market_leader_3e_-_intermediate_-_course_book (851943), страница 37
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111ere arc many problems, but Iwould say the two, perhaps most important, ones are, first of all, whatwe think of as change fatigue. Organisations have often faced waveafter wave of change, programme after programme. Organisations153AUDIO SCRIPTSbecome very C)'nical about programmes' ability to deliver rcal changeand change that's sustained over time, so it can be very hard to bringpeople along and create passion, enthusiasm around change whenthey've seen it again and again.And the second big area that I sec is the ability to get leaders engagedand aligned around the change, so that leadership speaks with onevoice, leadership provides a role model for the organisation, andvery importantly, helps the organisation stay focused on the changethroughout what is sometimes a long and difllcult process.(01 TRACK16(I=INTERVIEWER, AD=COl TRACK 18 (I INTERVIEWER, S H SCOTT HENDERSON)IFirst of all, Mr Henderson, what was your main reason for the=acquisition?SH 'Ncll, it'll benefit our group in many ways.
ObViously, we expect theSHANNE DEERING)Can you give us an example of an organisation that you have helpedto change?AD We work wilh a wide range of organisations around the world. Onewe helped recently was Nokia and Siemens when they merged theirnehvorks business. That was a very exciting change programmeat a time of trying to create better value for the organisation.
\"vehelped NSN create a future for the organisation, so we had 8,000people involved around the world in a conversation over 72 hoursin which they constructed the values of the future organisation and,following that, then put changes in place that would make that futureorganisation a reality for them.1COl TRACK 17 (P = PETRA, E = EDUARDO, M = MITSUKO, W = WILLIAM)P Good morning, everyone, I take it you've received the agenda andthe minutes of our last meeting. Does anyone have any comments?E/M/W No/OK.P Right. The purpose of this meeting is to discuss our smoking policy.As you know, people are complaining that our staffhavc beensmoking just olltside the door of the building and leaving cigarettcends everywhere on the pavement.
That's not acceptable. Eduardo,you're a smoker, what do you think we should do about it?E Well, I think we should be able to smoke outsidc the restaurant, onthe balcony. It's big enough for plenty of people to sit therc, it's in theopcn air, and we smokers would be happy. We wouldn't bother to gooutside the bUilding.P Mmm, interesting. How do you feel about that, Mitsuko? Do youagree with Eduardo?M Not at all.
Our policy has always been 'no smoking on companypremises: I think we should keep it that way. Non.smoking staff oftengo out on the balcony to rela.x, they don't want to breathe in a lot offilthy smoke. No, it's not at allW Come on, Mitsuko, I'm not a smoker, but I do think you should be alittlc more opcn-minded, more tolerant ...P I'm sorry, William. What you say is very interesting, I'm sure, butcould you let Mitsuko finish, please? You'll get your turn to give youropinion.W Sorry for interrupting you, Mitsuko. Please go on.M I just wanted to say, I don't think we should proVide places in thcbuilding for people to smoke.
It's setting a bad example, especially toyounger staff.P William, what do you want to say?W I just think we have to try to understand smokers. TIley're addictedto smoking, they find it very hard to give up, so we should providethem with somewhere to enjoy their habit.
Or, if we can't do that,give them a longer break during the morning, say at 1 1 o'clock, sothey can go to the park near here and have a cigarette.M I think that's a good idea, Petra. It would show smokers that we wantto help them, you know, that we're a tolerant, open-minded company.P Not a bad idea. It's definitely worth conSidering, too. But I think weshould move on now. Can we come back to the smoking issue at ournext meeting? I want to get the opinion ofstaffabout our smokingpolicy. So they'll be getting a questionnaire about it from our HRdepartment ...OK everyone, thanks for your comments. To Slim up, thCIl, on thesmoking policy, we'll consider whether we want to give smokersa longer break in the morning.
And we'll discuss the matter againat next week's meeting. OK, any other business? ... Right, thankseveryone for your contributions. Have a good lunch.SHSHSHSHSHdeal to boost our earnings. It's bound to be good for our bottom line- not immediately, but the year after next, we're hoping ...Hold on, it sounds to me, from what you're saying it'll be bad foryour bottom line, won't it?Look, like all acquisitions, the reorganisation will involve additionalcosts, so these will affect earnings in the early stages - all mergers arecostly at the beginning.Mmm, I suppose there'll be savings as well.What exactly do you mean?,.yell, savings in terms of personnel, stan'cuts, redundanciesI'd rather not comment on that, if you don't mind.
We're in the earlystages at present, nothing's been decidcd yet.So what are the synergies? Vlhat are the main benefits, apart fromboosting earnings in the long run?\Vell, we plan to expand the TV channels, offer more variety and sellmore entertainment products. Also, we'll import a lot ofAustralianfilms for Asian audiences. I want to make our new group a strongforce in Asia.I see. Are you worried about the culhlral differences between the twoorganisations?Not really.
There'll be some initial problems, no doubt, but ourmanagers have an understanding of Chinese cui hIre, and don'tforget, I'm a fluent Mandarin speaker. But of course, the workinglanguage in the group will continue to be English.Right. TIlanks very much, Mr Henderson. I hope your company willbe vcry successful in the future.TIlank you.WORKING ACROSS CULTURES 1 : SOCIALI S I N GCOl TRACK 1 9 (AS ANTONIO SILVA, J W JAMES WHiTfiELD)AS Hi, I'm Antonio Silva, nice to meet you.JW Nice to meet you, too. I'mJames Whitfield.
Call me James.AS 'Where are you from, James?JW I'm from Atlanta, Georgia. Howabout you?AS I've come a long way. I'm from Belo Horizonte in Brazil. I'm Sales==Manager for an office equipment group, Techko. Maybe you know us?JW Yeah, I've certainly heard of your company.
I work for Ncw Era, inNewYork. I'm a systems analyst.AS Right. How is business going for you? Is it a bit tough, like for mostpeople?JW No, not so far. AChlally, ollr sales were up last quarter, but it's earlyASJWASJWASJWASJWASJWASJW154=days, I suppose. To be honest, we're all worried about the future, nodoubt about that. How about your company?Things are not too good at all.
We've had quite a few redundancieslately. All departments have been told to cut costs this year. It's notgoing to be easy, but we've got to do it.Mmm, doesn't sound too good.No, but these are difficult times for everyone. How was your journeyhere? I suppose you came by air, did you?Yeah, it was quite a long flight, a bit turbulent at times, but the foodand scrvice were OK, so I'm not complaining. How about yourjourney?Pretty exhausting. But I stopped over at Los Angeles and did somebusiness there. So I did get a rest before coming here. Are you stayingat this hotel?Actually, I'm not. I'm lucky, I'm staying with my daughter. She livesdowntown, not far from here, and she insisted I stayed with her.
It'sfine by mc. She's a fantastic cook!Woah, you're lucky. I'm staying in a pretty cheap hotel a few blocksaway to cut costs, and I'm not at all happy.How's that?Well, the room's very small, and the hotcl docsn't have manyfacilities. It would be nice if there was a pool or gYIll, so I could havea workout. I couldn't use their business centre yesterday.
Apparently,there was no one to run it. It was really annoying!Maybe you should change your hotel.I don't think I'll bother. TIle main thing is the conference. Ifthe speakersare good, I can put up with a bit ofinconvenience at the hotel.Yeah, you're right. We all want to enjoy the conference and listen tosome good speakers.AUDIO SCRIPTSCDl TRACK 20COlTRACK 230 = JAMES, K KLAUS, A = ANTONIO, l = LUDMILA, N = NANCY)1bureaucratic23456decentralised78centralisedHi, Klaus, please join us, there's plenty of room.impersonal9professional=KJ1l1anks, wc'd love to . . . I don't think we've met.Let Ille do the introductions.
I'm James Whitfield, I'm from Atlanta,Georgia, and I'm a systems analyst for New Er::J.. This is Antonio Silvafrom Brazil. He's a sales manager with an office equipment firm.AHow do you do.KPleased to meet you. I'm Klaus Liebermann, I'm a colleagueofJames's.
I'm the Managing Director orNew Era's Frankfurtsubsidiary. And this is Ludmib Paigina from 5t Petersburg. She's aINHow do you do.their onicial responsibilities are. But it\ mu-, very important todocs the position actually have the authority to decide? Who dothey need to consult, who do they need to keep informed, who dothey need to have approvals? Third area is information nows. If youSo . .
. have any of you had time to visit the city yet? I suppose youwant to understand how a company works, you need to know whoknows what, so we look at communications, information, the sort ofWell, I'd love to, I've never been to Seattle, and I've heard a lot ofdata that is provided and who gets it. And then the final area is thegood things about it. But I just don't have the time. I'm only here forrewards, the performance management - not just who gets bonuseshvo days, and I want to go to as many talks as possible.Kand what they're based on, but how do you get promoted and how'That's not much time, but you should try to see a few of the Sightsdo people get rewarded in all the other ways that provide incentiveshere, like the famous Space Needle.
It's a real landmark. And if youin an organisation?go to the market area, you can see where the first Starbucks store wasWe put all those four things together - the formal organisation, thelocated, back in the early 1970s.NOK, well, I might try to sneak away for a few hours if pOSSible.
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