新编剑桥商务英语(高级)第三版1.2-1.3

2.2Presenting factsFalling shares1.Read these two documents: a short article from a financial newspaper and a pre-Christmas advertisement from Kaptoys. What kind of company is it? What's the problem for Kaptoys?KaptoysChecking off your kid's Christmas wish list? Perhaps we can help. No-one stocks a bigger range of toys.Shares in Kaptoys fell again today by 2% prompting speculation that the company will post poor profits for the second quarter running. The fall would be in line with other high street retailers who have all reported quieter sales than normal for the period.2.Listen to the short speech by Sheila Kaplan, CEO of Kaptoys, to her Business Development department. Complete the notes on her instructions.Meeting with: Sheila KaplanDate Thursday 17 Aprilprogress with 3-year plan （1）Consequence （2）Action proposed: （3）Details to note: （4）Presenting facts3.After a month's research the Business Development team meet again to present their findings. Work with a partner. You are each going to prepare a presentation. ·Student A, look at the notes on the company on page 23 and prepare to present it ·Student B, look at the notes on the company on page 127 and prepare to present it ·Before you make your presentation, look first at the language box below. Use and phrases that you find useful. 13emember that you are just presenting facts and not trying to sell something.Presenting factsOK. If everyone is ready, I'll begin./Shall we begin?/Shall we get started?I'm going to describe/present/explain/give you some information about…Please interrupt me if there's something that's not clear.Please leave your questions until the end and I'll answer them thenI'd like to begin by (saying/describing/explaining)…There are two/three/four key points to note about.，.Firstly…Secondly…a nd finally…It's also worth noting that…So, I think I've covered the main points.So, to sum up,…I'd like to invite your questions now./So, are there any questions?So, (if there aren't any more questions) I'll end there.171anks for your attention.Student ACompany name: Wheels Times 2Company type: Limited company, equal shares owned by two directors Date established: 1989Turnover: ￡24 million per yearNumber of employees: 65Main products: Children's and adults' bicycles; cycling accessories;cycling holidaysLocations: Sixteen retail outlets in major cities across the UK; goodInternet presence, with growing on-line sales Brief history:1989-two mountain bike enthusiasts open shop in Manchester1992-voted best bike shop in UI< by Mountain Bike magazine1994-three new shops in London, Cardiff and Birmingham1998-extends range, five new shops2000-offers cycling weekends and holidays2001-launches online bike shop2004-online sales hit￡lm mark2006-seven new shopsCore competencies: Technical knowledge of bicycles; customer serviceFinancial situation: Positive cashflow; good profit margins; quite high debtfrom recent investment in new shop premises Market prospects: Good. Cycling increasingly popular and bikesincreasingly sophisticatedMarket price: Probably high4.Discuss which of the two companies would be a better acquisition target forKaptoys.2.3Speaking Test: Introduction and Part OneThe Speaking Test has three parts and lasts about fourteen minutes. For this part of the test you will be with at least one other candidate (and sometimes two). It carries 25% of the total marks. Each part tests a different speaking skill.Exam SuccessFourteen minutes goes very quickly. Make sure you use every opportunity to take the floor and interact with the other candidate and the examiner, while respecting their right to do the same.Part Speaking task Grouping Length1 Talking about yourself One-to-one About 3and expressingOne-minute presentation on a2 business theme (choice of three) Individual and About 6 minutesfollowed by questions from other pairworkcandidates3. Discussion of a business scenario pairwork About 5 Minutesfrom promptsPart 1: tests your ability to have a conversation about yourself (past, present and future) and to give opinions on general topics.Part 2: tests your ability to organise, present and discuss information and ideas.Part 3: tests your ability to interact in a business context, using appropriate functional language (agreeing, making suggestions, justifying, etc).Part OnePart One should be a relaxed conversation. You can prepare by thinking about what to say about your studies, work, ambitions, interests and where you live. You can also learn idiomatic phrases for giving opinions, agreeing and disagreeing, etc. Talking about yourself and your workThese are questions the examiner might ask you in the first part of the Speaking Test. Match each question (1-8) with one of the answers (A-H) below.1 What do you like doing in your spare time? H2 Wh at do think of…as a place to live?3 What are you planning to do after the course?4 What kind of course is it?5 How would you describe your working environment?6 Tell me a bit about the company.7 What is your role exactly?8 How would you feel about working until you're 70?A We provide…services to the…industry.B I'm going to apply for a job with…C It's a tour-year degree course.D I like it, but I miss my home town.E It's quite relaxed/informal/traditional/dynamic.F I work as a junior manager/a trainee.G I'm not really sure it's necessary.H My main interests are keeping fit and traveling.Expressing opinions2 Discuss the points below with your partner. Use the phrases on page 130 to help. ·Do you think it's better to work for a big organization or a small company?·Can management of people be learned, or is it a natural quality?·What do you think will be the really big growth areas of the economy over the next fifteen years?3 Use these examiner's prompts to simulate Part One of the test. Work with a partner and take it in turns to play the roles of examiner and candidate.Interview 1After general introductions, ask the candidate aboutwhere they live, focusing on:.the main industries of the town.employment opportunities.their opinion of the transport infrastructure.if they would prefer to live somewhere elseInterview 2After general introductions, ask the candidate aboutwhere they want to work in the future focusing on:.skills and training needed for the job.career prospects.rewards of the job (financial and non-financial).their opinion of the prospects for this sector。

Growing the companyParts of a company1 Do you think this quotation is true all business‘I think that our fundamental belief is that for us growth is a way of life and we have to grow at all times’.Mukesh Ambani, chairman of Reliance Industries2 Read this entry from a company website and use these words to label the digram.Subsidiary headquarters sales officesWarehouse R&D division main planWe are based in La Defense, the business district of Pairs, and new products are developed nearby at our labs in St Dense. Our principal manufacturing facility is just out side Lille and products go from there to be a cental distribution point at sales agencies cover the various regions of France with international offices in Frankfurt,Milan and Madrid. The London offices is run by our UK subsidiary.3 What is the diffidence between the following words and phrases1 a sales office and a subsidiary2 a warehouse and a plant3 the headquarters and a divisionGrowth Strategy4 Find a synonym in the box of each of the underlined words. Go public sell off set up go out of business expand Take over make redundant shut down1 We acquired Everforce Ltd in 2005.2 Our target is to grow the business by 15% each year.3 We created a subsidiary to sell after-sales service.4 The company will be listed on the Stock Exchange next year.5 They went bankrupt last year.6 We laid 300 employees off in June.7 After a lot of discussion we decided to closed the plant.8 We have divested our shares in the logistic company.5 What is the diffidence between the following expressions1 Laying people off and firing them2 taking over a company and merging with it3 organic growth and non-organic growth6SAP and Oracle are the world’s leading companies in providing the software solutions for business. But their business strategies are very diffident.Read the text about SAP’S growth strategy. Choose the best sentences from the list (A-H) below the complete each gap (1-6). Do not use any letter more than once.SAP competes with ‘organic growth’How do you stay at the top of the heap in the business software game If you’re SAP, you do it through ‘organic growth’, not blockbuster acquisitions. That is the world from SAP CEO Henning Kagermann. (0) HThe second-best strategy is acquisition: Kagermann said. ‘The best is the organic growth. We are not just doing the organic growth because we have no other choice.The comment is aimed squarely at rival Oracle Corp; which spent nearly $20 billion between 2004 and 2006 expanding its core database business into the SAP-dominated business applications market.(1) . ‘We are the market leader,’he said.’It’s on surprise that a distant number-two player wants to catch u.’SAP was set up in 1972 by five former IBM employees.(2) . Although it has a growing number of subsidiary, there are complements to its main activities, as Shai Agassi, president’s of the company’s Products and technology Group explain, at the same time having a direct dig at Oracle. The key diffidence between the two companies, he says, lies in Oracle’s tendency to ‘acquire an industry solution that is at the heart’. ‘when we do an acquisition, it’t at the edge of the solutions. (3) Oracle is buying half body parts and trying to make a body out of it.’In fact, Agassi expects SPA to grow faster than the rest of the industry this year- 15% to 17% in sales of new software licences-through internal innovation and small-scale acquisition.(4) .SAP used to concentrate on large business customers, butincreasingly pursuing sales in the market, a strategy that began in 2000. (5) .The company excepts to finish development of the mySAP suite within the next four years, as well as its Enterprise Services Achitecture (ESA). ESA is basically a platform that will allow SAP to provide consistent business services around it, in much the same way as Microsoft has built applications around its successful operating systems.Among the company’s other goals is the development of hundreds of additional services for the mySAP suite, a so-called ‘ecosystems’ of supportive technologies.‘Business in the future is not business in an enterprise, ‘Kagermann says.’It’s business in an ecosystem.(6) . We try to invite others with great ideas to innovate on the platform.’Exam Success A In fact, it expects sales to companies with fewer than 25,000make sure that the employees to account for nearly half SAP’s total softwarephrase you choose fits sales this year. grammatically and in B They recently announced they had purchased Virsa System,meaning, both with a privately held supplier of regulatory compliance software.the sentence before C You just can’t do everything yourself if you want to remainand the sentence after. Competitive.Read the whole text D Competition in the market is fierce and only the big playersback to yourself at will survive.the end. E Since then, it has evolved from a small, regional enterpriseinto the global market leader in ERP software, employingmore than 34,000 people.F Kagermann was unimpressed with Oracle’s appetite for big,Headline-grabbing acquisition ( PeopleSoft Siebel System).G That is different from buying half of a heart.H He made the comments while he was talking with reportersLast week during his company’s annual Developer KickoffMeeting in Burlingame, CA.7 Summarise the growth strategies of SAP and Oracle. What is the key to SAP’s longer-term strategyPast tenses1 Study these extracts from the text about SAP on page 17.Name each underline tenses (past simple, past continuous, past perfect, present perfect or used to )Say what you know about each tense’s use and why you think it is used here.1 He made the comments while he was talking with reporterslast week.2 SAP was set up in 1972 by fine former IBM employees.3 Since then, it has evolved from a small, regional enterpriseinto the global market leader.4 They recently announced they had purchased Virsa System.5 SAP used to concentrate on large business customers,but isincreasingly pursuing sales in the midmarket.6 it’s strategy that began in 2000.2 You receive this internal email. Follow the instruction it.Hi DeniseBelow is the short company history I’ve written for the ‘About us’entry on the English page of the new website.I think it’s generally OK but I’m so unconfident about myuse of tenses in English that I’ve just left the verbs inthe infinitive! Can you put them in the right form and sendit back Thanks and sorry for being so useless!BrigitteThis is the unusual of Raincoat Software, a company that (1) (come) into being accidentally because of the hobby of oneman, Hans Meier.In 1998 Hans (2) (work) as a computer programmer for a large bank in Zurich. But he (3) (be) restless. Each evening he (4) (return) home and,just for fun, (5) (hack) into official websites onhis personal computer (not the bank’s, of course!). The dayafter he (6) (hack) onto a particularly sensitive USgovernment website, he (7) (receive) an email fromthem. Fearing that would the end of his career as a hack atthe bank, he (8) (open) it. It (9) (be) arequest from the US government, asking if he (10) (want) a job as a security advisor.Rather than taking a job as a government employee, Hans Meier (11) (see) the opportunity to make asuccessful business out of a computer security protection.Raincoat Software (12) (be) born.Since then, the company (13) (employ) over 50 ‘security expert’- in other words, people write a similarbackground to our founder. We (14) (help) over 300 large companies and government departments and are now a $100 million a year business.But did the US government think it (15) (take) a risk by employing Hans Meier all those years ago The answer they (16) (give) then is still the company’s motto today:’Better safe than sorry’.Write about the past3 write a short piece (100 words approx) about a turning pointin your life, work or studies: a moment when you decide to pursue a different route from the one you had up to that point.Use the following to help you.1 What you were doing before that2 What happen to change your life/3 What happen next4 What happens when companies merge or acquire other companies look at the table below and make notes.Opportunities threatsEmployeesShareholdersCustomersSuppliers5 In December 2009 Oracle, the world's second largest business software applications provider, took over PeopleSoft, thethird largest. Read the letter that the CEO of PeopleSoft, Dave Duffield, wrote to his employees.1 Does he think the takeover will benefit employees or not2 Which of these adjectives best describes his feelings about the takeoverbitter / resigned/angryThis is a sad day for me, and I'm sure; an equally sad day for you.It is now clear that Oracle will acquire our company. Over thepast few weeks, our independent directors met with individualstockholders to get their views. We were told during these conversations that they believe Oracle's $24 wasn't adequate and did not reflect peopleSoft's real value. It become clear to us that the vast majority of our stockholders would accept $ and Oracle was willing to pay for it.You should know, and I hope you would expect, that I am deeply saddened by this outcome. We have come so far under such trying circumstances over the past eighteen months, and especially the past two and a hall' months. PeopleSoft had gained significant momentum in all areas of our company, including with customers, prospects, and in the financial community.Over the next few weeks, we will be working with Oracle to ensure that you get answers to as many questions as possible that you have. I believe some of you will find interesting opportunities at Oracle, others will take your talents and work elsewhere the area that you live, while another group may have difficulties finding rewarding job experiences. It is to this last group that I offer my sincerest apologies for not figuring out a different conclusion to our 18-month saga.I know it is little comfort, but I am extraordinarily proud ofwhat we have accomplished over the past 17一plus years, andlonger in the case of JD I am even prouder of you for your perseverance and teamwork over the past eighteen months.I make a final that is to continue our work with our heads heldhigh.Whether it's serving customers, building products or workingon internal operations, 1'eopleSoft and the people atpeopleSoft have built their reputation as a company with class.Sincerely,DaveThe peoplesoft takeover 1 Listen to two accounts of the takeover by a commentator andan industry analyst, both close to the takeover. What are themain differences in the working environment and the wayemployees were rewarded at the two companies2 Listen again and answer the questions. Por each question(1-6), mark one letter (A, B or C) for the correct answer.1 What is said about how consultants are deployed in big IT consulting companiesA They are given jobs with a lot of responsibility.B They are often expected to learn on the job.C They only work on projects where they have proven experience.2 What does the commentator say about salaries at PeopleSoftA At least the company was open about its pay policy.B They were at the market rate for the job.C They were unacceptably low.3 How did employees feel about their CEO, Dave DuffieldA That he respected them and looked after them.B That he was ready to leave the company.C That he developed good software applications.4 What does the commentator imply happened after the mergerA The company's reputation sufferedB People grew to respect the new CEOC A lot of people lost their jobs.5 How does the industry analyst defend the company's growth strategyA He says size is very important in this industry.B If Oracle hadn't taken over PeopleSoft, someone else would have.C He says it will make them the biggest company in the sector.6 How does he explain the differences in company cultureA The two CEOs had a different philosophy.B The two companies were involved in different types of business.C There was no real difference.A prase releaseYou work in the press office of an insurance company that has recently taken over another company. Since the take-over there have been some negative reports about it. You decide to put outa press release. Include the following points.·Explain the business reasons for the take-over (to compete with other big insurance companies; to rationalise staffing)·Express your enthusiasm about the future opportunities for the merged company.·Thank all the employees for their support.·Reassure people that there won't be major job cuts.Begin like this:PRESS RELEASEInsure COLast month Insure Co was pleased to announce the acquisition ofABC Insurance. The new company brings together two leading insurance providers to form the world's third largest insurance company…4 Read this extract from an article in Business Strategymagazine. Where do these four types of organisation belong inthe textstock brokers restaurants oil companies banksorganisational cultureRapid feedback and Low risk High riskReward Work-hard, play-hard Tough-guy machoSlow feedback and culture cultureReward Process culture Bet-the-companycultureA of attempts have been made to categorise the organisationand culture of different companies, but only two things seem certain: 1)that many different cultures and types of organisation can exist within each company一and 2)that the activity and sector play a crucial role in determining how work is organised. Deal and Kennedy recognised this when they proposed four different types oforganisational culture: Work-hard, play一hard culture tends to apply to companieslike software developers or (1) which need to react quickly to changing circumstances and fo work of a high tempo. Creativity often plays an important part in their work so they tend to be organised in a project-based way grouping people in teams to solve particular tasks. Tough一guy macho culture concentrates power around key personnel,but it will also devolve a lot of responsibility to the individual and emphasise decisions that affect the present rather than the future. Examples are (2) sports teams, police, the military Process culture applies to companies which have strict hierarchies and strict job roles, such as insurance companies (3) and public services. Strategy and direction seem to take second place to organisation and so hey are often, maybeunfairly, associated with plodding and 一company culture may also be present in companies with a hierarchical structure, but long-term planning and investment, involving high risk, is also a key feature, so direction and goals are generally clearer Examples are aircraft manufacturers and (4)5 Describe an organisation you know or have worked or studied in.1 How many people worked there2 What was its business/ speciality3 How was it organised4 How would you describe the cultureDid it fall into any of the categories described above In what waysAn employee survey6 Look at this survey from the same edition of Business Strategy magazine. Mark the six items that are most important to you (1is the most important).I prefer an organisation which emphasises:A Individual responsibility and empowerment of employeesB Teamwork and consensusC Clear lines of reporting and areas of responsibilityD Quick decision-taking and actionE Long-term, careful planningF Creativity, innovation and taking risksG Clear and consistent proceduresH Job securityI Customer satisfactionJ Measurable resultsK Employee welfareL Financial reward for employeesM Non-financial rewards (training,development)N Informal relationships between staff and management。

新编剑桥商务英语(高级)第三版1.2-1.31.2Asking and answering questionAn environmental accidentThe Daily ReporterTankerGrounded200 tonnes of oil leak into sea1 .Following this news announcement a journalist interviews a spokesperson from the company that owns the tanker. Listen to the interview.1 What caused the accident?2 How many accidents has the ship been involved in?3 Does the spokesperson come out of it well?2Complete the questions the journalist asks.1 how this happened?2this isn't the first time this particular ship has been in an accident3And to do to limit the damage?4 this kind of accident is acceptable?5 It's a PR disaster for your company,Indirect questions3 Look at exercise 2. Study the structure of the indirect questions in sentences 1 and 4,and the tag questions in sentences 2 and 5.4 Convert the following questions into indirect questions.0 How many years' experience do you have in customer service?Can you tell me how many years' experience you have in customer Service?1 Where have you worked before?I'd be interested to know2 Are you an ambitious person?Would you say3 Have you gone as far as you can in your present job?Do you think ?4 Who are our main customers?Do you know ?5Convert the following questions into tag questions.0 Are you interested in a full一time job?You're interested in a full-time job ,are not you?1 Are you married?2 Can't you start tomorrow"?3 have you only worked for smaller companies?4 Did you manage to find our offices easily'?5 Is this your first real job?6 Would you be able to work part-time?A job interview6 How would you feel if you were asked these questions? How would you reply?1 Can you tell me why you think you'll be good at this job?2 Why should I employ you?3 You don't have much experience in this field, do you?4 You've taken quite a lot of time out from work .Why is that?5 You are quite a quietly-spoken person. Do you have trouble asserting yourself?G Now, your last job. Did you choose to leave?7 And what do you know about our company?8 So tell me what you did yesterday.7 Work with a partner. Each choose one of the following jobs to be interviewed for. Prepare five questions each and then lake it in turns to adopt the role of interviewer and interviewee. Try to put your interviewee `on the spot: firefighter restaurant manager web designerfundraiser for local sports club trainee investment advisor1.3Reading Test: Introduction andPart OneThe Reading Test has six parts, in which there are a total of 52 questions, and Lasts one hour. It carries 25% of the total marks. The texts are all business-related and vary between 150 and 500 words in length. Each part tests a particular reading skill or understanding of language structure.In the exam, you have an hour to read over 2,000 words, so try to develop your reading speed. The only way to do this is to practise:.Read English business texts, e g Time, Newsweek..Get your news from English Internet sites, e g the BBC, CNN.Part Text tune Skill focus Task1 Single text or 5 Beading for global meaning; Matching summariesshort texts (450 summarising to each section of textwords2 Single text (460- heading for detail; Inserting missing500 words) understanding structure sentences into text3 Single text(500- Reading for general meaning 4-part multiple choice600 words) and specific detail comprehension question4 Single text (250 Understanding meaning and Gap-fill; multiplewords) grammar of individual words choice (4-choice)5 Single text (250 finding missing words to Open gap-fill onewords} give meaning and cohesion Word per gap)6 Single teat (150- understanding grammatical Identifying incorrect of200 words) structure unnecessary wordsPast OnePart One is a test of reading for gist or global meaning. five texts or sections have to be matched to live sentences that summariese the general view being expressed in each. Follow these steps·Read the instructions twice and make sure you understand the context of the passages) and what you are being asked to do..Do not read the summaries first.·Bearing in mind what general information you are looking for, read the firsttext }umlthen try to summarise, in your head, the general view it expresses.·Now read the summaries and lind the one chat matches your own mental summary. ·repeat this procedure for each of the other four texts.summarising1 Write a one-sentence summary for this passage. Compare your answer with your partner.I favour a direct approach to interviewing where the questions really put the candidate under pressure and test their reactions. If you look at manuals on interviewing technique, you'll find that most advise you first to make the candidate feel at ease, and then to ask open-ended questions that give them the freedom to tall; and express themselves as they would like. But I think we're being far too nice here. By allowing people to dictate the direction of the interview, we run the risk of not discovering who they really are and wasting everyone's time.2 Following the approach described above, do this Reading Test Part One. Give yourself about twelve minutes.PART ONEQuestions 1-8. Look at the sentences below and at the five extracts from an article on employee motivation..Match each statement 1-8 to one of the extracts (A, B, C, D or E)..you will need to use some of the letters more than once..There is an example at the beginning (0).Example:0Job satisfaction is the key to an employee's motivation. D1 Companies usually try to motivate employees with extra payment or verbal praise.2Financial rewards don't work so well when the manager assesses performance himself3In the end, motivation has to come from the person himself.4Loyalty and commitment are two different things.5Employees are committed when they understand and believe in the company's aims. 6Most employees see rewards as an end in themselves.7How well you work does not depend on how good your working conditions are.8Good relations between managers and workers create the right working environment AFundamental to the issue of motivation is the distinction between employee loyalty to the company and employee commitment. Employees feel loyal when they feel comfortable and well looked after job security, reasonable conditions of pay, generous holiday entitlement, medical insurance and a good pension. Without these conditions an employee will feel neither loyalty to the company nor any motivation to work. But it is also possible that even with good conditions, the employee may not feel motivated. This is because performance is not directly related to working conditions: an employee can feel secure. whether he works hard or notBMotivation has more to do with commitment to the job. The conditions that produce commitment are different from those that inspire loyalty. Committed employees will have a clear sense of the goals of the company and understand their part in contributing to achieving them. Moreover, they will believe that these goals are worth working for: they will derive job satisfaction from what they do. So companies who want a motivated staff ought to be spending their time thinking about their goals and communicating these with enthusiasm to their staff.CInstead, the motivation debate seems to focus on rewards, either financial or non-financial. For example money is commonly used as an incentive for sales people or others with measurable targets to reach. Sometimes it is also used to reward employees whose performance has been evaluated subjectively by a line manager. This is less satisfactory. Verbal commendation is also used to motivate, from a simple word of encouragement in the employee's ear to a public award ceremony.DBut do all these types of rewards motivate people? Well yes, they do. They motivate them to get rewards. What they don't necessarily do is motivate them to be a committed employee and do a good job. What really motivates people is the level of satisfaction they find in their work. As Herzberg famously put it: 'If you want people motivated to do a good job, give them a good job to do‘ESo the real motivators are things which are intrinsic to the job: that the employee feels part of a unit that is working towards something worthwhile. And from this as long as communication between employee and management is open and respectful, will come recognition for good work, advancement in the company and personal growth. Thebest that companies can do is to create such an environment and then hope that within it people are able to motivate themselves。

Unit 1 The Three Sectors of the Economy
1b Key words and Expressions Produce electricity （=generate power发电） Mining of coal （煤矿开采） Pumping of oil （用泵抽取石油） Fuel （提供燃料） the generator （发电机） Laying of miles of cable （铺设几英里的电缆） carry the current （电流） to … （输送电力到。。。）
Unit 1 The Three Sectors of the Economy
1b Key words and Expressions Slide v. （滑行） Printed circuits（印制电路） Scatter v. （散布；四散开来） mosaic （镶嵌） Wires of （如同金属丝/电线一般） motorways （=speedways高速公路）
Unit 1 The Three Sectors of the Economy
1b What is the key point that this extract is making about economies? Answer: The text suggests（=gives hints暗示） that most people take for granted(想当然) the amazing complexity（复杂性） of the economic infrastructure(基础设施).
Unit 1 The Three Sectors of the Economy
2 Manufacturing and Services Key words and expressions: Loss(损失) Depend on (=count on依赖；取决于) To the extent (达到。。。的程度) Concern about (=care about关心；关注)

1.1 Working life1 What does this quotation mean to you?`Life is what happens to you while you're busy making other plans.'john Lennon, English singer& song writer (1940-19830)2 Discuss these questions.1 How many jobs do you expect to have in your life ? 1-3 4-7 8or more2 Would you prefer to be self-employed or an employee? Why ?3 in fifteen years’ time, do you expect to work more or less than now ?4 at what age do you expect to stop working ? 55 65 753Underline tire best word to complete each sentence.1 At the moment, people generally retire/resign at 652 I joined/applied for the company when I was 25 and have worked thereever since3 What's the best way to pay/reward our employees for good performance?4 About 700 staff were laid off/dismissed when the company lost the contract tosupply Toyota5 We have educated/trained our staff in the use of laser equipment.6 I'm going to leave/change the company at the end of the year.7 E and C Consultants recruits/employs from the top business schools.8 Companies need to offer parents of young children more flexible/overtime hours-9 they used only to offer permanent posts, but now most new contracts aretemporary/part-time ones.10 I have one day off/ holiday a week to attend a course at college.4 Make sentences with the words you didnt use in Exercise 3.5 Make nouns from thefollowing verbs.Attitude to work6 Do you think that people starting work now have a different attitude to work than their parents did? if so, in what ways?7 Look at the newspaper article and read the title. What does the title suggest to you?Read the article arid check if you were r fight.Young workers Want it all, nowOh, and they’ll need to take next Friday off ,tooTETROIT一Kurt Jennings, hoping to start a career in radio sales, thought he was prepared to answer any question during his recent interview. Then theradio executive opened the interview with, `So, we call you guys the Entitlement Generation". You imagine you're entitled to everything.' There is an impression that the current generation of young workers has high expectations for salary, responsibility and job flexibility, but little appetite for hard work and little sense of loyalty to a company`A lot of twenty-somethings have a hard time making the transition to work typically Kids who've had success early in life and who've become used to getting instant gratification,' says Dr. Levi Cohen, a peadiatrics professor.He says that coddling parents and colleges often fail to prepare students for the realities of adulthood and working life.Many employers, from corporate executives to restaurateurs, agree.`It seems they expect to hove in then first week everything that the veteran has worked 20 or 30 years to earn,' says Mike Amor, the owner of a Salt LakeCity chain of restaurants.Kurt had this reply 'for his interviewee at the radio station: `Maybe we were spoiled by your Generation. But "entitled" is too strong a word,' he said. `Do we think we're deserving if we're doing to go out there and break our backs for you'?Yes..'He ended up getting the-job.But some experts say that' having highexpectations, and tellin}} your boss what they are, isn't necessarily a bad thing.`It's true they're not all rushing to bury themselves in a cubicle a}记follow orders for the next 40 years, but why on earth should they?' asks .leaf Bartlctt, a University of Carolina psychologist8 Do you think the younger generation is spoiled and expects too much? .or do you think the older generation sacrificed their lives (and fun in their lives) for work?9 What do the following phrases from the text mean?1 little appetite for hard work2 twenty-somethings3 instant gratification4 coddling parents and colleges5 we were spoiled by your generation6 break our backs for you7 bury themselves in a cubicleGerund and infinitive1 Which of the verbs or phrases in the box take the gerund (-ing) and which ones take to infinitive (to do)?Be good at plan/intend /aim be worth fail be reluctanthave trouble/difficulty hope/expect manage succeed indecide think about/consider enjoy avoid involve havebe used to/accustomed to be willing/prepared2 Which of the following pairs of phrases is the odd one out grammatically? Why?1 be good at一be bad at2 be willing一be reluctant3 succeed in一fail4 enjoy一dislike3 Complete these sentences.0 when I retire, I plan to do some voluntary work for charity1 When I retire, I plan…2 I think I'm quite good at…3 Before attending a job interview, it's worth…4 My job involves…5 When speaking English, I often have difficulty…6 At work I feel satisfied if I manage…7 For my summer holiday this year, I am considering…8 If I was offered more money, I would be willing…9 The hardest thing abo ut starting a new job is getting used to…10 I get annoyed with colleagues if they fail…4 Choose five of the phrasesworking life.in exercise 1 and make sentences about your own working lifeThe future of human resources5 You will hear five human resources (HR) manages0s talking shout the key issues in human resources facing companies today.·The first time you listen, indicate which employee group in the workforce they are talking about.·The second time you listen indicate what actions they propose to take to deal with each issue.TASK ONE一EMPLOYEE GROUPA older employees (50-GO)B new recruitsC traineesD senior managementE young highly qualified employeesF womenG retired employeesH disabled workersA efforts to retain good employeesB the introduction of more flexible workingarrangementsC linlting salaries more closely to resultsD more focus on job training for employeesE encouraging people back from retirementF more support for working parentsG developing a more positive attitudetowards older workersH reducing staff costs6 You've heard the priorities of HR managers. What are your priorities for your working life? Consider the following:.flexible hours·working environment.pay。

2. Discuss these questions.
How many jobs do you expect to have in your life? 1-3, 47, 8 or more Would you prefer to be self-employed or an employee? Why? In fifteen years’ time, do you expect to be working more or less than now? At what age do you expect to stop working? 55, 65, 75

Useful expressions
• I expect to have at least 5 jobs, because with age and experience, I may develop new interests and aptitudes, therefore, I may change my job accordingly. • I can’t expect to have only one job because nowadays the employment market is subject to change. • I like changes, I like meeting different people and I want higher salary, so I may change jobs often until I find the job which can give me great job satisfaction. • I want to be self-employed, because I don’t want to work for somebody else. I want to be my own boss.

Product Development (New Products/Existing Market)
to roll out a new product(s) in a market with which you are already familiar.
requires the business to develop new abilities and continuously adapt the products until they achieve marketplace success.
Often the difference can be academic, but a take over is what happens when a larger company buys a smaller company and a merger is when two similar sized companies join together.
Subsidiary
R&D Division Headquarters Sales Offices
Main Plant Warehouse
Sales Offices
3. What is the different between the following words and phrase?
1. A sales office and a subsidiary 2. A warehouse and a plant 3. The headquarter and a division
Market Penetration (Existing Products/Existing Markets)
designed to give the business a greater percentage of market share.

1.2Asking and answering questionAn environmental accidentThe Daily ReporterTankerGrounded200 tonnes of oil leak into sea1 .Following this news announcement a journalist interviews a spokesperson from the company that owns the tanker. Listen to the interview.1 What caused the accident?2 How many accidents has the ship been involved in?3 Does the spokesperson come out of it well?2Complete the questions the journalist asks.1 how this happened?2this isn't the first time this particular ship has been in an accident3And to do to limit the damage?4 this kind of accident is acceptable?5 It's a PR disaster for your company,Indirect questions3 Look at exercise 2. Study the structure of the indirect questions in sentences 1 and 4,and the tag questions in sentences 2 and 5.4 Convert the following questions into indirect questions.0 How many years' experience do you have in customer service?Can you tell me how many years' experience you have in customer Service?1 Where have you worked before?I'd be interested to know2 Are you an ambitious person?Would you say3 Have you gone as far as you can in your present job?Do you think ?4 Who are our main customers?Do you know ?5Convert the following questions into tag questions.0 Are you interested in a full一time job?You're interested in a full-time job ,are not you?1 Are you married?2 Can't you start tomorrow"?3 have you only worked for smaller companies?4 Did you manage to find our offices easily'?5 Is this your first real job?6 Would you be able to work part-time?A job interview6 How would you feel if you were asked these questions? How would you reply?1 Can you tell me why you think you'll be good at this job?2 Why should I employ you?3 You don't have much experience in this field, do you?4 You've taken quite a lot of time out from work .Why is that?5 You are quite a quietly-spoken person. Do you have trouble asserting yourself?G Now, your last job. Did you choose to leave?7 And what do you know about our company?8 So tell me what you did yesterday.7 Work with a partner. Each choose one of the following jobs to be interviewed for. Prepare five questions each and then lake it in turns to adopt the role of interviewer and interviewee. Try to put your interviewee `on the spot: firefighter restaurant manager web designerfundraiser for local sports club trainee investment advisor1.3Reading Test: Introduction andPart OneThe Reading Test has six parts, in which there are a total of 52 questions, and Lasts one hour. It carries 25% of the total marks. The texts are all business-related and vary between 150 and 500 words in length. Each part tests a particular reading skill or understanding of language structure.In the exam, you have an hour to read over 2,000 words, so try to develop your reading speed. The only way to do this is to practise:.Read English business texts, e g Time, Newsweek..Get your news from English Internet sites, e g the BBC, CNN.Part Text tune Skill focus Task1 Single text or 5 Beading for global meaning; Matching summariesshort texts (450 summarising to each section of textwords2 Single text (460- heading for detail; Inserting missing500 words) understanding structure sentences into text3 Single text(500- Reading for general meaning 4-part multiple choice600 words) and specific detail comprehension question 4 Single text (250 Understanding meaning and Gap-fill; multiplewords) grammar of individual words choice (4-choice)5 Single text (250 finding missing words to Open gap-fill onewords} give meaning and cohesion Word per gap)6 Single teat (150- understanding grammatical Identifying incorrect of200 words) structure unnecessary words Past OnePart One is a test of reading for gist or global meaning. five texts or sections have to be matched to live sentences that summariese the general view being expressed in each. Follow these steps·Read the instructions twice and make sure you understand the context of the passages) and what you are being asked to do..Do not read the summaries first.·Bearing in mind what general information you are looking for, read the first text }umlthen try to summarise, in your head, the general view it expresses.·Now read the summaries and lind the one chat matches your own mental summary. ·repeat this procedure for each of the other four texts.summarising1 Write a one-sentence summary for this passage. Compare your answer with your partner.I favour a direct approach to interviewing where the questions really put the candidate under pressure and test their reactions. If you look at manuals on interviewing technique, you'll find that most advise you first to make the candidate feel at ease, and then to ask open-ended questions that give them the freedom to tall; and express themselves as they would like. But I think we're being far too nice here. By allowing people to dictate the direction of the interview, we run the risk of not discovering who they really are and wasting everyone's time.2 Following the approach described above, do this Reading Test Part One. Give yourself about twelve minutes.PART ONEQuestions 1-8. Look at the sentences below and at the five extracts from an article on employee motivation..Match each statement 1-8 to one of the extracts (A, B, C, D or E)..you will need to use some of the letters more than once..There is an example at the beginning (0).Example:0Job satisfaction is the key to an employee's motivation. D1 Companies usually try to motivate employees with extra payment or verbal praise.2Financial rewards don't work so well when the manager assesses performance himself3In the end, motivation has to come from the person himself.4Loyalty and commitment are two different things.5Employees are committed when they understand and believe in the company's aims. 6Most employees see rewards as an end in themselves.7How well you work does not depend on how good your working conditions are.8Good relations between managers and workers create the right working environment AFundamental to the issue of motivation is the distinction between employee loyalty to the company and employee commitment. Employees feel loyal when they feel comfortable and well looked after job security, reasonable conditions of pay, generous holiday entitlement, medical insurance and a good pension. Without these conditions an employee will feel neither loyalty to the company nor any motivation to work. But it is also possible that even with good conditions, the employee may not feel motivated. This is because performance is not directly related to working conditions: an employee can feel secure. whether he works hard or notBMotivation has more to do with commitment to the job. The conditions that produce commitment are different from those that inspire loyalty. Committed employees will have a clear sense of the goals of the company and understand their part in contributing to achieving them. Moreover, they will believe that these goals are worth working for: they will derive job satisfaction from what they do. So companies who want a motivated staff ought to be spending their time thinking about their goals and communicating these with enthusiasm to their staff.CInstead, the motivation debate seems to focus on rewards, either financial or non-financial. For example money is commonly used as an incentive for sales people or others with measurable targets to reach. Sometimes it is also used to reward employees whose performance has been evaluated subjectively by a line manager. This is less satisfactory. Verbal commendation is also used to motivate, from a simple word of encouragement in the employee's ear to a public award ceremony.DBut do all these types of rewards motivate people? Well yes, they do. They motivate them to get rewards. What they don't necessarily do is motivate them to be a committed employee and do a good job. What really motivates people is the level of satisfaction they find in their work. As Herzberg famously put it: 'If you want people motivated to do a good job, give them a good job to do‘ESo the real motivators are things which are intrinsic to the job: that the employee feels part of a unit that is working towards something worthwhile. And from this as long as communication between employee and management is open and respectful, will come recognition for good work, advancement in the company and personal growth. The best that companies can do is to create such an environment and then hope that withinit people are able to motivate themselves 夏天散文诗欣赏夏天散文诗欣赏原创/龚蕾1、夏天的音符一、夏天的风夏天，聆听风的声音，听自己的心声。

She smiled in greeting. 她微笑着打招呼。 She welcomed us with a cheerful
greeting. 她兴高采烈地打招呼欢迎我们。
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ppt课件
TWO KINDS OF GREETINGS
1)Formal/Informal 2)Greeting by words/Greeting
Good morning
before 12am
Good afternoon between 12am to 5pm
Good evening
after 5pm
Good night when leaving at night or going to bed
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ppt课件
UNSPOKEN GREETINGS
ppt课件
Unit 1
Greetings and Introductions
1
ppt课件
LEARNING OBJECTIVES :
How to make introductions? 1)How to introduce yourself? 2)How to introduce others? How to greet people when you
Between friends you can add dude（/dju:d/小伙 子）/man, etc. to the end
19
ppt课件
How are you? -- Pretty good. -- Fine, thank you. -- Nothing much. / Nothing special.
40
ppt课件
Miss. 小姐，用作未婚女子姓名之前 Mrs. 夫人， 太太 Ms. 女士, 用在婚姻状况不明的女子姓

剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。

Listening: Advices on franchises & Planning a seminar
Speaking: Discussing a schedule
Vocabulary: Types of business
Here are three different ways to start your own business. Work in pairs and think of one advantage and one disadvantage for each approach.
• Sale trader you are self-employed and set up the business on your own.
• Partnership you are self-employed and start the business with another person. You are both equally liable.
set up concept charge launch
branch out growth fee
But being a franchisee is unlikely to satisfy the most entrepreneurial. It doesn’t suit people who don’t want to follow the system. William Ewbank, the head of franchise sales at Domino’s Pizza, says, ‘If you’re massively entrepreneurial this isn’t for you. It’s a discipline, a club with rules. There is some independence --- our franchisees can charge their own prices although we’re strict on menu content. It’s running a business with help.’

可编辑修改精选全文完整版12.1 Crossing culturesVOCABULARYGlobalisation1Why do you think kofi Annan said this?‘…arguing against globalization is like arguing against the laws of gravity.’Kofi Annan, United Nations3What does the term globalization mean to you?4Mark the following aspects of globalization positive (+), negative (-) or don’t know (?).Compare and discuss with your partner.1 free trade (abolition of trade barriers)2 opening of markets3 social integration and merging of cultures (the global village)4 increased competition in the world market5 free movement of labour (migration of workers)6 free movement of capital7 development of advanced communications8 reduction in the cost of goods9 growing influence of multinational corporations5Which of these effects can you see particularly in your country?READINGCross-culture communication6Why is culture important to business people? Discuss with a partner.7 Read this opening passage from a book by Neil Bromford on cross-cultural communication. Choose the best‘blurb’to go on the back of the book.8 Think of a title for Neil Bromford’s book.9Look at these words (1-8) from the text above and find a synonym (A-I) for each.0 feature A unusual1 uncommon B aspect2 awareness C strange3 to lose face D knowledge4 to chat E to feel humiliated5 pressed for time F to weaken6 influence G to make conversation7 unfamiliar H in a hurryREADING1Make a list of three dos and three don’ts for people who have to do business in a different culture.2Dr A J Schuler gives advice on improving cross-cultural communication in organization. Read the text and choose the best word (A, B, C or D) to fill each gap.UNDERSTANDING CULTURAL DIFFERENCESDirect experienceThe best way to learn about another culture is to be thrown in at the deep end. In other words, get (0) _______ experience. Try to listen to the radio or watch TV programmes from that country or go to special clubs for that specific nationality or group-discussion groups, religious groups, dance groups, etc. In any kind of contact (1) ________ the time to listen and to learn.Don’t be afraid of differenceEven if others’behaviour seems strange of foreign, remember that differences are less (2) ________ than the things we all have in common. We are all made of the same DNA, and as human beings, we share many of the same (3)_______ and basic interests. Enjoy the things we share and at the same time, try to ‘enjoy’the differences.Understand your own cultureBy thinking about your own cultural behaviour and habits, you will open your mind(4)________the behaviour of others. Also this will help you-when you are interpreting the behaviour of an unfamiliar culture-to avoid applying your own cultural (5)________ .Avoid stereotypesWe find stereotypes useful because they help us to order our world and to categorise the different people and experiences in it. They also help to (6)_______ us when we feel uncertain. On the whole though, stereotypes are very superficial and don’t take account of individual differences. Also, because they can be defensive and made to protect us from uncertainty, they often (7)_______ negative wiews of a different culture.We live in a changing worldCultres change through time, and these days, in the ‘global village’ that we live in, this process is happening more rapidly. Don’t(8)________ the effect that your interaction with another culture will have on that culture. As you try to understand them and move(9)________ them, so they will do the same and the cultre that you thought you were dealing with will have changed.Think also about how your own cultural values are being received or accommodated by your foreign (10)_____as you both try to bridge the gap.0 A unique B fist-hand C original D personnel1 A take B have C spend D pass2 A many B numerous C ample D amount3 A motors B motivators C motivations D motifs4 A up B for C of D to5 A standards B mentality C figures D thought6 A assure B ensure C insure D reassure7 A make B promote C mean D reassure8 A undergo B underprice C underestimate D understand9 A to B across C close D towards10 A opposite B counterpart C relation D workmate GRAMMARGrammar TipAll the verb forms in exercise 3 are used to speculate about the past; in other words to wonder how things might have been different from what thy actually were. Speculation3What is implied about what actually happened in each of these cases?0 If I had listened to your advice, I would never have taken the rain.I took the train and it was a disaster.1 I would be a millionaire by now if I had taken up her offer.2 If I were braver, I would have told him what I thought.3 I shouldn’t have been so hasty in my judgment of her.4 I wish we had been taught to speak languages better at school.5 Without influential political connections, he wouldn’t have got so far.6 He should have thought before he spoke.7 She could have been anything she wanted to be, if she had put her mind to it.8 In hindsight, it might have been more polite to arrive a little early.4Complete the following sentences0 I’m glad she spoke good English. It could have been (could/ be) difficult otherwise.1 If I had known I was going to have to pay for myself, I _________(never/accept) their invitation.2 No-one would have heard me say I was leaving if he _________(not/put) the call on speaker phone.3 I know you didn’t want to go to their party, but you________(should/reply) to the invitation.4 Never eat raw vegetables-they__________(might/wash) in unclean water.5 You__________(should/not/take) a gift. No-one else did and I think the hosts were embarrassed.6 I really wanted to meet Anna- I wish you____________(introduce) me.5Study the following culturally sensitive situations. What is the best way to handle each situation?1 Serge prided himself on his adventurousness with food. Until, that is, Mr Sato, the company’s main Japanese supplier, invited him out to dinner and ordered them each a dish consisting of a small charred bird. As Serge hesitated Mr Sato proceeded to eat his bird whole, head and all.2 Tina was pressed for time. She was at the Milan trade fair only for one day with too many people to see and too many things to do. Her heart sank as she saw Umberto Ginelli approaching. Signor Ginelli was one of her best customers but always seemed to have all the time in the world to chat.3 Frank was known for telling jokes in poor taste and Stefan was dreading spending another evening with him, especially with his boss there, as he was easily offended. Then Frank began,‘Did you hear the one about the Irishman and the American tourist?’4 Maison Blanc was a very expensive restaurant and Sarah had always wanted to go there. But now she was there, she couldn’t relax. Malcolm had invited everyone in the team to celebrate his promotion, but it wasn’t really clear whether he was going to pay or each person had to pay for themselves.6 Have you had any similar experiences? Describe them to your partner. Ask what they would have done in the same situation.READING1 Work with your partner to answer the following quiz taken from the in-flight2 Compare your answers with the ones given. How did you do ? Are you surprised?LISTENINGUnderstanding business culture3 12.1 You will hear an extract from the radio series The real world of business. In this programme an American electronics entrepreneur talks about his experience of doing business in China. Listen and mark one letter(A, B or C) for the correct answer.1 Jim hadn’t realized that Guanxi wasA so vital in business.B so common in Chinese culture.C such a complicated principle.2 He defines Guanxi asA building a support network of collaborators in business.B the exchange of presents between collaborators.C the experience you gain from doing business over a long time.3 A lot of foreign companiesA use Chinese interpretersB fail because they don’t understand Guanxi.C try to form partnerships with Chinese business people.4 The Chinese government’s policy on bribery isA quite relaxed.B much stricter than it used to be.C to ignore it.5 You should show an interest inA the most important person in the group.B Chinese food.C Chinese culture and society.6 When you receive a business card you shouldA read it properly before putting it away.B not put it in your pocket.C give yours at the same time.7 One reason it takes time to get an agreement isA the Chinese don’t like to commit themselves.B there are often many levels of management to go through.C they will want to solve all the small problems first.8 The most important thing isA to be patient.B to understand the tax lawsC to learn some Chinese.WRITINGA market profile report4 Following a recent business trip to China to investigate the possibilities of importing teas, your manager has asked you to write a report on the particularities of doing business over there. Write the report, including the following points:●the aims of your visit.●How your meetings with tea manufacturers went.●The reaction of your potential business partners to your proposals.●Advice and recommendations for other colleagues who follow up this visit.。

新编剑桥商务英语（高级）第三版2.2-2.32.2Presenting factsFalling shares1.Read these two documents: a short article from a financial newspaper and a pre-Christmas advertisement from Kaptoys. What kind of company is it? What's the problem for Kaptoys?KaptoysChecking off your kid's Christmas wish list? Perhaps we can help. No-one stocks a bigger range of toys.Shares in Kaptoys fell again today by 2% prompting speculation that the company will post poor profits for the second quarter running. The fall would be in line with other high street retailers who have all reported quieter sales than normal for the period.2.Listen to the short speech by Sheila Kaplan, CEO of Kaptoys, to her Business Development department. Complete the notes on her instructions.Meeting with: Sheila KaplanDate Thursday 17 Aprilprogress with 3-year plan （1）Consequence （2）Action proposed: （3）Details to note: （4）Presenting facts3.After a month's research the Business Development team meet again to present their findings. Work with a partner. You are each going to prepare a presentation. ·Student A, look at the notes on the company on page 23 and prepare to presentit ·Student B, look at the notes on the company on page 127 and prepare to present it ·Before you make your presentation, look first at the language box below. Use and phrases that you find useful. 13emember that you are just presenting facts and not trying to sell something.Presenting factsOK. If everyone is ready, I'll begin./Shall we begin?/Shall we get started?I'm going to describe/present/explain/give you some information about…Please interrupt me if there's something that's not clear.Please leave your questions until the end and I'll answer them thenI'd like to begin by (saying/describing/explaining)…There are two/three/four key points to note about.，.Firstly…Secondly…a nd finally…It's also worth noting that…So, I think I've covered the main points.So, to sum up,…I'd like to invite your questions now./So, are there any questions?So, (if there aren't any more questions) I'll end there.171anks for your attention.Student ACompany name: Wheels Times 2Company type: Limited company, equal shares owned by two directors Date established: 1989Turnover: ￡24 million per yearNumber of employees: 65Main products: Children's and adults' bicycles; cyclingaccessories;cycling holidaysLocations: Sixteen retail outlets in major cities across the UK; goodInternet presence, with growing on-line sales Brief history: 1989-two mountain bike enthusiasts open shop in Manchester1992-voted best bike shop in UI< by Mountain Bike magazine1994-three new shops in London, Cardiff and Birmingham 1998-extends range, five new shops2000-offers cycling weekends and holidays2001-launches online bike shop2004-online sales hit￡lm mark2006-seven new shopsCore competencies: Technical knowledge of bicycles; customer serviceFinancial situation: Positive cashflow; good profit margins; quite high debtfrom recent investment in new shop premises Market prospects: Good. Cycling increasingly popular and bikes increasingly sophisticatedMarket price: Probably high4.Discuss which of the two companies would be a better acquisition target forKaptoys.2.3Speaking Test: Introduction and Part OneThe Speaking Test has three parts and lasts about fourteen minutes. For this part of the test you will be with at least oneother candidate (and sometimes two). It carries 25% of the total marks. Each part tests a different speaking skill.Exam SuccessFourteen minutes goes very quickly. Make sure you use every opportunity to take the floor and interact with the other candidate and the examiner, while respecting their right to do the same.Part Speaking task Grouping Length1 Talking about yourself One-to-one About 3and expressingOne-minute presentation on a2 business theme (choice of three) Individual and About 6 minutesfollowed by questions from other pairworkcandidates3. Discussion of a business scenario pairwork About 5 Minutesfrom promptsPart 1: tests your ability to have a conversation about yourself (past, present and future) and to give opinions on general topics.Part 2: tests your ability to organise, present and discuss information and ideas.Part 3: tests your ability to interact in a business context, using appropriate functional language (agreeing, making suggestions, justifying, etc).Part OnePart One should be a relaxed conversation. You can prepare by thinking about what to say about your studies, work, ambitions, interests and where you live. You can also learnidiomatic phrases for giving opinions, agreeing and disagreeing, etc. Talking about yourself and your workThese are questions the examiner might ask you in the first part of the Speaking Test. Match each question (1-8) with one of the answers (A-H) below.1 What do you like doing in your spare time? H2 Wh at do think of…as a place to live?3 What are you planning to do after the course?4 What kind of course is it?5 How would you describe your working environment?6 Tell me a bit about the company.7 What is your role exactly?8 How would you feel about working until you're 70?A We provide…services to the…industry.B I'm going to apply for a job with…C It's a tour-year degree course.D I like it, but I miss my home town.E It's quite relaxed/informal/traditional/dynamic.F I work as a junior manager/a trainee.G I'm not really sure it's necessary.H My main interests are keeping fit and traveling.Expressing opinions2 Discuss the points below with your partner. Use the phrases on page 130 to help. ·Do you think it's better to work for a big organization or a small company?·Can management of people be learned, or is it a natural quality?·What do you think will be the really big growth areas of the economy over the next fifteen years?3 Use these examiner's prompts to simulate Part One of thetest. Work with a partner and take it in turns to play the roles of examiner and candidate.Interview 1After general introductions, ask the candidate aboutwhere they live, focusing on:.the main industries of the town.employment opportunities.their opinion of the transport infrastructure.if they would prefer to live somewhere elseInterview 2After general introductions, ask the candidate aboutwhere they want to work in the future focusing on:.skills and training needed for the job.career prospects.rewards of the job (financial and non-financial).their opinion of the prospects for this sector。

1.2Asking and answering questionAn environmental accidentThe Daily ReporterTankerGrounded200 tonnes of oil leak into sea1 .Following this news announcement a journalist interviews a spokesperson from the company that owns the tanker. Listen to the interview.1 What caused the accident?2 How many accidents has the ship been involved in?3 Does the spokesperson come out of it well?2Complete the questions the journalist asks.1 how this happened?2this isn't the first time this particular ship has been in an accident3And to do to limit the damage?4 this kind of accident is acceptable?5 It's a PR disaster for your company,Indirect questions3 Look at exercise 2. Study the structure of the indirect questions in sentences 1 and 4,and the tag questions in sentences 2 and 5.4 Convert the following questions into indirect questions.0 How many years' experience do you have in customer service?Can you tell me how many years' experience you have in customer Service?1 Where have you worked before?I'd be interested to know2 Are you an ambitious person?Would you say3 Have you gone as far as you can in your present job?Do you think ?4 Who are our main customers?Do you know ?5Convert the following questions into tag questions.0 Are you interested in a full一time job?You're interested in a full-time job ,are not you?1 Are you married?2 Can't you start tomorrow"?3 have you only worked for smaller companies?4 Did you manage to find our offices easily'?5 Is this your first real job?6 Would you be able to work part-time?A job interview6 How would you feel if you were asked these questions? How would you reply?1 Can you tell me why you think you'll be good at this job?2 Why should I employ you?3 You don't have much experience in this field, do you?4 You've taken quite a lot of time out from work .Why is that?5 You are quite a quietly-spoken person. Do you have trouble asserting yourself?G Now, your last job. Did you choose to leave?7 And what do you know about our company?8 So tell me what you did yesterday.7 Work with a partner. Each choose one of the following jobs to be interviewed for. Prepare five questions each and then lake it in turns to adopt the role of interviewer and interviewee. Try to put your interviewee `on the spot: firefighter restaurant manager web designerfundraiser for local sports club trainee investment advisor1.3Reading Test: Introduction andPart OneThe Reading Test has six parts, in which there are a total of 52 questions, and Lasts one hour. It carries 25% of the total marks. The texts are all business-related and vary between 150 and 500 words in length. Each part tests a particular reading skill or understanding of language structure.In the exam, you have an hour to read over 2,000 words, so try to develop your reading speed. The only way to do this is to practise:.Read English business texts, e g Time, Newsweek..Get your news from English Internet sites, e g the BBC, CNN.Part Text tune Skill focus Task1 Single text or 5 Beading for global meaning; Matching summariesshort texts (450 summarising to each section of textwords2 Single text (460- heading for detail; Inserting missing500 words) understanding structure sentences into text3 Single text(500- Reading for general meaning 4-part multiple choice600 words) and specific detail comprehension question 4 Single text (250 Understanding meaning and Gap-fill; multiplewords) grammar of individual words choice (4-choice)5 Single text (250 finding missing words to Open gap-fill onewords} give meaning and cohesion Word per gap)6 Single teat (150- understanding grammatical Identifying incorrect of200 words) structure unnecessary words Past OnePart One is a test of reading for gist or global meaning. five texts or sections have to be matched to live sentences that summariese the general view being expressed in each. Follow these steps·Read the instructions twice and make sure you understand the context of the passages) and what you are being asked to do..Do not read the summaries first.·Bearing in mind what general information you are looking for, read the first text }umlthen try to summarise, in your head, the general view it expresses.·Now read the summaries and lind the one chat matches your own mental summary. ·repeat this procedure for each of the other four texts.summarising1 Write a one-sentence summary for this passage. Compare your answer with your partner.I favour a direct approach to interviewing where the questions really put the candidate under pressure and test their reactions. If you look at manuals on interviewing technique, you'll find that most advise you first to make the candidate feel at ease, and then to ask open-ended questions that give them the freedom to tall; and express themselves as they would like. But I think we're being far too nice here. By allowing people to dictate the direction of the interview, we run the risk of not discovering who they really are and wasting everyone's time.2 Following the approach described above, do this Reading Test Part One. Give yourself about twelve minutes.PART ONEQuestions 1-8. Look at the sentences below and at the five extracts from an article on employee motivation..Match each statement 1-8 to one of the extracts (A, B, C, D or E)..you will need to use some of the letters more than once..There is an example at the beginning (0).Example:0Job satisfaction is the key to an employee's motivation. D1 Companies usually try to motivate employees with extra payment or verbal praise.2Financial rewards don't work so well when the manager assesses performance himself3In the end, motivation has to come from the person himself.4Loyalty and commitment are two different things.5Employees are committed when they understand and believe in the company's aims. 6Most employees see rewards as an end in themselves.7How well you work does not depend on how good your working conditions are.8Good relations between managers and workers create the right working environment AFundamental to the issue of motivation is the distinction between employee loyalty to the company and employee commitment. Employees feel loyal when they feel comfortable and well looked after job security, reasonable conditions of pay, generous holiday entitlement, medical insurance and a good pension. Without these conditions an employee will feel neither loyalty to the company nor any motivation to work. But it is also possible that even with good conditions, the employee may not feel motivated. This is because performance is not directly related to working conditions: an employee can feel secure. whether he works hard or notBMotivation has more to do with commitment to the job. The conditions that produce commitment are different from those that inspire loyalty. Committed employees will have a clear sense of the goals of the company and understand their part in contributing to achieving them. Moreover, they will believe that these goals are worth working for: they will derive job satisfaction from what they do. So companies who want a motivated staff ought to be spending their time thinking about their goals and communicating these with enthusiasm to their staff.CInstead, the motivation debate seems to focus on rewards, either financial or non-financial. For example money is commonly used as an incentive for sales people or others with measurable targets to reach. Sometimes it is also used to reward employees whose performance has been evaluated subjectively by a line manager. This is less satisfactory. Verbal commendation is also used to motivate, from a simple word of encouragement in the employee's ear to a public award ceremony.DBut do all these types of rewards motivate people? Well yes, they do. They motivate them to get rewards. What they don't necessarily do is motivate them to be a committed employee and do a good job. What really motivates people is the level of satisfaction they find in their work. As Herzberg famously put it: 'If you want people motivated to do a good job, give them a good job to do‘ESo the real motivators are things which are intrinsic to the job: that the employee feels part of a unit that is working towards something worthwhile. And from this as long as communication between employee and management is open and respectful, will come recognition for good work, advancement in the company and personal growth. The best that companies can do is to create such an environment and then hope that withinit people are able to motivate themselves。

12.1 Crossing culturesVOCABULARYGlobalisation1Why do you think kofi Annan said this?‘…arguing against globalization is like arguing against the laws of gravity.’Kofi Annan, United Nations2 Complete the table(sometimes more than one adjective is possible).Noun Adjective(s)1 _______________social2 economy_______________3 competition_______________4 _______________growing5 influence_______________6 _______________Integrated7 corporation_______________8 development_______________3What does the term globalization mean to you?4Mark the following aspects of globalization positive (+), negative (-) or don’t know (?).Compare and discuss with your partner.1 free trade (abolition of trade barriers)2 opening of markets3 social integration and merging of cultures (the global village)4 increased competition in the world market5 free movement of labour (migration of workers)6 free movement of capital7 development of advanced communications8 reduction in the cost of goods9 growing influence of multinational corporations5Which of these effects can you see particularly in your country?READINGCross-culture communication6Why is culture important to business people? Discuss with a partner.7 Read this opening passage from a book by Neil Bromford on cross-cultural communication. Choose the best‘blurb’to go on the back of the book.CHAPTERE ONEOne feature of the global economy and the mobile workforce is that people are coming into contact with other cultures more and more. It’s not uncommon for a Spanish manager to be working for an American bank in Shanghai or English customer to phone a call centre in India that belongs to a German company.In business, awareness of cultural differences doesn’t just mean knowing about the habits of different countries: that Japanese people hate to lose face, that Saudis like to chat and are rarely pressed for time, that Norwegians dislike the use of political influence in business.Cultual differences may exist between one country and another, but unfamiliar behaviour can just as easily be found between two companies, or two departments, or two social groups, or two generations, or between men and women. A lack of awareness of this fact can seriously undermine your effectiveness in business. This book attempts to …1A great insight into the ways that different nationalities like to conduct business. Indispensable reading for all international managers.2In this new guide to cross-cultural communication, Neil Bromford highlights the effects of globalization and its implications for the way we interact with each other.3A refreshing look at cross-cultural communication that takes into account the differences that exist not only between national groups but also within companies and society itself.8 Think of a title for Neil Bromford’s book.9Look at these words (1-8) from the text above and find a synonym (A-I) for each.0 feature A unusual1 uncommon B aspect2 awareness C strange3 to lose face D knowledge4 to chat E to feel humiliated5 pressed for time F to weaken6 influence G to make conversation7 unfamiliar H in a hurryREADING1Make a list of three dos and three don’ts for people who have to do business in a different culture.2Dr A J Schuler gives advice on improving cross-cultural communication in organization. Read the text and choose the best word (A, B, C or D) to fill each gap.UNDERSTANDING CULTURAL DIFFERENCESDirect experienceThe best way to learn about another culture is to be thrown in at the deep end. In other words, get (0) _______ experience. Try to listen to the radio or watch TV programmes from that country or go to special clubs for that specific nationality or group-discussion groups, religious groups, dance groups, etc. In any kind of contact (1) ________ the time to listen and to learn.Don’t be afraid of differenceEven if others’ behaviour seems strange of foreign, remember that differences are less (2) ________ than the things we all have in common. We are all made of the same DNA, and as human beings, we share many of the same (3)_______ and basic interests. Enjoy the things we share and at the same time, try to ‘enjoy’ the differences. Understand your own cultureBy thinking about your own cultural behaviour and habits, you will open your mind(4)________the behaviour of others. Also this will help you-when you are interpreting the behaviour of an unfamiliar culture-to avoid applying your own cultural (5)________ .Avoid stereotypesWe find stereotypes useful because they help us to order our world and to categorise the different people and experiences in it. They also help to (6)_______ us when we feel uncertain. On the whole though, stereotypes are very superficial and don’t take account of individual differences. Also, because they can be defensive and made to protect us from uncertainty, they often (7)_______ negative wiews of a different culture.We live in a changing worldCultres change through time, and these days, in the ‘global village’ that we live in, this process is happening more rapidly. Don’t(8)________ the effect that your interaction with another culture will have on that culture. As you try to understand them and move(9)________ them, so they will do the same and the cultre that you thought you were dealing with will have changed.Think also about how your own cultural values are being received or accommodated by your foreign (10)_____as you both try to bridge the gap.0 A unique B fist-hand C original D personnel1 A take B have C spend D pass2 A many B numerous C ample D amount3 A motors B motivators C motivations D motifs4 A up B for C of D to5 A standards B mentality C figures D thought6 A assure B ensure C insure D reassure7 A make B promote C mean D reassure8 A undergo B underprice C underestimate D understand9 A to B across C close D towards10 A opposite B counterpart C relation D workmate GRAMMARGrammar TipAll the verb forms in exercise 3 are used to speculate about the past; in other words to wonder how things might have been different from what thy actually were. Speculation3What is implied about what actually happened in each of these cases?0 If I had listened to your advice, I would never have taken the rain.I took the train and it was a disaster.1 I would be a millionaire by now if I had taken up her offer.2 If I were braver, I would have told him what I thought.3 I shouldn’t have been so hasty in my judgment of her.4 I wish we had been taught to speak languages better at school.5 Without influential political connections, he wouldn’t have got so far.6 He should have thought before he spoke.7 She could have been anything she wanted to be, if she had put her mind to it.8 In hindsight, it might have been more polite to arrive a little early.4Complete the following sentences0 I’m glad she spoke good English. It could have been (could/ be) difficult otherwise.1 If I had known I was going to have to pay for myself, I _________(never/accept) their invitation.2 No-one would have heard me say I was leaving if he _________(not/put) the call on speaker phone.3 I know you didn’t want to go to their party, but you________(should/reply) to the invitation.4 Never eat raw vegetables-they__________(might/wash) in unclean water.5 You__________(should/not/take) a gift. No-one else did and I think the hosts were embarrassed.6 I really wanted to meet Anna- I wish you____________(introduce) me.5Study the following culturally sensitive situations. What is the best way to handle each situation?1 Serge prided himself on his adventurousness with food. Until, that is, Mr Sato, the company’s main Japanese supplier, invited him out to dinner and ordered them each a dish consisting of a small charred bird. As Serge hesitated Mr Sato proceeded to eathis bird whole, head and all.2 Tina was pressed for time. She was at the Milan trade fair only for one day with too many people to see and too many things to do. Her heart sank as she saw Umberto Ginelli approaching. Signor Ginelli was one of her best customers but always seemed to have all the time in the world to chat.3 Frank was known for telling jokes in poor taste and Stefan was dreading spending another evening with him, especially with his boss there, as he was easily offended. Then Frank began,‘Did you hear the one about the Irishman and the Americantourist?’4 Maison Blanc was a very expensive restaurant and Sarah had always wanted to go there. But now she was there, she couldn’t relax. Malcolm had invited everyone in the team to celebrate his promotion, but it wasn’t really clear whether he was going to pay or each person had to pay for themselves.6 Have you had any similar experiences? Describe them to your partner. Ask what they would have done in the same situation.READING1 Work with your partner to answer the following quiz taken from the in-flight magazine International Business Traveller.CHINA RULESDoing business in China is now commonplace for many western companies and understanding Chinese business culture is a key to success. How well do you know the rules? Try our quiz and find out.1 when you first meet your Chinese partner, you shouldA shake hands.B just nod your head.C bow.2 Exchanging business cards isA important.B unimportantC unnecessary(no-one reads them anyway)3 At the beginning of your discussionA exchange a little small talk.B take time to get to know each other.C get straight to the point.4 Address your Chinese partnerA by his first name.B by his surnameC by his formal title.5 When attending a business meetingA dress casually.B dress formally.C dress in smart casual clothes.6 If you are visiting for the first time from a foreign countryA bring a substantial gift.B bring a small gift.C avoid giving gifts.7 When it comes to negotiating terms and prices, bear in mind thatA Chinese people like to haggle.B most contracts are non-negotiable.C once agreed, the terms cannot be changed.8 Mentioning that you know important or influential people is consideredA very useful.B normal.C bad taste.9 At a meal it is normal to propose a toast toA the leader of the Chinese state.B the most important person present.C no-one.10 You should treat your business partner asA just a business partner.B a mentorC also a friend2 Compare your answers with the ones given. How did you do ? Are you surprised?LISTENINGUnderstanding business culture3 12.1 You will hear an extract from the radio series The real world of business. In this programme an American electronics entrepreneur talks about his experience of doing business in China. Listen and mark one letter(A, B or C) for the correct answer.1 Jim hadn’t realized that Guanxi wasA so vital in business.B so common in Chinese culture.C such a complicated principle.2 He defines Guanxi asA building a support network of collaborators in business.B the exchange of presents between collaborators.C the experience you gain from doing business over a long time.3 A lot of foreign companiesA use Chinese interpretersB fail because they don’t understand Guanxi.C try to form partnerships with Chinese business people.4 The Chinese government’s policy on bribery isA quite relaxed.B much stricter than it used to be.C to ignore it.5 You should show an interest inA the most important person in the group.B Chinese food.C Chinese culture and society.6 When you receive a business card you shouldA read it properly before putting it away.B not put it in your pocket.C give yours at the same time.7 One reason it takes time to get an agreement isA the Chinese don’t like to commit themselves.B there are often many levels of management to go through.C they will want to solve all the small problems first.8 The most important thing isA to be patient.B to understand the tax lawsC to learn some Chinese.WRITINGA market profile report4 Following a recent business trip to China to investigate the possibilities of importing teas, your manager has asked you to write a report on the particularities of doing business over there. Write the report, including the following points:●the aims of your visit.●How your meetings with tea manufacturers went.●The reaction of your potential business partners to your proposals.●Advice and recommendations for other colleagues who follow up this visit.。

剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。

新剑桥商务英语（高级）习题答案En glish for Bus in ess StudiesKey to Unit 01: The three sectors of the economyThis unit covers a lot of basic vocabulary concerning developed econo mies 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 decli ne of manu facturi ng in dustry and its replaceme nt by services. There is an extract from a magaz ine in terview with an econo mist and an in terview with a British Member of Parliame nt on this issue.1a Vocabulary p09Ide ntify the most prominent features in this photograph, which illustrates various importa nt eleme nts of the in frastructure of a moder n in dustrialized coun try. The photo clearly shows a large factory (the Un ilever factory in Warri ngton, En gla nd) in the cen ter, with more factories, in dustrial un its, or warehouses in the top right-ha nd corner. The large factory seems to in clude some office buildi ngs. Also visible are agricultural la nd (in the backgro und; the land in the foreground doesn ' t appear to be cultivated), a river, a railway and several roads,and hous ing, perhaps with a school in the cen ter of the hous ing estate top left.1b Reading p10What is the key point that this extract is making about economies?The text suggests that most people take for gran ted the amaz ing complexity of the econo mic in frastructure.1c Comprehe nsion p111.ln lines 4-7, Robyn sees examples of all three. What are they?Ti ny fields (the primary sector), factories (the sec on dary sector), and railways, motorways, shops, offices, and schools (the tertiary sector).2. The long sentence from lines 12-28 lists a large nu mber of operati onsbel onging to the differe nt sectors of the economy. Classify the 18 activities from the passagePrimary sector: digg ing iron ore, mining coal.Secondary sector assembli ng, buildi ng, cutt ing metal, lay ing cables, milli ng metal, smelt ing iron, weldi ng metal.Tertiary sector: advertis ing products, calculati ng prices, distributi ng added value, maintenan ce, marketi ng products, packagi ng products, pump ing oil, tran sportati on.3. Ca n you thi nk of three importa nt activities to add to each list (not n ecessarily in relati on to the kettle)?Primary sector: farmi ng (agriculture), fishi ng and forestrySecon dary sector manu facturi ng, tran sform ing and process ingTertiary sector: financing, designing, retailing2a Reading p121. W hy do people worry about the decli ne of manu facturi ng?Because they think it will lead to un employme nt.2. W hich activities are as importa nt as the producti on of goods?Desig ning goods, persuadi ng people to buy them; arts and en terta inment.3.Should people worry about this state of affairs?No, because it is a n atural, progressive and in evitable developme nt.2b Liste ning p13Liste n to a short in terview with Denis MacSha ne, a British Member of Parliame nt for the Labor Party.Does he hold the same view as J. K. Galbraith?Denis MacSha ne quite clearly disagrees with Galbraith.1. W hy does MacSha ne think that manu facturi ng has a future?Because there are many new products that have to be inven ted to serve new n eeds.2. Why does MacSha ne think that manu facturi ng has a future in the adva need countries?Because these coun tries have product ion tech no logy that requires very little labor in put.3. Why, however, is this manufacturing uniikely to solve the problem of un employment?Precisely because it requires very little labor in put.4. W hat does MacSha ne mean by 'in theory there should be no moremanu facturi ng ' in Switzerla nd? (It is this theory that makesynpsople arguethat manu facturi ng must move to -dev'iopsed coun tries.)The conventional theory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerla nd are the highest in the world. (As is the cost of liv in g!) 5. Why does he say it is surprising for a British company to be buying Swiss goods? Because the pound sterl ing has, over the years, lost a great deal of value aga inst foreig n curre ncies, 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) in dustries.7. Match up the following expressions and definitions:1. to convert itself. B/ to change from one thing to another2. to serve needQ/ to satisfy people ' s desires or requirements3. Labor in put A/ manual work4. to stumble onE/ to discover someth ing by accide nt5. to be dubiousC/ to be un certa in, disbeliev ing2c Writing p13Summarize both Gallbraith 'MacSidanW s arguments in a short paragraph offewer the n 50 words.A POSSIBLE SUMMARY Galbraith says that manufacturing industry will in evitably decli ne in the adva need in dustrial coun tries, and be replaced by desig n, advertis ing, en terta inment, and so on. MaSha ne says that manu facturi ng will cha nge, and make new products with new tech no logy.New words in this unit 01agriculture, bus in ess, compa ny, con sumer, econo mic, economy, employme nt, goods, in dustry, in frastructure, labour, manu facturi ng, primary sector, product, raw materials, sec on dary sector, tertiary sector, un employme ntUnit 2 Man ageme ntMan ageme nt is importa nt. The success or failure of bus in ess orga ni zati ons, gover nment in stitutio ns and public sector services, volun tary 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 man ageme nt, a critical view of the man ageme nt of one large America n mult in ati onal compa ny, and an in terview with the man ager of a British departme nt store, who discusses his job.Before the discussion on the qualities required by managers and the definition of management, maybe we an discuss the cartoon. What ' s the joke? We can assume that Mr. Farvis runs this compa ny (his n ame is on the door). What can we say about his man agerial skills, or his appare nt lack of them?Discuss in pairs for two minu tes what exactly man agers do, concerning orga nizing, sett ing objectives, allocati ng tasks and resources, com muni cat ing, motivati ng, and so on.1a Discussi onWhat is man ageme nt? Is it an art or a scie nee? An in st inct or a set of skills and tech niq ues that can be taught?Man ageme nt is a mixture of inn ate qualities and lear nable skills and tech niq ues.What do you thi nk makes a good man ager? Whichour of the follow ing qualities do you thi nk are the most importa nt?Bei ng decisive: able to make quick decisi onsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so onBei ng frie ndly and sociableBei ng able to com muni cate with people --Bei ng logical, rati onal and an alyticalBeing able to motivate and in spire and lead people ——Bei ng authoritative: able to give ordersBeing compete nt: knowing one ' s job perfectly, as well as the work of one ' s subord in ates ——Being persuasive: able to convince people to do thingsHavi ng good ideas ----Are there any qualities that you thi nk 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 Readi ngPeter Drucker, the (Austria n-bor n) America n man ageme nt professor and con sulta nt, is the author of many books about bus in ess. 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 discussi on, or others you did not choose.What is man ageme nt?Drucker ' s first point (setting objectives and developing strategies) presulyiab requires qualities J, H, E and A (not n ecessarily in that order). The sec ond point (orga nizing) presumably also requires H, E and J. The third point (motivati on and com muni cati on) embraces F, D, I and probably C. The fourth point (measuri ng performa nee) probably requires H and E. The fifth point (develop ing people) might require H, F, D and J. But all this is clearly ope n to discussi on.1c VocabularyComplete the followi ng senten ces with these words.Achieved; board of directors; com muni cate; inno vati ons; man ageable;performa nee; resources; sett ing; supervise1. managers have to decide how best to allocate the human, physical and capital resourcesavailable to them.2. Managers -- logically -have to make sure that the jobs and tasks given to their subord in atesare manageable.3. There is no point in settingobjectives if you don communicate them to your staff.4. Man agers have to supervise their subord in ates, and to measure, and try to improve, theirperformance.5. Managers have to check whether objectives and targets are being achieved.6. A top manager whose performanee is unsatisfactory can be dismissed by the company' Boardof directors.7. Top managers are responsible for the innovations that will allow a company to adapt to a changing world.1d VocabularyThe text contains a nu mber of com mon verb-noun part nerships (e.g. achieve objectives, deal with crises, and so on).Match up these verbs and nouns to make com mon collocati ons.Allocate resources (or people)Commun icate in formatio n (or decisi ons)Develop strategies (or people or subordi nates)Make decisionsMeasure performanceMotivate peoplePerform jobsSet objectivesSupervise subordinates2 Meet ings‘ One can either work or meet. One cannot do both at the same time. '(Peter Drucker: An In troductory View of Man ageme nt)What do you thi nk Peter Drucker means by this comme nt?Drucker obviously believes that work is largely someth ing that is doneindividually, and that meetings are not ‘ work' , but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringely ' s description of theman ageme nt style at IBM.Is he positive or negative about IBM ' s working culture?Robert Crin gely ' s history of the pers onal computer in dustry is very in formative,in places very critical, and also very funny. In this extract, he is extremely n egative about IBM, say ing that they put much too much effort into man ageme nt and worry ing about the possibility of making bad decisi ons, and not eno ugh into producing good, competitively-priced products.2b Comprehe nsionExplain in your own words exactly what Robert Cringely means in the following senten ces.1. Every IBM employee ' s ambition is apparently to become a manager. It seems as if the people who work for IBM are more in terested in being regarded as a man ager tha n as a computer desig ner or tech nician2. IBM makes man ageme nt the compa ny ' s sin gle biggest bus in ess.IBM' s corporate culture seems to place more emphasis on man ageme nt tha n on developing and selling the company ' s products.3. IBM executives man age the desig n and writ ing of software.IBM' s managers don ' t actually do the work of designing and writing software themselves, but orga nize 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 competitors5. The safety net at IBM is so big it is hard to make a bad decision.There is an exte nsive hierarchy and a system of checks and con trols which en sures that bad decisi ons are gen erally avoided (but good decisi ons 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 decmiohng process (and the consequent lack ofcompetitive ness of their products) will eve ntually destroy the compa ny.2c Vocabulary p18Find word in the text that mean the same as the words or expressions below.1. seem ingly apparently2. computer programs software3. work, time and energy effort4. computers (and other machines) hardware5. young workers still learning their jobs trainees6. knowledge and skill expertise7. levels or strata layers8. to make certain that something is true verify9. corrected or slightly changed amended10. collapse or failure downfall3 The retail sectorYou will hear part of an in terview with Steve Moody, the man ager of the Marks & Spen cer store in Cambridge, En gla nd.What do you know about Marks & Spen cer?M&S, as many people call them in Brita in sell clothes, household goods and food. They have bran ches all over Brita in, and are expa nding into con ti nen tal Europe.3a Liste ninglisten to part One, in which Steve Moody describes the role and responsibilities of a store man ager. Tapesript Part OneSTEVE MOODY so, as the store man ager in Cambridge, which is probably the fortieth largest of the 280 stores we have got, I am resp on sible 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 emplostaf t beactually sell thatmercha ndise, and orga nizing the day-to-day logistics of the operatio n. Much more running stores is about the day-today operation. And ensuring that that safe, and obviously because of the two hun dred people that we would no rmally have working here it ' s ensuring that they are well 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 compa nys prin ciples. Which of the following tasks is he responsible for?1. designing the store and its layout2. displaying the merchandise3. employing the sales staff4. ensuring the safety of staff and customers5. establishing the company ' s principles6. getting commitment from the staff7. increasing profits8. maintaining a pleasant working environment9. motivating staff10. organizing the day-to-day logistics11. pricing the merchandise12. running 40 out of 280 stores13. selecting the merchandise14. supervising the day-to-day running of the store15. training staff3b Liste ningListe n to Part Two, and an swer these questi ons.Tapescript Part Two INTERVIEWER How much freedom do those people have within their jobs to make decisi ons themselves? How much delegatio n is there of resp on sibility dow n the cha in? STEVE MOODY We would , as a bus in ess, like to en courage as much acco un tability and delegati on as possible. Of course that does depe nd 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 appeara nee in the Un itedKingdom' s high streets. It is quite important that when customers come intoMarks & Spencer ' s Cambridge they get the same appearanee 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 stateme nt that customers un dersta nd. So, there are obviously parameters anddiscipli nes that, you know, not only the staff but supervisi on and man ageme nt would follow. With in that, in terms of developme nt and training, trai ning is obviously an inv estme nt for all staff. If staff are trained to do their job well and they un dersta nd it, they will feel con fide nt in what they ' re doing, thaturn will give a better service to the customers, obviously from Marks &Spen cer' s point of view it could well lead to in creased sales.1. Why are Marks & Spencer ' s store managers limited in giving accountabilityto their staff and delegati ng resp on sibilities?Although marks & Spencer ‘ would like to en courage as much acco un tability and delegation aspossible ' , they have a corporate appearanee for all their stores, inall of which customers should get the same level of service. This limits the freedom of in dividual man gers to cha ngdhe stores: there are ‘ parameters anddiscipli nes that not only the staff but supervisi on and man ageme nt would follow2. What do they concen trate on in stead?In stead, they concen trate on staff developme nt and trai ning.3c liste ninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meet ings for members of staff where they can express views about what ' s going on in the store?STEVE MOODY We have a series of meeti ngs, man ageme nt and supervisory every weekwe have something which Marks & Spencer ' s call a focus group,which is members of staff who get together regularly from all areas of the store, so from the foodsecti on and perhaps the men swear secti on, from the office who do the stock and acco unting, and in deed the warehouse where people receive goods. They have meeti ngs, 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 the n have a meeti ng with members of man ageme nt 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 meetingsshould not be substitute for day-to-day com muni cati on and therefore if problems do arise in terms of the operati on, or an in dividual has got a problem in their work ing en vir onment, or in dde their immediate line man ager, or in deed 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 en courage a policy that they will come and talk to their supervisor or their man ager, to see what we can do to solve the problem.Steve Moody men ti ons two kinds of regular meeti ngs. The first is weekly meet ings for man ageme nt 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 sect ion, the men swear sect ion, the stock and acco unting office, the warehouse, and so).3. What are they designed to achieve?Staff can discuss problems in the store, and make suggesti ons for improveme nts. After this, they will meet with members of man ageme nt to discuss those issues and try to provide solutio ns.4. What kind of problems cannot be dealt with by meet in gs?In dividuals ' problems with their work or their line man ager, or eve n familyproblems5. How are such problems dealt with?In dividuals are en couraged to discuss such problems with their supervisor or man ager.3d Discussi onAfter readi ng and heari ng about man ageme nt, do you think you have the right skills to be a man ager? Would you be able, for example, to set objectives, motivate and coord in ate the staff, and man age a departme nt store, or a computer manu facturer?Some lear ners may decide that they have the n ecessary abilities to become a man ager or eve n a top man ager; others may env isage more specialized careers in a particular function such as marketing, finance, computing, accounting, and so on, which will not invo Ive man agi ng and coord in at ing a large nu mber of people and operatio ns.New words in this unit 02Allocate, ban ker, board of directors, chairma n, competitive, customer, director, distributor, function, hardware, inno vati on, inv estor, logistics, man ageable, man ageme nt, man ager, measure, meeti ng, mercha ndise, motivate, objective, orga ni zati on, pay, performa nee, promoti on ‘resources, software, staff, strategy, subordinate, supervise, supplier, tactics, team, top manager, trainee.Unit 3 Compa ny structureOne of the most importa nt tasks for the man ageme nt of any orga ni zati on employing more than a few people is to determine its organizational structure, and to cha nge this whe n and where n ecessary. This unit contains a text which outl ines the most com mon orga ni zati onal systems and exercise which focuses on the pote ntial con flicts among the differe nt departme nts of a manu facturi ng organization, an example of an organization chart, and a critical look at the flexible orga ni zatio nal structure of an America n computer compa ny.1a Discussi onThis discussion activity follows on naturally from activity 3d in the previous unit, about managing companies or having more limited responsibilities in a particular departme nt.1b Vocabulary1. Aut onom ous: C in depe ndent, able to take decisi ons without con suit ing a higher authority2. Dece ntralizati on: E divid ing an orga ni zati on into decisi on-mak ing un its that are not cen trally con trolled.3. Function: B a specific activity in a compa ny, e.g. product ion, market ing, finance4. Hierarchy: A system of authority with differe nt levels, one above the other.5. Line authority: F the power to give in structio ns to people at the level below in the cha in of comma nd6. Report to: G to be resp on sible to some one and to take in structi ons from him or her7. Subordi nates: D people working under someone else in a hierarchy1c Readi ngThe text summarizes the most com mon ways in which compa nies and other orga ni zati ons are structured, and men ti ons the people usually credited with inven ti ng functional orga ni zati on and dece ntralizati on. It men ti ons the more rece nt developme nt of matrix man ageme nt, and a well-k nown object ion to it. How arte most orga ni zati ons structured?Most compa nies are too large to be orga ni zed as a sin gle hierarchy. The hierarchy is usually divided up. In what way?What are the obvious disadva ntages of functional structure?(Discuss briefly in pairs) give some examples of sta ndard con flicts in compa nies betwee n departme nts with differe nt objectivesAre there any other ways of orga nizing compa nies that might solve these problems?A. Functional structureB. Matrix structureC. Line structureD. Staff structureBritish: pers onnel departme nt = America n: staff departme nt or huma n resources departme nt1d Comprehe nsionThe only adequate summary is the second. The first stresses the disadva ntages of hierarchies much more stron gly tha n the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix man ageme nt and teams are desig ned to facilitate com muni catio n among functional departme nts rather tha n among aut onom ous divisi ons.Second summaryMost bus in ess orga ni zati ons have a hierarchy con sist ing of several levels and a clear line of comma nd. There may also be staff positi ons that are not in tegrated into the hierarchy. The orga ni zati on might also be divided in to fun cti onal departme nts, such as product ion, finan ce, marketi ng, sales and pers onn el. Larger organizations are often further divided into autonomous divisions, each with its own functional sect ions. More rece nt orga ni zati onal systems in clude matrix man ageme nt and teams, both of which comb ine people from differe nt functions and keep decisi on-mak ing at lower levels.1e discussi onThe text men ti ons the ofte n in compatible goals of the finan ce, marketi ng and producti on (or operati ons) departme nt. Classify the followi ng strategies accord ing to which departme nts would probably favor them.Producti on man agers: 1.a factory worki ng at full capacity 4.a sta ndard product without optional features ll.machines that give the possibility of making various differe nt products. (1,4 and 11 would logically satisfy producti on man agers, although 11 should also satisfy other departme nts.) Marketi ng man agers: 2.a large advertis ing budget 3.a large sales force earning high commissi on 6.a strong market share for new products 7.ge nerous credit facilities for customers rge inven tories to make sure that products are available (2, 3, 6, 7, 9, would logically be the dema nds of market ing man agers) Finance man agers: 5.a stro ng cash bala nee 8.high profit margi ns 10.low research and developme nt spe nding 12.self-fi nancing (us ing reta ined earnings rather tha n borrowi ng) (5, 8, 10, and 12 would logically keep finance managers happy.)1f Describ ing compa ny structureNow write a description of either the organization chart above, or a company you kno w, in about 100-150 words.Here is a short description of the organization chart illustrated.The Chief Executive Officer reports to the Preside nt and the Board of Directors. The compa ny is divided into five major departme nts: Producti on, Market ing,Finan ce, Research & Developme nt, and Pers onn el. The Marketi ng Departme nt is subdivided into Market Research, Sales, and Advertis ing & Promoti ons. The Finance Departme nt contains both Finan cial Man ageme nt and Acco un ti ng. Sales con sists of two secti ons, the Norther n and Souther n Regi ons, whose heads report to the Sales Man ager, who is acco un table to the Marketi ng Man ager.2a VocabularyMatch up the words on the left with the definitions on the right.1. in dustrial belt: C an area with lots of in dustrial compa ni es, around the edgeof a city2. wealth: F the products of economic activity3. productivity: E the amount of output produced (in a certain period, using acerta in nu mber of in puts)4. corporate ethos: Aa company ' s ways of working and thinking5. collaboration: G working together and sharing ideas6. insulated or isolated: B alone, placed in a position away from others7. fragmentation: D breaking something up into pieces2b Liste ningListen to Jared Diamond, and then answer question 1. Listen a second time to check your an swers, and the n do questi on 2.1 Which of these do the part-se nten ces 1-8 refer to?A Route 128 (the in dustrial belt around Bost on, Massachusetts)B Silic on Valley (the high-tech compa nies in the area betwee n San Fran cisco andSan Jose, California)C IBMD Microsoft1 has lots of compa nies that are secretive, and don ' t com muni cate or collaborate with each other. (A)2 has lots of compa nies that compete with each other but com muni cate ideas and in formati on.(B)3 has always had lots of semi-i ndepe ndent un its compet ing with in the same compa ny, while com muni cat ing with each other. (D)4 is orga ni zed in an unu sual but very effective way (D)5 is curre ntly the cen ter of inno vatio n (B)6 used to have in sulated groups that did not com muni cate with each other (C)7 used to lead the in dustrial world in scie ntific creativity and imag in ati on (A)8 was very successful, the n less successful and is now inno vative aga in because it changed the way it was organized (C)。