01-04-2020-3rd Edition ML Pre-Int(1) (1171843), страница 44
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I've exceeded my targets byalmost 40 per cent, and none of the sales stall" has done better thanC02 TRACK 512345678910'calmness'calmweakness'weakflexi'bility'flexiblee'motione'motionalcon'sistencycon'sistcnt'sympathysympa'thcticfor'mality'formalen'thusiasmenthusi'asticcrea't-ivitycrc'ativcgetting such good results. It's not fair, is it? I should be getting the samesalary as her.S:situat,ion, you know that. We've all got to cut costs. There's no way thedirectors would approve such a huge increase in salary for you.
Well,not at the moment, anyway.R: ! understand what you're saying, but the fact is, I'm being underpaidfor the results I'm getting. I'm not happy about it. Not happy at all.Other sales staffare being treated much better than me . . . You know,there are other companies I could work for, don't forget that.S:founded, um, 20 years ago. Um, its base is in London, and, um, itsR: I'm just trying to tell you how 1 feel, that's all.S: OK, ! understand what you're saying. ! can see your point of view.Look, we do value your work, I can assure you.
But times arc verymain outputs are to, um, teach business and make business more awareof more effective ways of dealing with conflict. And our two primarydillicult at the moment. There's no way the directors would agree toareas of business arc first, skills: so we've been involved in training uppay you over $ 1 00,000 right away .
. . Let me suggest a compromise.to 40,000 mediators around the world. Um, and we're also involved inHow about if we give you an increase to, say, $80,000 now, andproviding services. So we have mediators who mediate, um, round thepromise to review your salary in six months' time?UK and round the world in business conflicts.R: $80,000 immediately and then a review . .
. Hmm, I was hoping for abit more . . . OK, ifyou guarantee I'll get a review later on, l guess I'dC02 TRACK 53 (I = INTERVIEWER, EC = EILEEN CARROLL)What arc the commonest causes of conflict at work?EC: We actually surveyed this last year, and the findings are interesting.The key problem is inappropriate communication or no communication.So l would say, avoidance; so that managers are not dealing withtheir employees as ellectively as they might. There's a lot ofEuropeanS:R:practices, and this docs lead to a lot of controversy in the workplace.l think other areas, um, arc: clash of personalities, culture, differentl promise you we'll do that. I'm Chairman of the Review Committeeand I'll make sure your salary is discussed.OK, I suppose that's acceptable.writing to you to confirm the increase.C02 TRACK 57 (P = PRESENTER, JK = jOAN KNIGHT)P: Good morning, Joan.
What can you tell us about Herman & CorrieTeas?belief systems, and interestingly, urn, I think a lot of employees feelj K: Well, they're well established, a very well-run company. They usuallythat their workloads can be very oppressive.make a profit, but some analysts think they could be doing a lot better.C02 TRACK 54 (I = INTERVIEWER, EC = EILEEN CARROLL)How do you help to resolve business disputes?EC: It's about trying to have an early dialogue and to recognise there is aP: Uh-huh.
What about their values, their principles?jK: OK, they're what we'd call a 'green' company. Very green. For example,they won't buy tea from suppliers if chemicals have been used to growproblem, and then it's about having a good process, and that involvesthe tea. And of course, they're against the use of any pesticides in thegetting key decision-makers to, um, allow enough time. So typically,um, we would say they need to allow at least half a day, but in a biggerbusiness problem, at least a day. And it's having a good agenda, and it'smaking sure that the difficult issues arc talked about in the right kindof format with a mediator, both privately and in a group as well, andthen private debriefs of the dillcrcnt protagonists in the conflict, andthen bringing together parts of those groups to actually improve thelevels of communication and to work on really constructive problemsolving, and a real focus on finding the solution.be happ)' with that.S: Right, I'm pleased to hear it.
I think we've covered everything. I'll belegislation now around the areas of sex discrimination and unfair work1:I'm not sure I like the tone ofwhat you're saying, Rachel. TI1reats won'tget you a:-�ywhere.Can you tell us about your organisation?EC: Our organisation, the Centre for Ellective Dispute Resolution, was1:Look, Rachel, I'm not going to discuss the salaries of the other staffwith you.
Put yourselfin our shoes. We're facing a difficult economicC02 TRACK 52 (I = INTERVIEWER, EC = EILEEN CARROLL)1:that.S: True, but a I 00 per cent increase? It's not going to happen.R: Look, I know for a fact that Sophie Legrand got a raise recently, andher salary's over S I 00,000.
She's doing the same work as me and notU N I T 1 1 CON FLICTpatientNinety days? Mm, er, we might find that a little difficult.R: Yes, that's why I'm here. I think I'm worth a lot more than that to theJD: He's very happy with it. He can't understand why some of the'patienceTI1at's fine. I think we've covered most things except terms ofpayment.C02 TRACK 56 (S = SCOTT, R = RACHEL)S: OK, Rachel, so you want to talk about your salary.
I see you'repayment system?consultants complain about it.Vle can probably get them to you within a week. How about that?Ifyou give us 90 days' credit, we'll sign the order today.A:many meetings, and he's made no contribution really to building upour database. He's not really a team player at all - very independent.Good.What about spare parts? Can you supply them pretty quickly?growing process.P:Right.I K: Another thing, they were one of the first tea companies to get acertificate as a fair-trade producer.P: Mm, impressive.jK: Yeah, they have very high standards indeed. 1hcy always invest part oftheir profits in the areas and communities which supply their tea, andthey promote production methods that benefit local agriculture andthe tea producers.
You know, they even try to recycle the boxes usedfor packaging. So you sec, they really care about the environment.164Scanned for Agus SuwantoAUDIO SCRIPTSP: Yeah, there's no doubt about that. One other thing you could mention,Joan. lllC company's got very loyal stafl� I believe. People say it'sC02 TRACK 63 OW = JAMES WALLMAN)JW: It's the Tesla Roadster. It's the new electric vehicle, which goes fromtheir biggest asset.
1l1ey have a policy of keeping workers, even whennought to 60 miles per hour in 3.4 seconds. I drove one in France in,economic conditions are really bad. 1l1ey'd rather lose money than layfrom, from Nice to Cannes, about a month ago, and I've never driven aofl' workers.car as exciting as this.JK: Yes, they really look after their workers, that's true.P: Do you think the management will recommend accepting UCC'sDriving it is like a cross between driving a Scalextric car, a bumper carthat you used to have at the old fun fairs - and probably still do haveat funfairs - and a rocket ship.
·n,e response that you have from theoflcr?accelerator is instant. So it's not like with a turbo lag, it's not driving aJK: Mm, I don't know, to be honest. But they'll be holding a meeting soon,and I suppose they'll make up their minds then. ! understand thepetrol-driven car, where there's some gap between when you push thecompany's staff are strongly against the offer, so the meeting will bepedal and it goes, it's absolutely instant. And as you release your footpretty lively.from the accelerator, the car slows down in the same way a ScalextricPS: OK, well - when we know, we'll invite you back to comment on thedecision, Joan.car does, when you pull on the trigger. So the Tesla is very exciting.CD2 TRACK 64 (I = INTERVIEWER, JW = JAMES WALLMAN)1:U N IT 12 PROD UCTSmoment that will give us new and exciting products.
Possibly one ofCD2 TRACK 581the most exciting is the driverless car, not because I don't like driving,SPEAKERbut sometimes driving can be very boring, driving in cities is a pain asI'm 20 years old and I've wanted a Ford Mustang since I was IO. I nowopposed to driving in the countryside. Driverless cars will be \vith ushave an eye-catching 1998 black Mustang coupe with leather scats.certainly by 2020. General Motors plan to have a driverless car on theThis car is fast and furious and is everything I have always dreamedroad by 2 0 1 8 .
Google has put money into this, Audi is putting moneyof. It has been virtually maintenance-free. I give my friends a rideinto this. We're in a position at the moment where cars are shiftingin it with the top clown, and they think it's awesome. Overall, it'sfrom completely driver-controlled to some control by the car itself, bycomfortable, reliable, gives great performance, has great interiorthe computer within the car.
And what we'll see over the next years isand exterior design and is fun to drive.the shift so that, just as with a 747 aeroplane, you can either drive itC02 TRACK 592yourself or hand it over to the machine to drive.SPEAKER1l1e best thing I've ever bought is a trampoline for my son anddaughter. 1l1ey've had hours and hours of fun playing on it with theirfriends .
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