people happy in their job, it makes them satisfied in their job, it makes them get up and come to work in the morning. 1.Make a list of five or six factors that Steve Moody says motivate M&S staff. There is a restaurant where staff can get free drinks and good, low-priced meals. There is a place where they can relax during their breaks, read newspapers, play pool, and so on. They have regular medical screenings. There is a staff discount on M&S merchandise. There is a Christmas bonus of 10% of the annual (not monthly salary. Staffs are treated with respect and dignity, and are listened to and consulted.
2.What does he say is the effect of giving staff an annual bonus shortly before
Christmas?
It motivates them to work hard during the busiest period of the year (and a period in which they also have extra expenses).
2c Discussion
1.Does what Steve Moody says coincide with the views of Frederick Herzberg
that you read about above? What about the views of Douglas McGregor? Steve Moody insists that the Christmas bonus, for example, actually motivates staff, whereas Frederick Herzberg argued that good salaries and working conditions merely satisfy. But Moody’s statement that there are people who like a routine, and others who prefer a variety of interesting tasks, coincides with Douglas McGregor’s argument.
2.In your working experience, even if it is only Saturday or temporary summer
holiday jobs, have your supervisors seemed to believe Theory X or Theory Y? 2d Case study: Motivation
According to what you have read and heard, how would you attempt to motivate people with the following positions? 1. A bus driver in a big city, who has to work irregular hours, including early morning, evening, and night shifts. 2. a nurse who
works with seriously ill children. 3. a sales representative for a pharmaceutical company, who visits hospitals and doctors. 4. a shepherd (as in the cartoon on page 23)
1.Bus drivers probably want enough consecutive days off to compensate for working irregular hours. They might appreciate facilities at the bus depot where they could socialize with colleagues before or after work.
2. Nurses certainly do not do their job for the money. They are probably motivated by seeing their patients get better, and probably appreciate working regularly with the same patients.
3. Sales reps in general seem to be motivated by high commissions. They would also probably be motivated by the knowledge that the products they sell are in fact beneficial.
4. I have no idea how you would motivate a shepherd! 2e Vocabulary
Use the words in the box once each to complete the paragraph below. Notice that the stressed syllable changes in this group of words.
Verb Nouns Adjectives
produce product; production; productivity productive
producer; produce unproductive
A few years ago, Harry Coe’s, a large (1) producer of tinned food (2) products, decided that some of their workers were not (3) productive enough. Much of the work of preparing fruit and vegetables was done on rows of tables rather than on a (4) production line. So they decided to introduce a piecework system, whereby workers got paid according to the amount of work they complete. The company thought that this would motivate previously (5) unproductive workers, and thereby increase (6) productivity. Yet the new pay scheme did not (7) produce the results they expected: after six months they were still processing the same amount of agricultural (8) produce, but there was a lot of dissatisfaction among the workers who were now all earning different amounts of money.
New words in this unit 04
Administration, benefits, cash register, employee, employer, incentive, job security, labour relations, labour union, motivation, pension, perks, produce, productive, reward, sick pay, skilled, store, task, threat, till, unskilled, wages, working conditions.
Unit 05 Management and cultural diversity Despite the growth of global brands, and some degree of convergence of consumer tastes and habits, there remain enormous cultural differences among different countries and continents. This clearly presents a dilemma to multinational corporations: should they attempt to export their management methods to all their subsidiaries, or should they adapt their methods to the local culture in each country or continent? This unit contains a discussion on specific cultural attitudes, and a text that give specific examples of problems faced by
multinational companies in different parts of the world.
1a Discussion
Multinational companies can either attempt to use similar management methods in all their foreign subsidiaries, or adapt their methods to the local culture in each country or continent. Which procedure do you think is the most efficient?
It is generally agreed that it is more efficient for multinational companies to adapt their methods to the local cultures in which their subsidiaries are situated 1b Discussion
A Dutch researcher, Fons Trompenaars, and his associates, have asked nearly 15,000 business people in over 50 countries a number of questions which reveal differing cultural beliefs and attitudes to work. Here are five of them, adapted from Riding the Waves of Culture: Understanding Cultural Diversity in Business. They concern ways of working, individuals and group, rules and personal friendships, and so on. What are your answers to the questions?
1.If you had to choose, would you say that a company is (a) a system designed to perform functions and tasks in an efficient way, using machines and people, or (b) a group of people whose functioning depends on social relations and the way people work together?
In Trompenaars’ data, as reported in Riding the Waves of Culture, answers to the first question (Is a company a system or a social group?) varied widely within continents, allowing few conclusions to be drawn.
2.What is the main reason for having an organizational structure in a company?
(a) So that everyone knows who has authority over whom, or (b) so that everyone knows how functions are allocated and coordinated?
Nearly all countries answered question 2 (Is an organization structure about authority or functions?) by choosing function rather than authority, with scores of between 80 and 100%. Denmark, South Africa and Malaysia, countries with somewhat different cultures, all scored 100%. Venezuela on 44% was the only country below 50%.
3.Will (a) the quality of an individual’s life improve if he or she has as much freedom as possible and the maximum opportunity to develop personally, or (b) the quality of life for everyone improve if individuals are continuously taking care of their fellow human beings, even if this limits individual freedom and development?
For question 3 (individual freedom versus taking care of other people), most countries were spread between 50 and 70% for individual freedom. The lowest percentages came from Nepal, Kuwait, Egypt, East Germany and France – again, a varied bunch. The USA and Canada had the top scores for individual freedom –79%. At last a stereotype appears to be fulfilled!
4.A defect is discovered in a production facility. It was caused by negligence by
one of the members of a team. Would you say that (a) the person causing the defect by negligence is the one responsible, or (b) because he or she is working in a team the responsibility should be carried by the whole group?
For question 4 (individual versus group responsibility) most scores for individual responsibility were between 30 and 50%. Indonesia was the most collectivist, with only 13% choosing individual responsibility, and Russia the most individualist, at 68%.
5.Imagine that you are a passenger in a car driven by a close friend who hits and quite seriously injures a pedestrian while driving at least 25 kilometers an hour too fast in town. There are no other witnesses. Your friend’s lawyer says that it will help him a lot if you testify that he was driving within the speed limit. Should your friend expect you to do this?
For question 5 (the car and the pedestrian), most northern European countries, along with Canada and Australia, scored over 90% for thinking that a friend should not expect you to lie. The lowest score here was 26% for South Korea. Russia was on 42%, and Japan on 67%
2a Discussion
What nationalities could the managers below typically be?
According to the text, the illustrated managers would be: a) American; b) Italian;
c) Latin, or specifically French; d) and e) Asian or Southern European or Latin American
2c Comprehension
1.How would you explain the concept of ‘glocalizaion’? ‘Glocalization’ means operating all over the worl d while taking account of local cultural habits, beliefs and principles in each country or market.
2.Why might a 50-year-old Japanese manager be offended it he had to negotiate with or report to a well-educated but inexperienced 30-year-old American? Japanese companies have a policy of prootion by seniority, so a 50-year-old manager should automatically be granted much more status and respect than a 30-year-old one.
3.Whyu was the American concept of pay-for-performance unpopular in Italy, and in Asia, in Tromp enaars’ example? The Italian salesman did not want to earn more (i.e. show himself to be a better salesman) than his colleagues, or earn as much as hjis boss. The Singaporean and Indonesian managers did not approve of a
新剑桥商务英语高级习题 答案 Last revision date: 13 December 2020.
English for Business Studies Key to Unit 01: The three sectors of the economy This unit covers a lot of basic vocabulary concerning developed economies much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countries, with the decline of manufacturing industry and its replacement by services. There is an extract from a magazine interview with an economist and an interview with a British Member of Parliament on this issue. 1a Vocabulary p09 Identify the most prominent features in this photograph, which illustrates various important elements of the infrastructure of a modern industrialized country. The photo clearly shows a large factory (the Unilever factory in Warrington, England) in the center, with more factories, industrial units, or warehouses in the top right-hand corner. The large factory seems to include some office buildings. Also visible are agricultural land (in the background; the land in the foreground doesn’t appear to be cultivated), a river, a railway and several roads, and housing, perhaps with a school in the center of the housing estate top left. 1b Reading p10 What is the key point that this extract is making about economies? The text suggests that most people take for granted the amazing complexity of the economic infrastructure. 1c Comprehension p11 lines 4-7, Robyn sees examples of all three. What are they? Tiny fields (the primary sector), factories (the secondary sector), and railways, motorways, shops, offices, and schools (the tertiary sector). long sentence from lines 12-28 lists a large number of operations belonging to the different sectors of the economy. Classify the 18 activities from the passage Primary sector: digging iron ore, mining coal. Secondary sector: assembling, building, cutting metal, laying cables, milling metal, smelting iron, welding metal. Tertiary sector: advertising products, calculating prices, distributing added value, maintenance, marketing products, packaging products, pumping oil, transportation. you think of three important activities to add to each list (not necessarily in relation to the kettle) Primary sector: farming (agriculture), fishing and forestry Secondary sector: manufacturing, transforming and processing Tertiary sector: financing, designing, retailing
Unit 6a Reporting Results 第六单元a 报告业绩 Annual Report 年度报告 A 我们目前正实施的资源增效计划所创造的利润基本抵消了罢工及不利汇价造成的损失，这种成本绩效的改进，实现了高达1亿英镑的业绩。另外一个收人来源是最近我们出售了独家拥有的子公司迪诺克斯。 B 公司稳步发展，税前利润和例外项目上升到5.96亿英镑。公司业绩良好的一个特点仍然还是严格的现金管理制度。投资的增加给公司带来了压力，但资产负债表显示，尽管有3.46亿英镑的支出，净现金收入还是达到了32亿英镑。 C 贸易额增长了4.5%，与近几年相比有了大幅度的提高；营业额提高了3%。去年底完成的结构重组计划，使经营利润也同时增长。这一项目虽然成功、但也使净现金减少到4.72亿英镑。 D 去年我们的主要业绩是收购了一家特色化工制品公司。这一投资以及已经制定的资产出售计划。将使公司的经营范围更加合理。由于公司非核心业务经营业绩不佳。交易利润下降了7%，证明我们目前所采取的行动是合理的。 Unit 7a Health and Safety 第七单元a 卫生与安全 5 STEPS TO RISH ASSESSMENT 风险评估的五个步骤 风险评估就是对工作中可能导致人身伤害的潜在危险进行周密极查，以此判断是否已经采取了足够的防范措施或者是否应该增加其他措施以防止危害发生。风险评估的目的是保证没有人受到人身伤害或者得病。事故和疾病可能夺去人的生命，而且，如果产量减少、机器被毁、保险费用增加或者需要打官司，还会影响到公司的业务。 进行风险评估时需要判断的重要事项包括：判断事故隐患是否重大，是否采取了适当的防范措施以把危害减到最小。 如果你的公司规模很小，井且你自信熟悉风险评估这项工作，你可以进行自我评估，或者，你也可以让有责任心的员工、安全事务代理人、安全员来帮你做这项工作。如果你自己没有把握，可向地方健康和安全监督员咨询。但切记：你有责任保证防范借施充分落实到位。 第一步 在你的工作场所周围巡视一遍，重新检查有什么可能引起伤害的潜在危险。忽略无关紧要的细节，把注意力集中在可能引起重大伤害或可能伤及群休的重大隐患上。向你的员工或员工代表了解他们的想法。因为他们每天身临工作场所，每天都在工作，他们可能已经注意到了一些井不是一目了然的情况。 第二步 把那些并不始终在工作场所的人员也考虑进去，比如清洁工、承包人以及维修人员。那些到访的公众也要考虑进去，他们也有可能因为你们的生产活动而受到伤害。 第三步 即使采取了充分的防范措施，仍然还会有危险存在。你需要对每种重大隐患作出判断：现存的危险是否重大，一般还是很小。首先，要考虑是否已经做了法律要求你必须做的一切。再想一想普遍接受的行业标准是否适宜。但不要就此而止，还要再为自己考虑一下，因为法.律规定你必须采取合理措施以保证工作场所的安全。切记：你的目的是通过增加必要的防范措施来减少安全隐患。 第四步 如果你的员工少于5人，就不必采用书面形式记录下来；但如果你有5个或5个以上的员工，就必须把评估的主要结果记录下来。也就是说要把那些较为重大的隐患写下来，并把最重要的发现结果记录在案。你应该保存这一书面材料以备将来参考。如果监督员来查询你的防范措施或者如果你卷入了一场民事责任诉讼，这份材料对你就特别有用。这份材料还能够证明你已经按照法律行事了，而且它还可么提醒你密切关注具体事务或者引起你优虑的事故隐患。 第五步 有时候，你无疑需要引进新的机器、物品以及工作程序，而这些有可能引发新的隐患。如果有重大变化，
Module 2 第二单元 2.1 Business Topic Company Benefits 商务话题篇公司福利三、Vocabulary: Benefits and incentives benefits n. 福利incentive n. 奖励job title 职衔，职位，头衔training and staff development 培训和员工发展good salary 可观的收入pension n. 养老金flexible working hours 弹性工作时间，灵活的工作时间 opportunities to travel 旅游机会 opportunities for promotion 升职提拔机会days off 几天短假company car 公司配（给的汽）车too good to be true 好得令人难以置信client service executive 客户服务主管take…with a pi nch/grain of salt 对…将信将疑，对…不完全相信 old and established 历史悠久resources director（human resources director 的简称）人力资源部经理qualification n. 资格 temp n.（temporary/temporary worker 的缩略语）临时员工incumbent programme 在职员工培训课程，岗位培训课程human resources 人力资源promote from within 提拔内部员工 take on 接受，招聘intake n. 从外部吸纳招收的员工project manager 项目经理grow and maintain customer relationship 发展和维持客户关系canteen n. 食堂，餐厅head office n. 总部，总公司brainstorming n. 自由讨论，头脑风暴，集思广益breakout n. 突破 encompass vt. 包括，包含sales and marketing 销售和市场营销research and development and manufacturing 研发和生产perk n. 好处，额外津贴，外快 final salary pension scheme 按最终薪水给付的养老金计划budget n. 预算 non-cash reward 非现金形式的奖赏once-in-a-lifetime adj. 千载难逢的，令人难忘的career goal 职业目标 senior management 高层管理人员
BEC商务英语高级真题及答案(5) In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies , management employee communication has become a central corporate need. Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated. From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job for life. Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the
BEC商务英语中级学生用书答案 第一单元 P7 READING (5) 1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to paper 6 don’t feel guilty 7 two become one P9 GRAMMAR (5) 1 need 2 communicate 3 have escaped 4 have been working 5 have been 6 am working 7 answer P9 (SPEAKING)Writing 第六题work in pairs.中有可能选择其中一个话题进行作文。 P10 READING (4) AACCBABCAC 第二单元 P16 READING (4) →BACBC P18 GAMMAR (4) 1 began 2.trademarked 3.became 4.has been 5.has been working 6.has been 7.took part P19 GAMMAR (5) 1.have been working 2.joined 3.have had 4.have been considering 5.has expanded https://www.doczj.com/doc/964687512.html,pleted 7.have been studying 8.has agreed P23 WRITING A MEMO 第三单元 P27 READING (3) https://www.doczj.com/doc/964687512.html,unch 2.charge 3.fee 4.growth 5.concept 6.branch out P27 Writing（6.work in pairs.中有可能选择其中一个话题进行作文。） P29 GRAMMAR (6) 1.’ll call 2.won’t rise 3.’re running 4.’m going to have 5.’leaves 6.will be opening 7.will have started 8.going to leave 9.’ll be receiving 第六单元 P57 SPEAKING 6问答题(答案没有找到，自主发挥) P58 GRAMMAR （1）1. ’s employed 2.must have been asked 3.is hoped 4 are being made 5to be looked at6 were taken on7 ’ll be fired GRAMMAR(3)1.will be given 2.is being reviewed 3.have been offered 4.was set up 5.will be given 6.to be look 7.is hoped 8.have been delayed P59 GRAMMAR （5） 1.to assess 2.was unfairly dismissed 3.was followed 4.has been found 5.had failed 6.is reported 7.gave 8.was dismissed 9.appears 10.is recommended 11.should be carried 12.will help P61 READING (2) →BFDAEC P62 1 翻译（可能从着5篇短文中出） 第七单元 P66 READING (3) BCBD P69 GRAMMAR (6) 1.bad 2.most 3.most enjoyable 4.more 5.than 6.better 7.as 8.better P70 READING (2)→BADCD BCABA BDBCC Memo例文 To: All Staff From: (name of student) Date:4,july
Module 6 第六单元 6.1 Recruitment Vocabulary recruitment 招聘 migraine (headache) 周期性偏头痛 body-piercing studio 人体穿环工作室（一种从事人体美容的地方）take a sick day 请一天病假 sales position 销售职务 sales figures 销售数据 apply for 申请 go in for an interview 参加面试 arrange an interview 安排面试 automated messages 自动应答信息 lottery 彩票win～中彩票，中奖 pay off the rest of his mortgage 付清贷款余额 mortgage 抵押，按揭 disciplinary procedures 惩戒程序，纪律程序 take someone on 录用某人 walk out 离职，罢工 dismiss解雇 sack 解雇，炒鱿鱼 fire 解雇 lay off 使下岗（临时）解雇 resign 辞职 take voluntary redundancy 自愿裁员，自愿接受裁退 make redundant 裁员 give notice 预先通知（解雇、辞职等） applicant 申请人 flexible 灵活的，善于变通的 stationery 文具 personal correspondence 私人信件 pension 养老金 retirement 退休 6.2Emailing Vocabulary inbox 收件箱 check the inbox 检查收件箱
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Exam 5_1 Listening Test Part One Questions 1-12 -You will hear three telephone conversations. -Write one or two words or a number in the numberer space on the forms below. -You will hear each conversation twice. Conversation One (Questions 1-4) -Looking at the form below. -You will hear a man giving information about a training course. J-Joanna P-Peter J Joanna Rivers P Hello,Joanna.It's Peter.Is David there? J No,I'm sorry,Peter.He's just left the office. P What time will he be back? J Not till tomorrow,I'm afraind.Can I take a message? P Yes,ok.It's about a training course he was interested in.Could you tell him the name of the course is "Managing People",and it's on 13 August? J Ok,so that's 'Managing People' on 13 August. P Yes,so he'll have to be quick if he's interested.The woman who runs the course is calles Virginia Little,and he should call her direct.Her number's 01723 887762 J Ok,Peter.I'll make sure he gets this when he comes in. P Ok,and one other thing,tell David to mention my name,Virginia's an old friend of mine. Conversation Two (Question 5-8) -looking at the form below. -You will hear a man booking a taxi.
《新编剑桥商务英语（初级）》 （第三版） 教案 教材：《新编剑桥商务英语(初级)》（第三版） Rolf Cook and Mara Pedretti with Helen Stephenson编著, 经济科学出版社， 2008年10月
《新编剑桥商务英语(初级)》课程单元教学设计一、教案头
二、教学设计
第一次课设计梗概（2课时） （1）告知学生本课程的总体安排、教材的处理，上课的方式、明确学习目标。 两个目标：通过听、说、读、写及分组讨论，案例表演和课堂演示,培养学生在商务情景下的工作习惯和交流意识；尽量通过BEC初级考试。 两个要求：为了提高学生的积极性并使他们了解在平时的学习中应提高哪些能力，告诉学生现在用人单位对员工的要求，第一要有一定的专业素质，二是情商要高,即懂得如何交流,如何为人处事。 教学方式：在教学中,主要采取活动教学,通过各种各样的活动,提高学生的自信心和交流能力。将学生分为六组，每组四人，一个组即为一个公司，每个组员都有一个职位，第一周确定每个组员的职位。第三、四周确定公司的名称、职能和业务范畴，并在全班演示。（2）考核方式 平时表现：两个方面，一是整组的表现,即各个公司在各种课堂活动上的表现；二是个人的主动表现和提问表现.只要平时刻苦努力,积极主动。 期末卷面：一整套BEC初级的模拟题。 口试：口试的形式仿照BEC初级口试形式并加上案例表演。 （3）进入正题 本次课的项目主要是介绍公司的职务分类,职能范畴，撰写个人简介及设计名片。 ●Reading: Read and get to know the format of BEC preliminary exam. ●Reading and Discussion: Read the materials about Training and Workshops in order to know the job title and responsibilities.
2020年BEC剑桥商务英语高级阅读试题及答案（卷二） Lack of self-confidence will put you at a disadvantage in a negotiation . 1. This company has been involved in diversifying its business activities. 2. Although this company is doing well, it has a number of internal difficulties to deal with 3. This company has reduced the profits it makes on individual items 4. One statistic is a less accurate guide to this company’s performance than another 5. The conditions which have helped this company are likely to be less favourable in the future 6. This company’s share price has been extremely volatile over the last twelve months 7. This company is likely to be the subject of a takeover bid in the near future 8. This company’s performance exemplifies a widely held belief A Chemical Company Masterson’s interim pre-tax profits growth of 20% was somewhat inflated as a result of the income received from the disposal of several of the company’s subsidiaries. The underlying 8% rise in operating profits is a more realistic gauge of the company’s true progress. However,
第一单元 P7 READING (5) 1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to pap er 6 don’t feel guilty 7 two become one P9 GRAMMAR (5) 1 need 2 communicate 3 have escaped 4 have been working 5 have been 6 am working 7 answer P9 (SPEAKING)Writing 第六题 work in pairs. 中有可能选择其中一个话题进行作文。 P10 READING (4) AACCBABCAC 第二单元 P16 READING (4) →BACBC P18 GAMMAR (4) 1 began 2.trademarked 3.became 4.has been 5.has been work ing 6.has been 7.took part P19 GAMMAR (5) 1.have been working 2.joined 3.have had 4.have been considering 5.has expanded https://www.doczj.com/doc/964687512.html,pleted 7.have been studying 8.has agreed P23 第三单元 WRITING A MEMO P27 READING (3) https://www.doczj.com/doc/964687512.html,unch 2.charge 3.fee 4.growth 5.concept 6.branch out P27 Writing （ 6.work in pairs.
7.1 Strengths and weaknesses (page 67) 1I admire my boss a lot. He’s very capable;he knows exactly what he’s doing and he’s not afraid to get his hands dirty,not like some managers who think they’re above it all. The one problem is that he takes on too much. I don’t think it’s because he doesn’t trust us to do a good job--it’s because he likes to be involved in everything. He ‘s a bit of control freak. The result is that he spreads himself very thin, when he could hand more work out to others, and he’s often overloaded and stressed. 2 Cheryl’s not particularly brilliant, but she knows that. She knows her own limitations, which is certainly one of her strengths. In fact, I don’t think you have to be particularly bright to be a manager-- that’s more a quality you need in a leader. A manager’s job is to bring order to the workplace and the team, so that people are clear about what they should be doing and when they should be doing it. Cheryl is very good at getting everyone working in the most efficient way and that makes our working environment much less stressful. 3 He’s not an easy guy to work for. He has very high expectations of his staff and he can be rude and too direct. Sensitivity is not his strong point. He often puts you on the spot: ‘What makes you think this will work?’‘Have you thought about the cost of this?’and so on . You have to be prepared to justify your actions a lot. Some people can’t stand being challenged like this all the time, but you can’t deny that he gets the most out of his staff. People do perform. 4 There are people who listen to what you are saying, and people who hear what you are saying. Paul is one of the former. He does try to listen to other people’s ideas, but his mind has often moved onto the next thing, and he doesn’t take on board what you’re saying. It’s the same thing when he’s expressing his own ideas and wishes. He kind of takes it for granted that everyone has reached the same point in their thinking that he has, when often they’re still two or three steps behind. Don’t get me wrong, he’s very nice guy--kind and clever, and he has lots of great ideas and vision for the company--but because of these communication difficulties, he can be very frustrating to work for. 5 The financial rewards in our company are not so huge, but in spite of that, in my team we all stay very motivated because our boss really appreciates our work. She’s actually very protective of her own people. She gives us a lot of praise. Other people in the company say she’s a maverick, a kind of a loner. They say she’s difficult to get on with and doesn’t really have the company’s interests at heart. But I wouldn’t known about that really, because it’s not the side of her that we see. What we get is 100% loyalty and encouragement.
第一单元 P7 READING (5) 1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to paper 6 don’t feel guilty 7 two become one P9 GRAMMAR (5) 1 need 2 communicate 3 have escaped 4 have been working 5 have been 6 am working 7 answer P9 (SPEAKING)Writing 第六题work in pairs.中有可能选择其中一个话题进行作文。 P10 READING (4) AACCBABCAC 第二单元 P16 READING (4) → BACBC P18 GAMMAR (4) 1 began been been working been part P19 GAMMAR (5) been working had been considering expanded been studying agreed P23 WRITING A MEMO 第三单元 P27 READING (3) out P27 Writing（ in pairs.中有可能选择其中一个话题进行作文。） P29 GRAMMAR (6) 1.’ll call ’t rise 3.’re running 4.’m going to have 5.’leaves be opening have started to leave 9.’ll be receiving 第六单元 P57 SPEAKING 6问答题(答案没有找到，自主发挥) P58 GRAMMAR （1）1. ’s employed have been asked hoped 4 are being made 5to be looked at6 were taken on7 ’ll be fired GRAMMAR(3) be given being reviewed been offered set up be given be look hoped been delayed P59 GRAMMAR （5） assess unfairly dismissed followed been found failed reported dismissed recommended be carried help P61 READING (2) →BFDAEC P62 1 翻译（可能从着5篇短文中出） 第七单元 P66 READING (3) BCBD P69 GRAMMAR (6) enjoyable P70 READING (2)→BADCD BCABA BDBCC Memo例文 To: All Staff From: (name of student) Date:4,july Subject: Parental Leave Further to our previous meeting ,I am pleased to comfirm that parental leave for fathers has been extended to three weeks .The new system will come into operation as from 4th SEPTEMBER. May I remind you that your managers will require one month’s notice