market_leader_3e_-_intermediate_-_course_book (851943), страница 7
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. . . . . . . ' (permit) the setting up of free marketenterprises and . . . . . . . . . . . .' (abolish) the practice of collective farm ing. However,agriculture remains the most important part of the economy. Vietnam . . . . . . . . . . .
'(recently/become) the second largest producer of rice in the world after Thailand. Theindustrial seclor . . . . . . . . . . . ' (show) dramatic improvement and expansion as well. I n1993, the World Bank . . . . . . . . . . . .' (declare) 58% of t h e population t o b e living in poverty.By 2005, this figure was less than 20%. Vietnam . . . . . .
. . . . . .' (also/make) great strides onthe international stage in the last decade or so. It . . . . . . . . . . ." (become) a full member ofASEAN in 1995, and of the WTO in 2006. The effects of this new·found prosperity canbe seen everywhere. Large, glitzy malls.....n(appear) i n major cities, while streetsonce filled with bicycles are now overflowing with locally produced Japanese, Koreanand Chinese motorbikes and cars.
Business visitors wishing to relax in a m ore traditionalVietnamese town should visit Hoi An. Hoi An . . . . . . . . . . . ." (be) a major Asian trading portin the 17th and 18th centuries, and its picturesque architecture and relaxed lifestyle. . . . . . . . . . . . " (change) little over the years.ManagingmeetingsIITal k about recent changes that have happened in your town, companyor country.I'JThink of two meetings you have attended that were a) successful andb) unsuccessful. What were the reasons in each case?m�)>> C01.17 Four managers are discussing their company's policy aboutsmoking. Listen to the meeting and answer the questions.1Why are some people not happy wilh the behaviour of the staff who smoke?2What is Eduardo's solution to Ihe problem?3Why does Mitsuko object to Eduardo's proposal?4 What proposal does William make?526Do the managers reach a decision about the smoking policy?UNIT 3Ii••CHANGE�)>> CDl.17 listen again and tick the expressions in the Useful language boxthat you hear.USEFUL LANGUAGESTARTINGOK, let's get down to business.Right, can we start, please?DEALING WITH INTERRUPTIONSSLOWING DOWNCould you let him finish, please?Hold on, we need to look at thisin more detail.Could you just hang on a moment,please?SEITING OBJECTIVESThe purpose of this meeting is ...KEEPING TO THE POINTThe aims of this meeting are ...I'm not sure that's relevant.Perhaps we could get back tothe point.ASKING FOR REACTIONSHow do you feel about ...?I think we should discuss this abit more.SUMMARISINGOK, let's go over what we've agreed.Right, to sum up then ...SPEEDING UPWhat do you think?I think we should move on now.Can we come back to that?mYou are managers of a retail fashion chain called Young Scene, with storesi n most major European cities, You are holding your regular managementmeeting.
Use the CEO's notes below as an agenda for your discussions.A different person should chair each item.Briefing notes1 Performance-related payFollowing changes to the bonus system,sales staff in stores now receive monthlybonuses according to their individualsales. Unfortunately, while the new systemis popular wilh staH, it has led to manycomplaints from customers about salesstaff 'lighting' over customers in order tosecure sales and therefore bonuses.Is the system making staff too competitive?2 Stock controlManagers at many outtets are reportingproblems with the system 01 organisingand finding items for customers in thestock rooms. This is causing delaysand causing Irustration for both staffand customers.The main question seems to be how toorganise the stock - by size, by style orby colour?3 ShopliftingFollowing a recent increase in shoplifting,Young Scene now employs security guardsin all its stores.
There has been a numberof complaints from customers Ihat they lindthe guards intimidating. This is slarting toaffect sales, although shopliffing itself is alsodown. What can be done about this issue?4 Carbon footprintIn line with its philosophy as a 'green'company, it has been suggested thatYoung Scene should be reducing itscarbon footprint, meaning that air travelshould be kept to a minimum. Buyers andmanagers would in luture travel by trainwithin Europe.
Outside Europe, they woulduse economy class or budget air travelonly. Is this practical or indeed desirable?5 End of clothing allowanceSales staff in stores currently receive aclothing allowance, which takes the formof a 50% discount on Young Sceneclothes, which staff then must wear atwork. One suggestion is to cut this to 1 0%,or stop this completely and introduce acompulsory company uniform.6 Staff meetingsThe current practice is to open all storestwo hours later one day a week in orderlor the store manager to hold a meetingwith all staff.
It has been suggested thatthis meeting be held affer hours in futureto maximise opening hours.27BackgroundLast March, readers of an Asia·Pacific business magazine, Investor Internat ional,were given informa tion about an Australian compan y, the DeckerGroup.M a i n a ctivitiesReasons fo r D e c ke r's a c q u isitionDecker will expand its presence i n a dynamic newmarket, China.Decker i s a diversified media group with interests i nbroadcasting, entertainment and Internet services.Recent d evelo p m entsDecker has recently merged with a HongKong-based media company, AsiaEntertainment.
In a press release, thedeaL was described as a merger, butDecker is the reaL decision-maker.2 It will use Asia Entertainment for further expansion intoAsian markets such as Singapore, Malaysia and Vietnam.3Asia Entertainment has a growing onLine presencethrough its successful DVO viewing serviceCommentAsia Entertainment seems to be a good fit with the DeckerGroup. However, there may be probLems when a differentstyLe of management, the 'Australian way of doing things',is introduced into the Asian company.The new Chairman and Chief Executive will be ScottHenderson. A graduate from the Harvard SchooL of Business,Scott Henderson has a reputation for being a strong Leaderwho is not afraid to take difficult decisions. He is a fluentspeaker of Mandarin Chinese.UNIT 3••CHANGE�$ C01.18 Scott Henderson, the new Chief Executive, gave an interview to a HongKong TV business c h a n n el He was asked about the recent a c q u isiti on of Asia n.Entertainment.
Listen and note what he says.Problemsis now a year l ate r. The change of ownership and new management style at AsiaEntertainment have caused many p ro b le m s . The e·mail on the right illustrates someof the difficulties.ItTo:IFrom:ISubject:I Robert Crawford, Vice-PresidentI Cindy Chow, Director, Human ResourcesI Effects of the m erg erStaff are very unhappy about the changes.
I'm worried about the high staff turnover and lowmorale. These are some of the reasons for the problems.1Re-applying for positionsThe management has asked all employees to re-apply for their jobs. Staff feel very uneasyand insecure. People do not want to compete against each other for jobs.2RedundanciesRedundancies are expected. Employees in HR and Sales feel particularly threatened. Manyemployees from these departments are looking for new jobs, which is affecting productivity.3C o m pe nsati onStaff are already being made redundant.
However, the compensation package is poor. Theyare also receiving no help to find new jobs.4English language skillsThe management has insisted that all staff must improve their English, but no financial helphas been offered towards the cost of English courses.5Management styleThese are typical comments made by staff.They're trying to do things too fast - there's a new computer system we don'tunderstand; and they're ordering lots of Australian films for our rental service, but weknow nothing about the films.They want an informal atmosphere, but we don't want to use first names - we're notused to that.The food in the staff restaurant is awful .
The new manager's Australian, she's changedmost of the dishes. We have to eat a lot of food we're not used to. There are too manydairy products and not enough fresh vegetables and fish.Most of the management jobs have been given to Australians. There are not manyChinese in senior positions - everyone's complaining about it.We don't know what's going on. We don't know where the company is going and whatour strategy is.
Quite a few of us don't who our boss is, or what our duties are.We feel we're lOSing our Chinese identity.Our bosses don't understand us,our customsare so different. Our new managers are only interested in results.A group of senior managers meets to resolve the problems.21 Work in two groups.Group A: new Australian managers led byScott HendersonHold the meeting as one group.
The agenda is as follows:•Background:•What mistakes is the new m a n age m e n t m aki n g if any?whyare staff resisting the changes?,Group B: senior executives from AsiaEntertainment who have kept their jobsfollowing the merger.Each group prepares separately for the meeting.••What practical action(s) can be taken to improvethe situation?What can be learned from this experience? How can thecompany manage change more effectively in the futu re?WritingWatch the Case studyWrite the action minutes for the above meeting.commentary on the�OVO-ROM.Writing file page 129�W291Socialisingo �I» C01.19 Listen again and answer thequestions.1 What do Antonio Silva and james Whitfieldsay when they first meet each other?2Complete the chart with information fromthe conversation.Antonioo In small groups, discuss this question.If you're listening to spoken English.
what do youfind most difficult?•the speaker's accent•the speed at which he/she is speaking•the words he/she usesoLook at these strategies for dealing withaccents. Rank them in order of the ones youprefer (1 = best strategy, 6 = worst strategy).•Ask the speaker to talk more slowly.•Ask the speaker to repeat what he/she said.•Interrupt and ask questions to slow thespeaker down.•Listen to English radio on the I nternet.•Watch English·language films.Are there any other strategies you would use?GIf you were meeting a group of businesspeople for the first time in a social setting,e.g. in the bar of a hotel or the restaurantat a conference, what subjects would youdiscuss in the first half hour?e �I» C01.19 Listen to the first part of aconversation between two executives.They are attending a conference i nSeattle, USA, o n management softwaresystems.
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