market_leader_3e_-_intermediate_-_course_book (851943), страница 24
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Tick the expressions from the Useful language boxthat you hear.USEFUL LANGUAGEaJ STATI NG THEPROBLEMThe problem is,he's a really goodsalesman.The way I see itis he doesn't likerules.eJ EXPRESSINGQUALIFIEDAGREEMENTI!JbJ LOOKING ATOPTIONSSo, what are ouroptions?There are (two/several) ways wecould deal with this.f) MAKING ADECISIONI'm with you u p toa point, but it maynot work.The best wayto deal with theproblem is to talkto him.You could be right,but it's a riskystrategy.Let's see if we cansort this out.cJ DISCUSS I N GPOSSIBLE EFFECTSdJ CHANGING YOURAPPROACHIf we do that, h emay come to hissenses.Let's look at i t fromanother angle.One consequencecould be thathe gives in hisresignation.Let's consideranother approach.Why don't we dealwith it in a differentway?g) STATING FUTUREACTIONI'll arrange for Tomto meet us.The next thing to dois fix up a meeting.Role-play this situation.You are senior managers of a department store.
Your business is losing market share.You strongly suspect your main rival is using unfair methods to compete against you. Forexample, you are almost sure that your rival has been:a) trying to obtain information about your marketing strategy from an employee who hasjust left your company;b) offering members of your award-winning window-display team exceptionally highsalaries and bonuses to leave your organisation.Hold a meeting to consider how to solve the problems.101·pIesfit?�I» CD2.31 Two directors of the company, Ernesto and Ingrid,are talking about the problem. listen and make notes on theproblem. Then, working with a partner, summarise the ethicaldilemma which the company must deal with.UNIT 10 •• ETHICSDiscussion topics for the management meetingThe first item on the agenda is the new drug to treat river blindness.
Then there are two otherproblems relating to drugs that the company is developing. They are summarised below in adiscussion document which has been circulated to all participants attending the meeting.Read about the problems relating to two other drugs and note the key points.»Test resultson PX200,our new drugfor treatingheart diseaseThere is great interest i nPX200,New dietingproductOur R&D department has beendeveloping a new diet drinkwhich will help people loseweighl.The drink has beentested on animals, but somebecame sick in the early trials.which is in the final stages ofUp until now, we have beendevelopment.
Up until now, thereluctant to test new products ontest results have been impressive.animals since we claim to be anHowever, the reccnt series ofethical company. However, thetests has produced disappointingnew drink could be extremelyresults. It seems that some patientsprofitable when it is launched.have experienced severe breathingShould we continue to test thisdifficulties and other unpleasantproduct on animals or try toside effects after taking the drug,develop it without using themwhile most patients have receivedfor our research?significant benefits from it interms of lower blood pressureand less pain.Should we make public the resultsof this Icst, as we have done withpreviolls test results, or shouldwe withhold the information atthis stage?You are members of U P's board of directors. Holda meeting to discuss the three ethical dilemmas.One of you should lead the discussion.Agenda12 Test results for the PX200 (heart problems)2Use the agenda on the right to guide yourdiscussion.
The chairperson starts by brieflysummarising each problem.1The new drug for River Blindness3 Animal testing for a dieting productIn each case, start by discussing the optionswhich are available to UP to deal with theproblem. Then decide how to deal with thesituation. If you can't agree, take a vote.WritingWatch the Case studycommentary on theDVD-ROM.�VWrite a short report from the chairperson, summarisingthe decisions reached at the UP board meeting and givingreasons for them.=:J Writing file page 130103STARTING UPEIDiscuss the questions.1Which modern or historical leaders do you most admire? Which do you admire theleast? Why?2 What makes a great leader? Write down a list of characteristics.
Compare your listwith other groups.3 Are there differences between men and women as leaders? Why have most greatleaders been men?IIICharacteradjectivesEIIII1044Do you think great leaders are born or made?5Do you think first·born children make the best leaders?6What is the difference between a manager and a leader?In groups, think of someone you know who is in a powerful position.list three positive qualities and three negative qualities about this person.Then compare your ideas.Match the adjectives in the box to make pairs of contrasting ideas.EXAMPLE:a"ertive/diffideotcautiouscasualidealisticassErtivEencouragingdimde"!formalcriticaldecisiverealisticDo the same with the adjectives in this box.I dynamicradical ruthless distant conservative approachable principled laid·backIUNIT 11 •• LEADERSHIPIIIIIDDSee the OVO·ROMfor the i·Glossary.Complete the sentences with suitable adjectives from Exercises A and B.(For sentences 1-4, use Exercise A; for sentences S-a, use Exercise B.l1She doesn't like to rush into things.
She's careful and . . . . . . . . . . . .2He's very good at pointing out problems with people and systems in the company. He'soften . . . . . . . . . . . . , but this helps make improvements.3He's a serious, . . . . . . . . . . . . person, both in the way he dresses and in his dealings withpeople. Everyone knows he's the boss.4She has a very clear vision for the long·term future of the company, but many peoplethink she is too . . .
. . . . . . . . . .5He is a very . . . . . . . . . . . . man. He sacked anyone who got in his way.6O u r boss is friendly and . . . . . . . . . . . . She's very easy to talk to.1He's very . . . . . . . . . . . . . He doesn't like to try anything new now he's running the company.8She's very .
. . . . . . . . . . . . She would never approve any policies that were remotely unethical.Match the phrasal verbs (l-6l to the nouns (a-fl.1to take ona) a proposal/suggestion2to be up tob) the job3to put forwardc) criticism4to deal withd) your resignation5to hand ine) responsibility for something6to come in forf) a problemWhich of the phrasal verbs in Exercise D mean the following:a) to managec) to receivee) to be good enoughb) to gived) to acceptf) to proposeDiscuss the questions.1Can you think of any leaders who were not up to the job?2When was the last time you took on responsibility for something?3What sort of problems do business leaders have to deal with? Give two examples.4 Why do leaders hand in their resignations? Can you give any examples?�V5_....JHas any leader (business, political or other) come in for criticism recently in yourcountry? Why? What was your opinion?,.)>> (02.32 Listen to Elizabeth Jackson, Managing Director of DirectorBank, anexecutive recruitment company.
Which five a reas does Elizabeth think areimportant for a good business leader?,.)>> (02.33 Listen to the second part and answer the questions.Elizabeth JacksonWatch theinterview onthe OVO·ROM.II1What qualities do natural born leaders possess?2Can people who have acquired leadership skills beat natural born leaders?,.)>> (02.34 Listen to the final part and decide if these statements aboutElizabeth Jackson's husband are true (T) or false (Fl.1H e is younger than her.3He is a natural leader.2He used to be a boxer.4He is a creative thinker.5He is a strategic thinker.105UNIT 11 •• LEADERSHIPFTaIn groups, write down four things that you know about l'Oreal.I!IRead the article quickly to check if any of your points were mentioned.Father of the feel-good factoryby Jenny Wigginss1015202530Sir Lindsay Owell-Jones does not likebeing photographed.
'Do I have 10smile?' he says gruffly. He exudes theair of a man who has done this many,many times before.Such expertise derives from thefact thai Sir Lindsay is frequentlyphotographed with models, girls fartaller than he is, who wear lipstick,eyeshadow and nail polish made byL'Oreal, the company he has workedfor since 1969. For nearly 20 years,he was Chief Executive of L'Oreal,the world's biggest beauty companyand owner of brands slich asMaybelline, Redkcn, L11lcome andVichy.Although he stepped back from theday-la-day funning of the companytwo years ago.
handing over the job toJean-Paul Agon, he remains Chainnan.Sir Lindsay, who turns 62 thismonth. has spent the beller part of hislife trying to convince women andmen that buying L'Oreal 's lotions andshampoos will make them feel good.L'Oreal is a curious destinationfor a man who had 'no intention' oftaking a job in the consumer goodsindustry. Yet he was drawn to thebeauty company. ;Il was still quite asmall company, but was thought toII455055603540be going places and was considered agreat example of creative marketingand original advertising campaigns.Cosmetics is a business of intuition.Consumers don't tell you what theyneed; you've gal la guess.'Hecreditshispredecessor,Fran�ois Daile, with teaching himbasic business sense while he wasworking his way up the ranks ofL'Oreal.said, which often were the oppositeof what he acnmlly said literally.
Sowhen I gal the job as Chief Executive,it came totally naturally to me thatmy priority was going to be to writeL'Oreal in the sky of every country inthe world.'Under Sir Lindsay's leadership,L'Oreal did just that. Annual salesrose from a few million euros to morethan €l7bn as the company acquircdforeign cosmetic groups such as ShuUel11unl in Japan, Kichl's in the USand the Body Shop in Britain.Sir Lindsay harboured internationalambitions even as a child. 'My motherdreamed of panics at Monte Carloand the bright lights.
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