01-04-2020-3rd Edition ML Pre-Int(1) (1171843), страница 22
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They've placed an order totalling £50,000 over the next year.A:" " " " " "1£15,000?B: No, £50,000!A: That's great! , , . . . . . , . . . .2 a few details?B: Sure. Basically, they want to buy up everything in the old range.A:_ ,.. ._ , _ ,. . ? the new range?B: After they sell the old range through, they'll start buying the new one.A: Which part numbers?B: They really like AC5959 and AC4536.A: Sorry, . .
. " . " . " .'' that.B: I said, they really like AC5959 and AC4536.A: . . . . . . . . . . . s they'd like the first delivery?B: Next week! . . . . . . . . . . . .6 confirm.A: . " " . . . . . . .7 for the great news.B: My pleasure. " .
. . . . . . . . .8 go now. Let's speak again soon.9 PlanningVOCABULARYComplete the e-mail below with the verbs in the box i n the correct tense.arrange consider do estimate forecastimplement keep meet prepare writeTo:Tomas@hcc.comFrom:Jamal@hcc.comcc:Subject:Leanna@hcc.comProject updateHi Tomas,Here's a brief project update. We've . .
. . . . . . . . . l a meeting with the design teamfor next Monday. Before that meeting, Leanna is going to . " " " . " 2 a scheduleto show how we can . . . . . . . . . . . .3 the December 1 delivery deadline. We've alreadyspent about €15,000, so I'm sure we aren't going to . . . . . . . . . . . .• within the budget.After the Monday meeting, we can . _ , . . . . . . . .
.5 the options for Plan B, becauseobviously Plan A has already failed. If we . . . . . . . . . . . .6 more research, we may beable to . . . " . . . . . . .7 higher sales and increase the budget. Also, when we . . . . . . . . . . . .8costs last year, we were expecting to manufacture here in Europe; however,we've found a factory in China that can do it cheaper, so we'll save some moneythere._ ,After the meeting next week, I'll . . . . . . . .
. . . .9 a formal report which will explain howwe can . . . . . . . . . w Plan B ._,All the best,Jamal94Scanned for Agus SuwantoU N IT C ,.,. REVISIONSKI LLSMatch the halves of these expressions.1 If you'll justa) comment on that?2 Just ab) to finish if I may.3 I'd likec) let me finish ...4 Could I sayd) saying is that ...5Could I justf) moment, please.6 Hold on7e) do you mean by ...
?.g) saymg ....7Sorry to8 How do youh) mean exactly?9 What exactlyi) interrupt, but ...10 Are youj)1 1 So what you'rek) something?a minute.Cultures 3: International conference callsPut the words in order to make tips for international conference calls.1 time I on I Be I for I call I the I .2 are I sure I in I place I Make I quiet I you I a I .3 possible I If I , I call I use I the I a I for I headset I .4 when I Use I you I the I are I 'mute' I not I button I speaking I .5conference call I Avoid I eating, drinking or I chewing gum I while I a I on I .6 to I the I 'mute' button I use I If I you I to I really need I have a drink, I remember I .7advance I in I Prepare I the I for I call I .
I you I what I Plan I to I need I say I may I.8 may I you I need I hand I Have I to I any I documents I close I .9 call leader I carefully I Listen I and I to be I by I invited to comment I the I wait I .10 speak I you I When speaking, I each time I it I are I can be helpful I to I say Iyou I who I .1 1 stay I topic I When I on I speak, I you I .12 long/ Make I speeches I short I rather I contributions I than I .13 not I Try I interrupt I to I speaking I when I people I are I they I .14 as typing will I be I for I noisy I the other participants I Avoid I taking notes Ion a computer I , I .95Scanned for Agus SuwantoSTARTI NG �IJ1!1What qualities and skills should a good manager have? Choose the six mosti mportant from the list.
Discuss your ideas with a partner.To be a good manager you need to:1be an expert.7make suggestions.2like people.8judge people's abilities.3focus on tasks, not people.9plan ahead.4 enjoy working with others.10be good with n umbers.5give orders.1 1 make good presentations.6listen to others.12be older than your staff.If you are managing people from different cultures, what other personalqualities and skills do you need?EXAMPLES:per)OI)ai qualities-: flexibilitys-kills-: 9ood at lal)9ua9eS"IITalk about the good or bad qualities of managers/bosses you have had.96Scanned for Agus SuwantoUNIT 10Verbs andprepositionsf3[JIIHMANAGING PEOPLE'Verb + preposition' combinations are often useful for describing skills andpersonal qualities.
Match the verbs (1-7) to the prepositions and phrases (a-g).A good manager should:1responda) in their employees' abilities.2listenb) to a deputy as often as possible.3dealc) to employees' concerns promptly.4believed) with colleagues clearly.5delegatee) with problems quickly.6 communicatef) in regular training courses for employees.7 investg) to all suggestions from staff.Which do you think are the three most im portant qualities i n Exercise A?Some verbs combine with more than one preposition.He reports to the Marketing Director.
(to someone)The Sales Manager reported on last month's sales figures. (on something)Say whether these combine with someone, something or both.1someonea) report to4b) agree onb) report on2a) apologise for5b) apologise to3a) agree witha) argue aboutb) argue witha) talk tob) talk aboutI:'JComplete these sentences with suitable prepositions from Exercise C.1I agreed . . . �it.J:. .
. her that we need to change our marketing strategy.2I talk . . . . . . . . . . . . my boss every Monday at our regular meeting.3We argued . . . . . . . . . . . . next year's budget for over an hour.4He apologised . . . . . . . . . . . . losing his temper.5We talked . . . . . . . . . .
. . our financial problems for a long time.6The Finance Director argued . . . . . . . . . . . . our Managing Director over profit sharing..7 I apologised . . . . . . . . . . . . Paula for giving her the wrong figures.8IJSee the DVD-ROMfor the i-Giossary.�WIICan we agree . . . . . .
. . . . . . the date of our next meeting?Write three questions using some of the 'verb + preposition' combinationsfrom Exercises A and C. Then work in pairs and ask each other the questions.EXAMPLE:WJ,o do yov commvnicate �r-�itJ, every day?join u p with another pair. Compare your answers to Exercise B aboveand Starting u p Exercise A. What is your ideal manager like? Are theymale or female?97Scanned for Agus SuwantoUNIT 10 .... MANAGING PEOPLEManagingpeopleEl,.>P C02.43 Laurie Mullins is the author of Management and organisationalbehaviour. listen to the first part of the interview and answer these questions.1Who was the first manager that impressed Laurie?2How do you spell his name?3What was his job?4 What three things did he emphasise?m..>» (02.44 Listen to the second part and complete these notes.Anita Roddick•••laurie Mullinsfounded The Body Shop in .
. . . . . . . . . . .1displayed a genuine . . . . . . . . . . . . . . . . . . . . . . . .2 towards staffstrong belief in:- environmental and . . . . . . . . . .3 issues- feminist principles- practical . . . . . . . . . . . .• to Third World countries.••.not possible to provide . . . . . . . . . . . .5 and social support without makingwas in business to make a . . . . . . . . .
. .6aprofit.Richard Branson•••IIWatch theinterview anthe DVD-ROM.founded the . . . . . . . . . . .7 brand in . . . . . . . . . .8over . . . . . . . . . . ? companiesfamous for combining a true . . . . . . . . . . .1 0 spirit with a genuine . . . . . . . . . . . .11 for people..,.>» CD2.45 Listen to the final part and complete this summary.All three managers had or have a genuine belief in effective . . . . .
. . .1 ; involvement and. . . . . . . . . . . _2 for their staff; . . . . . . . . . . . ? so that staff can see them, . . . . . . . . . . . .4 them; and theywere able to have immediate . . . . . . . . . . . .5 with them..All either did or do engender a genuine . . . . . ... .. . . .6 from members of their staff. All threehad or have a genuine belief in creating a climate of mutual consideration, .
. . . . . . . . . .7and . . . . . . . . . .8 with their staff.....liJManagementand motivation...ElI!JFT5.I n pairs, tell each other which manager you would like to work for. Why?What would you do if you were a director of your company or school andhad the power to change anything?Douglas McGregor, a US psychologist, argued that managers hold one oftwo theories about the people they have to deal with. Read this extractabout the two theories and say which you prefer, and why.Theory X is based on a fairly negative viewof human nature. II says that people areessentially lazy and uncomfortable withthe idea of having too much responsibilityfor anything. They only turn up to workfor the pay.
Employees have 10 be managedi n a strict way, otherwise nothing w i l lget done.98Scanned for Agus Suwanto1015Theory Y. on the other hand. suggestspeople may be capable of something morepositive - that they will seck out responsib i l ity and try to get better at their jobs.from which they can get signi ficant personal satisfac t i o n . Theory Y managershave h i gh expect at ions of their people.They are also much more likely to developa truly motivated workforce.UNIT 10II..
..MANAGING PEOPLERead the article below. Say which theory is probably supported by the managementof Ruby's company, and which by the management of Geraldine's company.FTShare the powerby Stefan SternWhat does employee engagementlook like i n practice? John Smythe,from the Engage for Change Consuls1015202st a n c y , offers t w o s i t u a t i o n s t oi llustrate i t .Imagine t w o d i fferent employees,c a l l e d Ruby and Gera l d i n e , whowork for d ifferent businesses.
I n thefirst s i t u a t i o n , Ruby is i n v i ted toattend a morn i n g meeting t i t l ed"Help our recovery"."The i n v i tation states that all partsof the company h a v e performedbadly, and that its parent company isunable to provide more cash forinvestment. It says that fast actionmust be t a k e n to s t a b i I ise t h esituation," M r Smythe explains.
"Buti t also says there are no secret plansfor extreme action. It says: 'We wantto c o m m u n i cate openly. We alsowant you and yolll· colleagues to takeownership with management to solvethe crisis, recognising that unpleasantoptions w i l l have to be on the table."'Ruby i s both concerned and flattered. She arrives at the meetingfee l i ng l i ke a player rather thana spectator.liJ30354045so55A two-month timetable is laid outin which she and her col leagues areinvited to use their knowledge to findachievable cost s a v i n g s w i t h o u tdamaging key business areas.In this process, Mr Smythe says.there are t h ree good q u e s t i o n semployees can be asked. What wouldthey do i f they:had a free hand in their day job?•were a director of the company?had to propose important changes?In this way. employees can fee l partof the decisions that are necessary.••They don't become dcmotivated.The alternative scenario.
w h i c hconcerns Geraldine. is less appealing.She i s also i n v ited to a meetingdescribed as a '"cascade briefing".R u mours have been s p re a d i n g ,d i rectors arc hard t o find, and therehas been hardly any communicationfrom the company."At the 'cascade · , her fears areconfirmed when, i n a PowerPointpresentation, the full extent of thet e r r i b l e s t a t e of t h e b u s i n e s si s revealed for t h e first t i me,"M r Smythe says.
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