market_leader_3e_-_intermediate_-_course_book (852196), страница 38
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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.
WhatLActually, I've already done that. I came here early so I could lookdecision rights, the information nows and the incentives - and wecall that the 'organisational DNA: So we put a lot ofemphaSiS onabout you, Ludmila, are you going to check out the local area?around a bit. I've seen the Space Needle and visited the civic centre.I was reaUy impressed with the Columbia Centre - it's a massiveskyscraper, much bigger than the ones I saw in New York.KAunderstanding that.COl TRACK 25 (RR = RICHARD RAWLINSON)RR If you want to start an analysis, we havc a survey tool - it's on awebsite, orgdna.colll, where you can anSh'er just a small numberWhat about the conference? Anyone special you want to see, Antonio?of questions about your organisation and then we compare that toI'll definitely go to Mark Carlson's talk. He's always worth listeninganswers from about 40,000 other executives and we can recogniseto.
I don't know much about the other speakers, though. Can anyonepatterns, and that helps us to say that your orb'7lnisation is likerecommend a good speaker?Lthese other organisations, and so wc can get some learning fromWell, I've registered to go to David Broadus's presentation. He'scomparable organisations. And we call that the 'orgdna profiler:written a lot of books on information systems. I think he'll be the starIt gives you a superficial view and it's a good place to start theof the conference. He's a very stimulating speaker.Kconversation.
But then we have to go much deeper. And we usuallyYes, I can confirm that. I went to one of his talks in Munich last year,organise both workshops with the executives and probes intoand the questions afterwards went on for over half an hour. He wentparticular aspects that seelll to be particularly interesting. So, fordown really well with the audience because he was obviously soexample, \\'e might take a Single major controversial decision andknowledgeable about his topic.Nlook at how that was actually made, and really you often find thatYes, I want to go to his talk, too, ifit's not already booked up.
Anotherthe reality is quite different from the theory.good speaker is Jerry Chin. He's an expert on management software.He's another speaker who shouldn't be missed.U N IT 4 ORGAN ISAT I O N(DlTRACK 211COl TRACK 26 (I = INTERVIEWER, RR = RICHARD RAWLINSON)IWhy do we always have to check with the parent company before3Yes, that's fine. If you could just hold on a minute, I'll need to transferits organisation?company that was organised by function. So Manufacturing hadresponsibility for all the plants around the world, Marketing ranaU the brands in every country. It was a very ellicient organisation,making decisions?but it wasn't very good at responding to the local markets, and sothey decided that they wanted to move to a geographically basedyou to a supervisor.4S6organisation.
So we had to figure out, first of all, what were the rightWe need to deliver this conSignment on Friday.geographies - was every country a separate geography or are weThe production line is operating at full capacity.going to put some together? What are you going to do for Europe as aThe Board of Directors has fixed the Annual General Meeting forwhole, as well as what you are going to do for Germany and for Spain?Tuesday the second.7Um, so we did a lot oflooking at how the business operated, whereCan you e-mail head office as soon as possible and find out about theproducts were made, where they were shipped to, how competitorsdesigns for the new window displays?8were organised.
And we also had to spend a lot of time thinking aboutI'm afraid all our engineers arc out working on repairs at the mOlllent.whether we needed regional organisations or whether every SingleCDlTRACK 221'Nell, in some ways, it's quite a conscrvative compan)" so some oftbesystems are a bit old-fashioned. ll1ere's still a lot of paperwork, so Isuppose you could say it's very bureaucratic. I seem to spend a lot oftime looking in files, both on the computer and in our paper archives.2Our department seems to be busy all the time. We're always gettingenquiries from journalists and dealing with the broadcast media.I guess it's because we have sllch a high-profile boss. Although thebusiness unit would report back to the headquarters, er, in the US.COl TRACK 27 (M = MARIA, A = ALEX)M Hello, Alex, great to see yOli again.A Hi, Maria.
How are you?M Fine, thanks. I haven't seen you for ages. vVe last met at that tradeA3It's a big department, and we deal \\'ith a lot of employees. lt·severything from recruitment and running training courses through todealing with retirement. It's quite a progressive company, so everythingis open plan - which is a bit diflicult if I need to have a private meeting.'There are meeting rooms, but they always seem to be bus)'.show in Geneva, didn't we? How is everything going with YOll?Yes, we did . .
. er great . . . pretty well at the mOlllent, thanks. I'm stillin the same department, but I got promoted last year, so I'm nowcompany itselfis quite hierarchical, our department is actually verydemocratic - everyone is an equal member of the team.Can you give us an example of how you've helped a company withRR I recently did a major piece ofwork for a very large, global AmericanStock levels have been low for two weeks now.2How do you analyse a company's organisation?go be),ond that and think first about their decision rights - whatwant to explore it a bit.NprogreSSiveformal structure oflines and boxes - who reports to who, whatChinese Department of Environment.Imarket-drivenconservativehierarchicalRR Well, we take a fairly broad view of organisation. We start with theHow do you do.And this is Nancy Chen from Beijing. She's a senior o/1icial in thedemocratic101112(01 TRACK 24 (i = INTERVIEWER, RR = RICHARD RAWLINSON)director of an engineering company.lKcaringdynamiCHead of Marketing.
I'm in charge of SO people.M Fantastic!A How about you? Are you still in sales?M Actually, no. I changed my job last year. I'm in finance now. I'm reallyAenjoying it.111at's good.155AUDIO SCRIPTSM Yes, but the big news is, Alex, J finally passed my driving test! It tookme three attempts, but I finally did it and now I :'IIn going to get asports car.A Really? That's great! Well, congratulations!question, what is the person who's paying for the camp:lign trying toachieve? Wh:lt is that person's objectives, what is it that that personwants to h:lppen as a result of spending money on this advertisingcamp:lign? So in order to decide whether it is good or bad, it is first ofaU most important to understand what it is that the campaign musttry :lnd :lchieve.
Some people might say, well that's obvious - to sellmore goods, to sell more services, to sell more bottles of Coca-Colaor jcans - and often, of course, it is simply to sell more of a product.But not always. Sometimes it is to change the image of a company.Sometimes it is to change people's views of an issue. Sometimes it isto get people to drink less alcohol, to do up their seat belts, to changethe way in which they use energy. So a good or bad advertisingcampaign depends on what it is there to achieve.COl TRACK 28 (B = BOB, K = KARIN)BHi, my name's Bob Danvers.Hi, good to meet YOli.
I'm Karin Schmidt.Which part of the group are you working for?I've just joined MeR \-Ve provide all the market research. Whatabout you?B I'm with Clear Vicw.K I don't know much about Clear Vicw. What sort ofprojects do yOllwork on?B WeU, we're baSically an outsourcing business. We supply companiesand organisations with various services, including IT, oAiccequipment, travel and even cleaning services.K 1 sec. And is it a new company?B No} we're well established.
111e company was founded in the midI 980s, and we've been growing rapidly ever since. It's organisedinto four divisions. \""e have over 7,000 employees; we've got ourheadquarters in London and oflices in New York, Cape Town andSydney - so we're pretty big.KBKCOl TRACK 29 (F = FRANK, N = NATHALIE, C = CHRISTOPH)FChristoph, I'd like you to meet Nathalie. She's joining us from theItalian subsidiary.
She'll be with us for the next 12 months.N Nice to meet you, Christoph.C It's a pleasure.F Nathalie speaks fluent Spanish, so she could be very useful whenyou're dealing with our South American customers. She's also verykeen on sailing, so you two should have plenty to talk about.C Oh, that's interesting. I'm sure you're much better than me - I'm abeginner, really, but I do love it. Let me show you where you'll beworking. It's over here. By the way, would yon like a coffee?COl TRACK 30 (C = CARL, F = FRANJ;OISE, JP = JEAN-PIERRE,P = PAOLO)CI suppose you've all seen the Vice-President's message on thenotice boards.
What do you think, Franlt0isc?Huh, it's pretty typical, isn't it? It's all about how the company willbenefit. What about us? Don't we count?ALL Yeah/Right/Exactly.F I mean, why should we leave this beautiful bui\cling, on one ofmostfamous avenues in the world? We love it here. 11le move's not convenientfor me at all. Ifwe go to Beauchamp, my husband will have to drive 120kilometres every day to get to work. He'U soon get tired ofdoing that.And what about my children's education? Will the schools be any goodin Beauchamp? I have no ide:l. How about you,Jean Pierre?JP Well, to be honest, it doesn't bother me.
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