market_leader_3e_-_intermediate_-_teachers_book (852197), страница 46
Текст из файла (страница 46)
. . . . .. . . .fearb)3 Now match the adjectives in Exercise 2 tothese definitions.Over to you 2What sort of consultancy or coaching would be themost suitable for improving conditions in your ownorganisation? Why?a) out of workb) not surec) causing worry, tiredness, etc.d) very worried (2 adjectives)e) unable to actf) curing an illness, bad situation, etc.g) active and hard-working4 Read paragraphs 1 to 4 and decide if thesestatements are true or false.When redundancies are announced, employees ...a) think it won't happen to them.b) have extreme psychological reactions.c) are unable to do their jobs properly and theorganisation's financial results suffer.d) bring i n therapeutic consultants to help resolvethe difficulties.5 Choose the correct alternative.
Coaches inwhite coots (lines so-51) implies that eachconsultant is a combination of:a) a bus driver and a surgeon.b) a butcher and a dentist.c) a trainer and a psychologist.PHOTOCO PIABLE© Pearson Education Limited 2010143UNIT8H um a n resou rcesH U MAN CAPITAL PLAN f•i i NG-.....;,:••.'ri"t"Before you readWhat's the best way of finding the right person for a particular job?ReadingRead this book review from the Financial Times and answer the questions.FTe e eLEVEL OF DIFFICULTYThe right people for the right jobsby Morgan Witzel-trnX-tOJ)>The Diffe rentiated Workforce: Transforming Talent into Strategic Impact(by Brian Becker. Mark Huselid and R ichard Beatty: published by Harvard Business Press)z�For years, there has been much30talk about the 'war for talent ' .The idea was that talented peopleThewere a scarce resource for whichpremisecompanies had to compete.
Buthiring talented10peopleisonlyhumanrequirements35musttheUShumanresourcesfollowAccording to the authors, Sears,theonretailer,capitalbelievesitsmeasurescarefullylevelsoffinancialperformance.truly effective. I f they are givenThe next is to prepare a 'humanbelievesitsthe wrong jobs, with the wrong40thatThe book's main impact is toraise the idea that human capitalInstead,financialAt M icrosoft, the case is putquoteOut-of-dateHRNathanMyhrvold.thecompany's former Chief Scientist,needs to be planned and treatedsystematically.1sas saying that ' the top softwaredevelopers are more productivepolicies mean too many businessesthan average software developersendnot by a factor of 1 0 times or I 00rigorously,Princi ple', promoting employeestimes or evento the level of their incompetenceby 1 0 ,000 times·.
As the authorsidentifyparticularwouldofevensomebe better advised to plan morewhencompanies10valueIthasstill more strongly. The authorshiring and promoting people on45methodpred ictivethe strategy.arguecustomer satisfaction and overallperformance i n the future.of talents will be able to carry outauthors65kinds of people with what kindshow much potential talenl theyThehumancapital plan· that indicates whatpegs i n round holes, no matteritsandcapital arc responsible for bothfrom strategy. The first step is toidentify the business's goals andpast performance is not enough.wheretalentsandandsoupfollowingthe'PeterI ,000 times, butskills will be needed and thenor they end up full of clones wherefind,theevery employee is recruited andenormous vari ation in perfonnanceright people for the right posts.trained according to a set pattern.cited by M icrosoft.
but d i fferencesamongDifferentiatingemployees and investing i n theone are common. especially i nThistrainisanddevelopneitherquicknoreasy. The authors cite a senior144thatfromthe strategy for reaching them.the basis of past experience and2sstartshalf the battle. They must behave.20bookpowerful i m pact on a business.wfound jobs where they can bethings to do, they w i l l be square15to fi l l a responsible position i n acomplex work ing environment.ssexecutive at one I B M divisionkey ones means that talent shouldas saying it takes at least twooperate in the right place at theyears to prepare an employeerighttime.Thiscanhavesocomment:'Few jobs show thein performance of 20- to 50-tos5knowledge-intensive roles .
'a© Pearson Education limited 2010 PHOTOCOPIABLETEXT BANK "'"' UNIT S1 Find expressions in paragraph 1 to completethese statements.a) Someone or something useful that is hard to findis a . . . . . . . . . .b) Conflict among companies to recruit the bestpeople is referred to as . . . . . . . . . .c) When a particular effort is only part of what isrequired to reach a particular goal, it is onlyd) People in the wrong jobs are .
. . . . . . . . .e) What people have done in previous jobs and theway they have done it is their . . . . . . . . . .�·\2 Put these steps into the correct orderaccording to paragraphs 2 to 4 of the article.Companies should ...a) train and develop the people who have beenfound.b) plan human resource requirements carefully.c) identify the business's goals and the strategy forreaching them.d) find the right people for the right posts.3 Choose the correct alternatives to replaceexpressions in italic so as to keep the closestmeaning in the context.a) The book's main impact ...
(line 43)b)c)d)e)i) collisionii) hitiii) message... is to raise the idea ... (lines 43-44)i) liftii) examineiii) hoist... that h uman capital needs to be planned andtreated systematically. (lines 44-46)i) methodica llyii) superficiallyiii) subjectivelyOut-of-date HR policies ... (lines 46-47)i) fashionableii) contemporaryiii) no longer relevant... mean too many businesses end up followingthe •Peter Principle', promoting employees to thelevel of their incompetence . . (lines 47-50)i) corruptionii) inability to performiii) irrelevance.
.. or they end up full of clones where everyemployee is recruited and trained according to aset pattern. (lines 51-53)i) people who are quite like each otherii) people who differ from each otheriii) people who are exactly the same as eachother.4 Find adjectives in paragraphs 6 and 7 thatmean the following.a) very big (8 letters)b) forecasting the future (10 letters)c) relating to money (9 letters)d) strong (8 letters)e) frequent (6 letters)f) doing a lot of work (10 letters)g) relating to jobs where information is important(9 letters-9 letters)h) producing a particular result (l l letters)5 Decide if these statements are true or falseaccording to the article.a) Companies should train and develop all theirb)c)d)e)employees in the same way.Sears studies its h uman resource function closely.The review gives figures about the benefit ofhuman resource planning at Sears.The figures for Microsoft show that the bestprogrammers are slightly better than average.Other companies find differences in performancethat are similar to those at Microsoft.Over to you 1What are the arrangements for human capital planningin your organisation, or one you would like to work for?Over to you 2...
differences in performance of 20- to 50-to-one arecommon, especially in knowledge-intensive roles(lines 82-85). Do you agree with this? Give someexamples to support your ideas..f)PHOTOCOPIABLE© Pearson Education Limited 2010145UNIT9I ntern ati o n a l marketsG ETTI NG I NTO N EW MARKETS-.":;�,,.Before you readWhat are the leading brands of white goods (refrigerators, washingmachines, etc.) in your country?ReadingRead this article from the Financial Times and answer the questions.FTe e 0LEVEL OF DIFFICULTYPanasonic enters European white goods marketby Robin Harding in Tokyo-ImX-IOJ)>z;;::' I n the past, we hadTo enter a mature and notoriouslycompetitiverecessionmarketmightespeciallyduringseemfoolish,that'Wedon't justgood at co-ordinating divisions,'this case, we have environmentalInIn the context of Panason ic'sOverseas sales companies wereexpected turnover o f Y7 ,750bnJsfedproducts,notsuitable.and refrigerators on the Europeandivisions i n Japan.
After 2000,marketPanasonicrcncctsthegroup'sJapanesew i l l i ngness.j()fromanumberEuropeanbrandssuchby45financial¥380bn-Europeanyearloss ofapplianceits structure to cut overlap anddifference. The company's goal isfocus on profi tability - it nowto double current sales of €260mmade money for the past threedominated65thisits forecast netsales are unli kely to make muchEuropean tastes.market($80bn)changedradicallycloses any business that has notatechnologies,' said Mr Otsuki.- andofbe completely redesigned to meetThe arrival o f such a deep-roalwaysgoods such as washing machinesup($33 1 m) over the next five years.10However,Panasonicseesyears - and the company is on theEurope as a stepping stone foroffensive abroad agai n .white-goods sales in Russia andThe sale o f white goodsinasEurope is o n the direct instructionsElectrolux and Bosch and is setof Fumio Ohtsubo, Panasonic'sthe Middle East.
on top of itsmarkets i n Asia. M r Otsuki said75the company was also consideringto be the first of many new areasPresident.thatcompany. the project has goneabroad. such as hearing aids i nChina and other Asian markets,Panasonicinvades.ThatPanasonic is able to make such146Europeans.introduce ordinary products.from the front, not the top. Yetpocketed competitor w i l l shake25tosaid Hitoshi Otsuki, the Directorelectronics20strictofPanason ic 'soverseasoperat ions.washingto take risks. The products had to1sadivision system, but we were notmarketitsPanasonic's launch of large white10:10machinesloadswhenaInthefromconceptionmoves renccts the transformationonly1 8 months.
![](https://s.studizba.com/z.php?f=/templates/si/i/noavatar.png&w=100&h=100&t=1"){kind=avatar}
