Section C – Tapescript and Answer Keys 233

UNIT THREE
Tapescript for Activity II

INTERVIEWER: Mr.Young, can I first ask you, in your opinion, is a good manager born or
made?
PAUL YOUNG: Well, unfortunately, there are many who think that to manage is an inborn
talent, that it cannot be learnt. This is totally false. To be a manager is a profession like any other.
In the case of a doctor or a pilot no one would come to the idea, that talent alone is enough. This
also goes for a good manager, one of the basic strengths required is an exceptional professional
training. Moreover, there are management skills that have to be learnt, they require experience, in
this day and age the days of the manager who relies solely on his “gut feeling” are numbered.
INTERVIEWER: I see. Mr. Young, do outstanding managers also have certain characteristics
and skills?
PAUL YOUNG: I strongly believe they do. In this respect, some of these can be acquired,
some one must be born with and some others yet are a combination of both. In broad lines, a
successful manager of today should be enterprising, confident, decisive, forceful, open to change
and, what I’ve already mentioned, highly competent. He should be able to set long-term objectives,
organize and delegate responsibility, communicate efficiently, motivate, inspire and lead people.
A good manager does not fear other strong personalities. Many managers surround themselves
with Yes-people, so that they themselves take all the limelight.
INTERVIEWER: Unfortunately you’re right. Tell me, MrYoung, are there any qualities and
skills that make a great manager today, that were thought of as unimportant or even totally
disregarded say, a decade or two ago?
PAUL YOUNG: Absolutely. Actually, I’ve already mentioned some: the social skills of
communicating and motivating, ability to delegate, flexibility. Another challenge today’s manager
is faced with, which is totally new, at least in its unprecedented dimensions, is awareness of
intercultural differences in one’s peers or employees. You see, the internationalisation of the business
environment, the increasing number of international companies, joint ventures and subsidiaries of
multinationals today, brings together people from different cultures. International managers really
have it tough.
INTERVIEWER: That’s all very interesting Mr. Young. Could you give us some examples
of such cultural differences?
PAUL YOUNG: Well, culturally determined values, customs, beliefs, views on phenomena
such as authority, good fellowship, bureaucracy. Beyond the language barrier there are overt or
hidden aspects like direct or indirect approach, body language, eye contact, tabu topics, etc., which
 234 Communicate in Business

international managers need to be aware of and sensitive to, for the smooth and successful run of
their company. And here again the key to avoiding and mediating conflicts is, no to lock oneself in
an ivory tower, but to try and communicate effectively.
INTERVIEWER: Thank you very much for being with us today Mr. Young, this has been
most enlightening.

Tapescript for Activity III

DAN: Well, let's get started. Essentially we have two items on our agenda this morning. That
is a short term decision about the appointment of a new country sales Manager and a longer term
strategic issue. In other words developing international managers through the group. So, what are
our options about this appointment, Maria?
MARIA: Well, we have an obvious choice – that's Anita Stan. And if we decide on her we'll
be making a safe decision. Our other option, that is Doina Mihai is more risky. But your know
what they say no risk, no gain.
DAN: I know what you mean; what do you think, Victor?
VICTOR: I'd like to consider things from the company's point of view. If we appoint from
the inside – that is Stan – we have a case for "opportunities within the group". That is our credibility
in front of our staff will actually increase. If we go for Mihai, there will be tension. I'm not saying,
he is not good. On the contrary. But, if we appoint him we might have to resign.
DAN: Oh, come on! You're exaggerating, but I see your point – so it's going to be Anita Stan,
let's leave this for the time being and move on to the next item on our agenda – that of developing
international managers. Victor, what do you think about this?
VICTOR: Well, I fell very strongby about this. It's vital for the group to act toghether. And
we have two major options, either we take the long-term route through international development
– that is via training – or we do a market research, contact professional agencies and start looking
for international managers. The first option will take about five years before having as a result a
pool of managers with genuine international experience. If we took the second optinon, we could
do it by next summer.
MARIA: But…
VICTOR: But I am not sure what effect it will have on the morale of our present staff.
MARIA: Absolutely right. What is an international manager anyway? No, in my opinion our
options are clear. We must develop our own people. We could set up a system of exchange between
various departments' staff from one country to another. It wouldn't take more than five years. And
we could easily identify those managers with the poten]ial and the motivation.
DAN: All right then. I can see you're both for the in-house option. Victor, could you put some
of the things discussed here on paper? We need to inform the Board next week.
VICTOR: Of course, Dan.
DAN: OK, let's just come back to Anita Stan.
VICTOR
:
 Section C – Tapescript and Answer Keys 235

Answer key for Activity III

Short-term decision
Appointment of a country Sales manager
Option 1 Option 2
Anita Stan Dorin Mihai
Safe decision Risky decision
Resignation of Dan and Victor

Decision: Appointment of Anita Stan

Long-term decision
Development of International team
Option 1 Option 2
Internal training External recruitment
five years to devvelop a team one year to develop team
Exchange personnel
Identify motivated and potential managers

Decision: Internal develpment

Tapescript for Activity IV

We were reorganized earlier this year, so the organization is still fairly new. Basically, as you
can see, we’re split into six line divisions. The first of these, the Banking Division, consists of
three geographic groups: Group One The Americas, Group Two Europe, and Group Three Africa,
Asia and the Middle East. All these groups offer a full range of international banking services.
Then there’s the Private Banking Division which serves consumers in the domesctic and
international markets.
The Treasurer’s Division has a wide spread of operations which includes investment portfolio
management, commercial paper, government and municipal bonds, foreign exchange, bullion, and
public finance.
There are three operative divisions, and these are backed up by another three servicing
divisions. Firstly, there’s the Administrative Division which covers administrative services as well
as personnel, premises and economic analysis. The Financial and Information Systems Divisions
includes the Conptroller’s Department, the Corporate Tax Department, and the Systems and Data
Processing Department.
And then finally, the Corporate Planning Division includes strategic planning, and credit
policy and administration.
 236 Communicate in Business

Answer key for Activity IV

Answer key for the Self-evaluation Test

3.1.
a. 1-economic, 2-economical, 3-economical, 4-economic
b. 1-historic, 2-historic, 3-historical, 4-historical
c. 1-effective, 2-efficient, 3-efficient, 4-effective
d. 1-ensure, 2-insure, 3-ensure

3.2. Suggested answers

Worldpost is the most convenient service. Interpack covers less countries than
Worldpost. Jetmail takes the least time to the USA. With Worldpost one can send heavier
parcels than with Jetmail.

3.3.
1-have made, 2-make, 3-have made, 4-do, 5-to make, 6-make, 7-do, 8-do, 9-do make, 10-to
do

3.4.
1. – The company paid for the damage without making any complaints.
2. – correct
3. – The Board believes that the company can remain independent and still make a
good profit.
 Section C – Tapescript and Answer Keys 237

4. – correct
5. – correct
6. – Please make the necessary arrangements for the trip to Singspore.
7. – We need to do some more research on the effects of humidity on these materials.
8. –correct
9. – correct.
10. – The flexitime scheme really seems to do wonders, particularly where absenteeism.

3.5.
1-irrelevant, 2-inarticulate, 3-uncompetitive, 4-uncommitted, 5-disloyal, 6-unsupportive, 7-
unassertive, 8-impractical, 9-uncommunicative, 10-indecisive

3.6.
1. Brenda managed to finish her work on time last night. / Last night Brenda managed to
finish her work on time.
2. They studied the map of the city carefully before leaving the hotel room. / Before leaving
…… .
3. We revise the sales results thoroughly every month. / Every month…
4. I drink my coffee hot every morning. / Every morning …
5. She worked hard in her office all day.
6. He has been talking with Mary in the garden for hours.
7. They have been playing cards at my cousin’s for hours.
8. He stormed angrily out of the conference room at the end of the meeting. / At the end of the
meeting …
9. She handled the situation brilliantly the other day. The other day …
10. My sister can speak English very well now. Now …

3.7.
I never walk to work, I usually go by car. I sometimes take a bus. I often travel abroad. When
I travel abroad I nearly always stay in a hotel. If I go a long way I always fly. When I arrive at the
airport I generally take a taxi to my hotel. I rarely / hardly ever hire a car. I frequently phone our
most important customers. I normally have a meeting with the Director of the Department every
fortnight.