market_leader_3e_-_intermediate_-_teachers_book (852197), страница 59
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. .. .. . ... ..2... . . .Iindecisivenessrespectful. . ... . 3emotionally intelligent.. . . . . . . . .5cold... .... . . . .4sensitivity· · · · · · · · ·6B Match the adjectives i n Exercise A to their meanings.1unable or unwilling to make decisions2able to understand others' feelings3cool and unemotional4brave5showing that other people are important, not treating them rudely, etc.6with a high level of understanding of one's own and others' feelings11 ..>» CD2.33 Listen to part two. What do the underlined words below refer to?;;tlIT1(/)0c::;;tl('"'\IT1OJ)>z"Ic:1They seem to have a natural ability to lead people.2There is plenty of both types of this, to show that leadership is a natural talent, but that it can belearnt.3Some leaders have it - this quality that people admire and that makes people want to follow them.4These can be learnt, but leaders who have them from birth have an advantage over those whodon't.5The fact that most US astronauts were first-born might be due to this - just chance.6Most people can improve it, but the natural leaders will usually win.Iii ..>)) CD2.34 Look at the statements about expressions used in part three.
True or false?Ill......ct>:::s:::sCtq1981If you are privileged to do something, you have the advantage of doing something that manypeople have not.2If you pave the way for someone else, your success makes it easier for them to be successful.3If you have tremendous tenacity, you give up easily.4If you fight like a cornered rat, you fight very hard.5If you strike a chord with people, they dislike you.6If you have innate ability for something, you learnt how to do it.7If you work ahead of the pack, you understand situations and do things before others do.8If you work outside the box, you do things in normal ways.© Pearson Education Limited 2010 PHOTOCOPIABLECom petitionE1 �l)) CD2.36 Listen to part one. True or false?1The Competition Commission is a private company.2It only looks at mergers between companies.3One of the industries that Rory Taylor mentions is car manufacturing.4The investigation into the ownership of UK airports is getting a lot of attention.5BAA owns seven airports.6The way that airports are owned is referred to as their 'ownership organisation'.7The investigation is looking at bringing more competition into airport ownership.II �ll) CD2.37 Listen to part two and complete these statements about markets.1The d .
. . . . . . . . . . . . . . . . . . . . . . . of a market are the way that it works.2Rory Taylor refers to competitors as ). . . . . . . . . . . . . . . . . . . . . . . . , p. . . . . . . . . . . . . . . . . . . . . . . . or,more informally, p .
. . . . . . . . . . . . . . . . . . . . . . . .3A c. . . . . . . . . . . . . . . . . . . . . . . . market is one where there are few competitors. The related nounis c. . . . . . . . . . . . . . . . . . . . . . . . .4A c. . . . . . . . . . . . . . . . . . . . . . . . market is one where suppliers are reacting with each other as they normallyshould.5A ). . . . .
. . . . . . . . . . . . . . . . . . . market is one where competitors are not reacting with each other as theynormally should.II �)» CD2.38 Listen to this extract from part three and replace the seven mistakes i n the transcriptbelow with what Rory Taylor actually says.We could contrast that with another investigation that we did, completed about two years ago, intowhat's known as liquid petroleum gas for domestic users. Basically, this is for customers who are notsupplied for gas through pipes - they live in distant areas, and therefore they need the gas, which isalso known as propane, propane, delivered to their house and put in a tank. Again this is a marketwith only four major players in it, concentrated in the same way seemingly like the groceries industry,but we found a far more static market. Er, we found that customers were not changing between thecompanies, the companies were not competing with each other, erm, and as a result we were findinghigher prices, less innovation and less choice.PHOTOCOPIABLE © Pearson Education Limited 2010199RESOURCE BANK��LISTENING KEYRESO U RCE BAN K LISiliEN I NG.-•• ,_.•-·�,'.::M'Unit 1Unit 3a -a1 bv2 e iv3 a iii4 c iii5di6 g ii7hi8fiD1True2False (The information is also about what the brand islike and how it appeals to you and connects with you.)3True4False (There is very little physical difference betweenthe products.)5False (He mentions the first three brands, but notPorsche.)6True200measure4engaged5themselvesD1process2fatigue3cynical about4sustained5passion, enthusiasmII8focused2b3c4a1True2False (The company adds an additional benefitor service.)3True4False (You do it every day.)5False (A shuttle service goes both to and from a place.)6True5"'I'D'<3role modelDu;·looks likealignedA key point would be the location of our hotels, um,good links with um subway underground networks,close to the airport, um, and obviously close to an officethat the guest would be working in while they're stayingin the hotel.
Um, technology is also a key feature, andnowadays it's expected because obviously people have,um, great technology at home and therefore if it's alsoavailable in a hotel, that's also, um, a key feature. Um,Internet, a business centre, um, obviously translationservices and that kind of facility is also, is paramount,and guests also expect an area where they can, er, go toa gymnasium, they can exercise, um, and also that kindof thing. These would be the .!sgy features......I'D:::J:::JCIQ27ar-into account6Unit 2"I1d, a, b, c1d:::0mI./)0c:::::0nmOJ)>zaand 8D1organisation2merge3create4involve5conversation6constructRESOURCE BANK ....
LISTENING KEYU nit 5Unit 4IIa1False (les very important to go beyond that.)2 True3456TrueTrueFalse (It's also about promotion and other rewards.)True1f2d3a4c5b6eB1identify2 agree3 air4 articulate5 brief6 come up withDIf you want to start an analysis, we have a survey tool it's on a website, orgdna.com, where you can answer justa small number of questions about your organisationand then we compare that to answers from about 40.000other executives and we can recognise patterns, and thathelps us to say that your organisation is like these otherorganisations, and so we can get some learning fromcomparable organisations.
And we call that the 'orgdnaprofiler'. It gives you a superficial view and it's a goodplace to start the conversation. But then we have to gomuch deeper. And we usually organise both workshopswith the executives and probes into particular aspectsthat seem to be particularly interesting. So, for example,we might take a single major controversial decision andlook at how that was actually made, and really you oftenfind that the reality is quite different from the theory.B1manufacturing2 marketing3 functionlD1run2 responds3 figure; out4 geography5 business unit6 headquarters156recommendationspresentationdebateexecution phasecreative materialchannels of distribution1True2342 False (Here it is used to talk about an idea thatspreads over the I nternet, by word of mouth, etc.)3 False (It's a noun used to talk about what somethingcontains.)4 True5 False (It's used here to talk about something that's sogood it's shocking.)6 True4 operates5 ships6 report201RESOURCE BANK ....
LISTENING KEYUnit 611- BB1 b iv2dvUnit S3ci4 a ii5 e iiid, a, f (or f, a), c, e, b1 attractive areas2 economic cycle3 economic depression4 safe haven5 recovery play6 emerging markets1 True2 True3 False (A frustrating experience is one where you donot get what you want.)4 False (Someone who is keen to do something wantsto do it immediately.)5 True6 False (If a business contact entertains you, theymight take you to a restaurant, invite you to theirhome, etc.)1 assignments2 skill set3 traitsB4 expectations5 adaptability, flexibility6 parametersthink also one of the key features of the successfulinternational businessperson is to be non-judgemental.For instance, if you're coming from an Asian culture,er, to try and do business with, er, a Western culture,er, for certain the way that people do things will befundamentally different - er, the hierarchy, the structure,the decision-making process, the seniority and theinfluence of the people you're doing business with - willbe fundamentally different.
Er, you may not agree, youmay not approve of the way that business is done inanother culture; but the way that people do businessin that culture is as a result of many, many years of, ofdevelopment and so you have to be accepting, er, that itmay be not to your liking and it may be different, but it isnot wrong.12021234recommendinterviewadviceappear5 employ6 clippings7 prove8 demonstrate11 -11e - it's likely thatf - in the last few yearsg - reallyb - at the same timeUnit 7BIId, f, b, a, c, ed - all over the worlda - totallyc - in generalUnit 9IIII1b12342a3acompetitivehigh-conflictwin-loseco-operative4a5b6a7b5 win-win6 appropriate7 well preparedII... effective negotiators are able to watch for when thereis more scope for negotiation.
What I mean by that is,the ability to be able to look out and listen for what wecall 'soft exposing give-aways'. These are the small bitsof language around proposals that will tell you that yourcounteroart, the person on the other side of the table,has more negotiation room. And these are words like'I'm looking for ... roughly ... in the region of ... aroundabout I'd like ...
I'm hoping for ... currently right now... er, probably'. Er, these are words that negotiatorsspot to help them understand just how movable theother side is. And so language itself is very importantand the control of that language; but also the ability tolisten. Because the more information you have, the morepowerful you become, because information is power.•....•RESOURCE BANK ... ...
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