market_leader_3e_-_intermediate_-_teachers_book (852197), страница 40
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If not, what do you think it would belike?f) something is difficult to set up (line 43), it is hardto arrange.g) you emphasise (line 44) something, you say thatit is important.h) there is a barrier (line 45) to using something, it iseasy to use.PHOTOCOPIABLE© Pearson Education limited 2010121UNIT3Ch a n ge·.":"�·:_,TH E I N EVITABI LITY OF CHANGE�•--Lti.::J,Before you readDo you find it easy to make changes in:a) your personal life?b)your professional life?Give some examples.ReadingRead this book review from the Financial Times and answer the questions.FTLEVEL OF DIFFICULTYe e 0Changeabilityby Morgan WitzelWhy Some Companies are Ready for Change - and Others Aren 't(by Michael Jarrett: published by Pearson Education)he says.
'There is no one singleisinevitable.'said' ChangeBritish prime m j n ister BenjaminDisraeli i n 1 867. ' I n a progressivecountry, change is constant.' Insorganisationalanddecliningpeople supportroutinescapabilitieschange'.McDonald'sthatinternalofthat make companies ready forin a position to make changes60themA few years ago. for instance,Europesalesandfacedmarkettaxes.
many of us fear change.fully. Second. they need to makeshare. Denis Henneq u i n , the newWe hope that if we resist forsurepresident. redesigned restaurantslongenvironmem around them.enough,theneedforitas before. B u t evenwhenIn40thattheyunderstandthe65change-managementMarket share and profits rose .
Dell,too. aware that its competitorsfind out whether they are capableof change at a l l . Do their internalinsystemsbehaviourat45more appealingstrategies, companies should firstdevelopingthey often fail. Jarrett, an expertorganisationalto make themand began sourcing food locally.other words, rather thanchange and set out to achieve it,London Business School, believesandculturewere beginning to catch up with10itsoriginalembarked onsupportlow-pricemodel,a programme ofmarket research .
The informationchange? If not, these too mustthat 70 per cent of all change-change. · Readiness for change'it gathered was analysed with amanagement programmes fai l .i s far more important than actualview to spotting emerging andfuture customer needs. The mostthatplanning or implementation, saysmanagers often mistake the natureJarrell. To all the various wordsdangerous state for a business,that have already been coinedsays Jarrett, i s the steady state.Companies that resist change - heWhy?Jarrettarguesof change.
They see i t as someth ing122sumandinevitable, like death and taxes.'companies accept the need for25'thethere are some basic principlesthat the internal organisation isJ5asthat most managers can adopt.First, they need to make certajnon20thishis new book. M i chael Jarrettwill go away and we can carry15finesleadership,puts it another way: 'Change isAnd. just as we fear death and103055way that will deliver change.' Butsological that can be solved usingin order to describe this state ofstep-by-stepreadiness.approaches.Theysuchas75· Oexibility'are wrong. 'There is no simpleand'adaptability', Jarrettaddsrecipe for organisational change,'another: 'changeability'. He de-socites the pharmaceutical industry- ru n a greater risk of failure.© Pearson Education Limited 2010 PHOTOCOPIABLETEXT BANK1Look through the whole article and answerthese questions.a) Who is Michael Jarrett?b) What is:5��UNIT 3Which of the words above has Michael Jarrettadded to discussion about change? Whatmeaning does he give it?6 Complete the table with information fromparagraph 4.
If there is no information for aparticular point, write not given.his subject?ii) his speciality?i)2 Look at how the expressions in italic areused in the article. True or false?company president problemschangeresultsa) A progressive country (lines 3-4) is one whereb)c)d)e)f)g)h)people are willing to adapt and change.If something is constant (line 4) , it happens onlysometimes.If something is inevitable (line 7), you can avoid it.If you resist (line 10) something, you do it.If you carry on (lines 1 2-13) doing something,you continue to do it.If you set out (line 1 5) to do something, you finishdoing it.If you achieve (line 1 5) something, you reach aparticular objective.If you fail (line 16) to do something, you succeed.3 Find expressions in paragraph 2 that meanthe following.a) reasonable and sensible (1 word)b) an easy series of instructions, used for example inc)d)e)f)g)cooking (2 words)ways of doing things one at a time (4 words)a unique method (3 words)the most important ideas, etc., about something(2 words)the structure of a company, department, etc.,rather than the way it relates to the outside world(2 words)the outside world (1 word)7 Which industry is Michael Jarrett pessimisticabout in relation to its attitude to change?8 Items a)-d) are short summaries of theparagraphs in the article.
Put the summariesin the correct order.a) Examples and counter-examplesb) Mistaken ideas about changec) Readiness for changed) The inevitability of the need for changeOver to you 1How do you rate your own organisation (school orcompany) on its changeability on a scale of 1 to 10 inrelation to other similar organisations?Over to you 2Describe some actual examples of change (or resistanceto it!) in your organisation, how they were put intoaction, and what their results were.4 Complete the table with words from paragraph3.
(Complete the last tine of the table with twowords, both from the same part of the article,that are related in the same way.)adjectivenounadaptable. . . . . . . . .a)changeable. . . . . . . . .b)flexible. . . . . . . . .c). . . .
. . . . .d)ready. . . . . . . . .organisation. . . . . . . . .f). . . . . . . . .e)g)�·PHOTOCO PIABLE© Pearson Education Limited 2010123UNIT3Cha n geMANAG I N G CHANGE S UCCESSFULLY.•-·�"··-��.Before you readWhat is the reputation of the legal profession in your country in termsof its attitude to change?ReadingThis article from the Financial Times is about a competition to findthe best ways of introducing change in the management of law firms.Read the article and answer the questions.FTe e eLEVEL OF DIFFICULTYLaw firtns get into shapebyLaura EmpsonUntilq u i terecently, even530autonomy.WhenThesegrown - they have grown u p .ofneededentriesrelateand social backgrounds and theirto professional i sed management,long years of working togetherhave challenged the traditionalstrategybondsretai n i n gneeded.wthathavepartnershipstheheldtogether.road1 0 years ago, even the largest'glue' that held the firms together.lawgluedocsnotworkthanproperly any more.
I n the pastarea45firmswerenotheirMcKenzieenergy but very l imited expertisekinds of lawyers. doing d i fferentinkinds of work in di fferent ways,systematic, long-term strategies.expectationsofsoLawfinnshaveandvastdevelopingInspitebecauseof)amountsandofthis,the&ofthelastly,sparepartnersonaoftheirthoughtBaker&'Fitfor1sintroduced a scheme to help itslawyersperform at their best,including a complete review ofperhapstheir well-being - emotionally.leadingphysically and mentally. Whileall law firms must be aware oftheneedtogetintoshapeand implementing more explicitmethods of management that canplenty of mistakes, but haveex panded at a phenomenal paceto survive the tough times ahead,Baker & McKenzie seem towhilehave taken the advice l i terally.new-found55maintainingmadewsuccessfu l .thishavemodelsto the challenge by developingaccommodateTheynewLife' programme.
The firm hasoflaw f i rms have been extremelyrespondedAndexecuting(orpromoting(Lathamservice delivery (iLaw).ideasfuturesdifferent10andforgrown to accommodate d i fferenttheir careers and their firms.Watkins);entry(Lovcl ls);andwithabouthotmarketlawyersmanagement,ambitiouscurrentChina111thehave expanded rapidly and havewithexample:inadolescentsofmoreForwomentoto be done. This represented theThis65theseFivetotopics in law-finn management.necessaryof whatsimplycompetition this year represent arely on their shared educationalonnotincreasing sophistication. SomeAll of these schemes, whilestepshavewide variety ofinitiatives.showingsupport these initiatives.35fi rmsThe successful entries i n thewteams of business services staff toimportantdecisions1 0 years.
the leading law firms124managersrangestructures and have expanded theunderstanding25anew management systems andto help them reach a common20Seniorintroducedpartners had considerable personalto be made. the partners could15havefairly loose organ isations wheremanagement10complexity.thelargest UK-based law firms wereprofi tability.© Pearson Education Li m i ted 2010 PHOTOCOPIABLETEXT BANK1Read paragraphs 1 and 2 and decide if thesestatements are true or false.a) Until recently, U K law firms were highlyb)c)d)e)f)g)structured.Each partner had a lot of independence.Partners made management decisions bybringing in outside consultants.Partners found it difficult to take decisionsbecause they came from different backgroundsand did not understand each other.The 'glue' that held firms together refers to theshared values of the people working there.Law firms have grown quite slowly in the lastdecade.People working for law firms are now looking fordifferent things in their careers.2 Match the verbs with the nouns that they gowith in paragraph 3.1respond toa) complexity2 implementb) new management systems3c) a challengeaccommodate4 introduced) initiatives5 expande) methods of management6 supportf) teams of business servicesstaff3 Now use the verbs 1-6 from Exercise 2 tocomplete these definitions.If you ..
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