01-04-2020-3rd Edition ML Pre-Int(1) (1171843), страница 24
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Reason: 'too busy'.Submits poor sales reports they lack detail.Is very happy with the presentpayment system.consultant (years of service)last yearprevious yearthree years agoPeter (12)283440Adriana (1)8--Klaus (9)223038Daria (6)141110Jackie (5)171512Ahmed (2)1110-You are a director of ACSA. You have been asked to give Diana Bishop some informal adviceabout how to improve the performance of the relationship consultants so that they work moreeffectively as a team and are more motivated.12Working in small groups, discuss these q uestions.•What are the main problems that Diana will have to deal•What solutions do you propose?•Should the payment system be changed?withwhen manag i ng the team?if so, how?It is very likely that Diana may soon be asked by head office to make one consultantredundant, in order to cut costs.
If this happens, which consultant do you think she shouldask to leave? What changes might Diana have to make as a result of her decision?Watch the Case study commentary on the DVD-ROM.WritingAs a director of ACSA, write the recommendation section of a report on the staff problemsand your proposed solutions. The report is for the CEO of ACSA.c:l Writing file page 129103Scanned for Agus SuwantoSTARTING U P12How good are you at managing conflict? Answer the questions i n this quiz.Then turn to page 135 to find out your score. Compare with a partner.You are in a meeting.
People cannotagree with each other. Do you:a) do nothing?b) intervene and propose something new?c) take sides with those you like?3You see two strangers. One beginsto h i t the other. Do you:a) pretend to be an off-duty policeofficer and ask them what isgoing on?5You are in the check-in queue ata n airport. Somebody pushes in.Do you:a) ask them to go to the back ofthe queue?d) suggest a 10-minute break?b) call the police?b) say nothing?c) shout at them to stop?c) complain loudly to everyone aboutYour two closest friends have and) walk away quickly?people jumping queues?d) report them to a n airport official?argument and stop speaking toeach other.
Do you:a) behave as though nothing hashappened?b) bring them together to discussthe problem?c) take the side of one and stopspeaking to the other?4Your neighbours are playing veryloud music late at n i g ht. Do you:a) ask them to turn it down?b) do nothing?c) call the police?d) play your own music as loudlyas possi ble?d) talk to each one separately6Acolleague criticises your work.Do you:a) consider carefully what they say?b) ignore them?c) get angry and criticise them?d) smile, but wait for an opportunityto take revenge?about the situation?104Scanned for Agus SuwantoUNIT 1 1 .... CONFLICTIEJCom plete the 'noun' and 'adjective' columns of this chart with the correctword forms.
Use a dictionary to help you if necessary.nounadjectiveopposite adjective1'patience'patient.2calmness.3weakness....... . . ..4flexibility· · · · · · · · · · · ·5emotion. ...... . ..6consistency.. . .. ... ..... . . .......7sympathy......... ..· · · · · · · · · · · ·8. ...... . ...formalinformal9enthusiasm............· · · · · · · · · · · ·.
. . . .. . . .creative.. . .. . . . .. ..10I]II.......... .. ... ................nervousstrong.... .. . . .................�)» CD2.51 Mark the stress on the noun and adjective forms in Exercise A. Thefirst one has been done for you. Practise the pronunciation with a partner.Then listen and check your answers.Opposite adjectives are formed in one of three ways:a) using a prefix such as un-, in- or im-: formal -+ informalb) using a different word: weak -+ strongc) using a paraphrase: friendly -+ not (very) friendly (= unfriendly)Complete the right-hand column of the chart in Exercise A with theopposites of the adjectives.liJIJISee the DVD-ROMfor the i-Glossary.4W0Complete these sentences with one of the adjectives from Exercise A or itsopposite.1He gets very angry if people are late for negotiations. He is very .
. � �.P.C?.t��'."'.t. . .2She always has ideas and easily finds solutions to problems. She is a very . . . . . . . . . . . .person.3He never shows anger, enthusiasm or disappointment during a negotiation.H e is totally . . . . . . . . . . . . .4He always agrees with everything his negotiating partner suggests. He is . . . .
. . . . . . . . .5I told him I was feeling really bad, and all he asked was 'Will you be able to meetthe deadline?' How can anyone be so . . . . . . . . . . . . ?6He likes people to feel comfortable and relaxed during a negotiation. He's a very. . . . . . .
. . . . . person.7He let the other side have everything they wanted in the negotiation. He was very8She is very . . . . . . . . . . . . . She keeps changing her mind all the time, which makes hervery difficult to negotiate with.Look again at the adjectives and their opposites. Choose what you thinkare the best and worst qualities for a negotiator. Then compare your ideaswith a partner and try to reach an agreement.Following your discussion i n Exercise E, which of the qualities do you thinkyou and your partner possess I don't possess? Discuss your ideas.105Scanned for Agus SuwantoUNIT ll .... CONFLICTResolvingdisputesa[JEileen Carroll..>» C02.52 Listen to the first part of an interview with Eileen Carroll, from theCentre for Effective Dispute Resolution, and answer these questions.1When was the centre founded?2Where is it located?3What does it do?4How many mediators has it been involved in training?,.>» C02.53 Listen to the second part, where Eileen talks about the commonestcauses of conflict at work, and complete this extract from the audio script.The key problem is inappropriate .
. . . . . . . . . . . 1 or no . . . . . . . . . . . . 2• So I would say, avoidance,so that managers are not . . . . . . . . . . . . 3 with their employees as effectively as they might.There's a lot of European legislation now around the areas of sex discrimination and. . . . . . . . . . . . '· work practices, and this does lead to a lot of controversy in the .
. . . . . . . . . . � .1 think other areas are: clash of personalities, . . . . . . . . . . . . 6 , different belief systems, andinterestingly, I think a lot of . . . . . . . . . . . . 7 feel that their workloads can be very oppressive.IIWatch theinterview onthe DVD-ROM.liJREADI N GConflictmanagementa[JIII:J,.>» C02.54 Listen to the final part and complete these notes on how to resolvebusiness disputes.1Have an early .
. . . . . . . . . . . .2Recognise there is a . . . . . . . . . . . . .3Have a good . . . . . . . . . . . . .4Get key decision-makers to allow enough . . . . . . . . . . . .5Have a good . . . . . . . . . . . .6Make sure difficult issues are . . . . . . . . . . . . .
. . . . . . . . . . .7Bring together parts of different groups to improve levels of . . . . . . . . . . . .8Work on problem-solving to find a . . . . . . . . . . . . .....I n pairs, talk about an example of conflict you have had and how youresolved it. How many of the methods in Exercise C did you use?When does joking or teasing become bullying?I n pairs, think of as many sources of conflict at work as you can.EXAMPLES:poor time-keep il)91 il)terruptil)9 peopleif) meetil)9>Read the article on the opposite page quickly and see how many of youranswers to Exercise B are mentioned.Read the article again and answer these questions.1What should managers do when teasing starts to become h urtful?2Why should managers note examples of inappropriate behaviour or language?3Why should managers get involved as soon as conflict develops?4What happens if managers ignore conflict and poor behaviour?5What are the advantages of return-to-work interviews?106Scanned for Agus SuwantoUNIT 1 1....CONFLICTI nterven i n g q u ickly i n cases of confl ictManagers should be sensitive to whenteasing starts to become hurtfu l .
Theys1015should be prepared to step in and havea quiet word with the team membersinvolved. The manager should i n formthose involved that, w h i l e plenty o fc o m m u n i c a t i o n i s encouraged, i t 'simportant that there is respect for otherpeople and that certain standards o fbehaviour are expected at work.
Themanager should have noted examplesof the types of behaviour or l anguagethat have been used that are inappropriate at work, so that those involvedwill understand what is unacceptable.It's much easier to have this conversation as soon as a manager starts to20have concerns about behaviour orearly signs o f conflict - to preventhabits from being formed and to ensure25that the manager is taken seriously.ft's much more difficult to be respectedif a manager appears to accept certainb e h a v i o u r by l e t t i n g a s i t u a t i o ncontinue for weeks o r months.Dealing with conflict directlyTaking action to manage confl i c tc a n appear quite worrying to somemanagers, but i t ' s an essential part30 of t h e i r role and respons i b i l it i e s .I f managers ignore unacceptablebehaviour, problems w i l l get worseuntil the discipli nary process has to beused or a formal complaint is made, by35 which time it w i l l be much harder toachieve a successful resolution.Some potential sources of conflict40at work are obvious, such as:• too much personal use of the Internetor e-mai I;.
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