new insights into business ocr small (835551), страница 3
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Then answer Student B'squestions.Name: Susan RobertsonName: Giancarlo PerettoAge: 29A g e :________________Nationality: Am ericanNationality:________Marital status: SingleMarital status:___Salary: $48,000 per annumSalary:______________Company: US Brands IncorporatedCompany:___________Present position: Brand Manager, worksPresent position:_____under the D irector o f MarketingBackground:Background:• MBA from the University o f Pennsylvania• Joined the com pany in 1999Present responsibilities:Present responsibilities:• In charge o f determ ining national marketing strategy for abrand o f paper tow els.• Heads a business team of 10 people which studiesconsum ers’ opinions o f com pany products.2 Work in pairs again.
Student A, look at the information below. Student B,look at the information on page 155.Student ARead the company profile and answer Student B's questions about it.Virginis a leading internationalcompany based inLondon. It was founded in1970 by Richard Branson,the present chairman. Thegroup has seven main divisions:cinema, communication, financial services, hotels,investments, retail and travel. Its retail segment isled by Virgin Megastores, a network of music andentertainment stores. Virgin operates in 23countries, including the United States, the UnitedKingdom, Continental Europe, Australia and Japan.In 1999, the combined sales of the different Virginholding companies exceeded £3 bn.12Now ask Student В questions about the companythat he or she has read about, and complete thenotes below.WritingWritea companyprofileinSpeaking2 to helpyou.for TESCO using the notes below.
Use the examplesN am e ofcom pany: TESCO p icEstablished/. 1924HeaAcjuarters: Cheshunt, near London) UKChairman/John C/ardinerBusiness a ctivities:Superstores a n d hyperm arkets -food) toys, clothesPersonalfin a n c e - banking, c re d it cards, loans, in su ra n ceЕ-сотж егсе - hom e shopping, books o n lin eIn te rn e t service pro vid erM ain markets: UK, Ireland) Trance, Cceclb Kepubllc,Hungary, Poland, Slovakia) South/ Korea, Thailand (plansforMalaysia/and Taiwan)1999 sales: £18.5 b nunitRecruitmentKey vocabularWhen a company needs to recruit or employ new people, it may decide to advertisethe job or position in the appointments section of a newspaper. People who areinterested can then apply fo r the job by sending in a le tte r o f application orcovering le tte r (US cover letter) and a curriculum vitae or CV (US resume)containing details of their education and experience.
A company may also askcandidates to complete a standard application form . The company's HumanResources department will then select the most suitable applications and prepare ashort list of candidates or applicants, who are invited to attend an interview .Another way for a company to hire is by using the services of a recruitm ent agency(US search firm ) who will provide them with a list of suitable candidates.Read the advertisement opposite from the website of the American companyCognex, and match the information below with the corresponding red boxes inthe advertisement.1234Cognex provides evening entertainment for its employees.There is a place for employees to play and unwind.Employees are given the opportunity to travel to foreign countries.Cognex likes to recognize and thank employees for their hard work.2In pairs, discuss these questions.12345What are the advantages and disadvantages of working for Cognex?Would you like to work for a company like this? Why / Why not?What do you think of this type of recruitment advertisement?What kind of person is Cognex hoping to recruit?What other ways can companies use to advertise for staff?Different methods may be used to recruit people.
In groups, discuss thefollowing.Candidates may be asked to:• tell a joke• take part in a team game with employees from the company• make a five-minute speech• complete a probation period before being acceptedEmployers may:• offer a job to the husband or wife of a good candidate• prefer to recruit people from the families of employees• ask candidates to complete a personality test• have candidates' handwriting analysed (graphology)Which methods do you think are acceptable / unacceptable? Why?Would it be possible to recruit like this in your country?14Recruitment ШЛNetsite:My)ЛHomeSearchNetscapedSecurityillStop[ www.cognex.comVhat's RelatedCOGNEXV ision fo r In d u stryC areer O p p o rtu n itiAbout Our CompanyPress ReleasesNew Graduate Opportunities and Intern"' ProgramsPresident's Awardsgiven yearly to topperformers, withbonuses up to $10,000Vision TechnologyCareer OpportunitiesInvestor RelationsCustomer Satisfaction(Click on the red boxes to go to more information on that topic)Cognex offers a wealth of exciting career opportunities for new graduates in all fields.
We also offer currentcollege students the ability to acquire some excellent professional experience through internships and co-opprograms. We conduct on-campus interviews and participate in career expos, and we’d love to meet you thenext time we’re at your school.an intern (US): someone w h o works fo r a short tim e to gain experience15unit tw oFor Hiring? I t’s Mind Over MatterBy Judith H. Dobrzynski5101520253035404550NEW YORK - Members of America’s professional andmanagerial classes have always left college confident of atleast one thing: they had taken their last test. From here on,they could rely on charm, cunning* and/or a record ofaccomplishment to propel them up the corporate ladder.But that’s not necessarily true any longer.
A growingnumber of companies, from General Motors Corp toAmerican Express Co., are no longer satisfied withtraditional job interviews. Instead, they are requiringapplicants for many white-collar jobs - from top executivesdown - to submit to a series of paper-and-pencil tests, roleplaying exercises, simulated decision-making exercises andbrainteasers*. Others put candidates through a long seriesof interviews by psychologists or trained interviewers.The tests are not about mathematics or grammar, norabout any of the basic technical skills for which manyproduction, sales and clerical workers have long beentested. Rather, employers want to evaluate candidates onintangible* qualities: Is she creative and entrepreneurial?Can he lead and coach? Is he flexible and capable oflearning? Does she have passion and a sense of urgency?How will he function under pressure? Most important, willthe potential recruit fit the corporate culture?These tests, which can take from an hour to two days,are all part of a broader trend.
‘Companies are getting muchmore careful about hiring,’ said Paul R. Ray Jr., chairman ofthe Association of Executive Search Consultants.Ten years ago, candidates could win a top job with theright look and the right answers to questions such as ‘Whydo you want this job?’.
Now, many are having to facequestions and exercises intended to learn how they getthings done.They may, for example, have to describe in great detailnot one career accomplishment but many - so that patternsof behavior emerge. They may face questions such as ‘Whois the best manager you ever worked for and why?’ or ‘Whatis your best friend like?’. The answers, psychologists say,reveal much about a candidate’s management style andabout himself or herself.The reason for the interrogations is clear: many hires*work out badly.
About 35 percent of recently hired seniorexecutives are judged failures, according to the Center forCreative Leadership in Greensboro, North Carolina, whichsurveyed nearly 500 chief executives.The cost of bringing the wrong person on board issometimes huge. Searching and training can cost from$5000 for a lower-level manager to $250,000 for a topexecutive. Years of corporate downsizing, a trend that hasslashed* layers of management, has also increased thepotential damage that one bad executive can do.
With thepace of change accelerating in markets and technology,*cunning: the ability to deceive people*o brainteaser: a problem w hich is fun to solve*intangible: s.th. th a t cannot be fe lt or described*o hire (US); a recruit (CB): someone w h o starts tow o rk fo r a com pany55606570758085companies want to know how an executive will perform,not just how he or she has performed.‘Years ago, employers looked for experience - has acandidate done this before?’ said Harold P.
Weinstein,executive vice-president of Caliper, a personnel testing andconsulting firm in Princeton, New Jersey. ‘But havingexperience in a job does not guarantee that you can do it ina different environment.’At this point, most companies have not shifted to thispractice. Some do not see the need or remain unconvincedthat such testing is worth the cost. But human-resourcespecialists say anecdotal* evidence suggests thatwhite-collar testing is growing in popularity. What hasbrought so many employers around to testing is a sense ofthe limitations in the usual job interview.
With so littleinformation on which to base a decision, ‘most people hirepeople they like, rather than the most competent person,’said Orv Owens, a psychologist in Snohomish, Washington,who sizes up executive candidates. Research has shown, hesaid, that ‘most decision makers make their hiring decisionsin the first five minutes of an interview and spend the restof the time rationalizing their choice.’Besides, with advice on how to land a better job aboutas common as a ten-dollar bill, many people are learning toplay the interview game.Even companies that have not started extensive testinghave toughened their hiring practices. Many now dobackground checks, for example, looking for signs of druguse, violence or sexual harassment.
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