Talk about your summer holiday by answering the following questions:

1. Where did you spend your summer holiday?

2. How long did you stay there?
3. Were you there alone or with your parents (friends) brothers? 4. Did you enjoy your stay?
5. What did you do every day:'
6. What arrangements were there for children?

Topics for free conversation / composition:

1. Talk about holiday places in England.

2. Describe a holiday place in Romania.
3. Activities in a holiday camp for children.
4. Your impressions about your summer holiday.

UNIT 2

'1'11121;1; A I ' 1 ' R O A C I i E S ' 1 ' O L G A U I : I t S l l l l '

O13.11?(:•I'IVI?5

This unit will help you:

find about leadership techniques
ret icw the more complex se oi'the modal verbs (expressing possibility,-probability and Impossibility)
improve upon your vocabulary with terms related to leadership practice writing proposals

LEAD I\
I . What is, in your pinion, a leader'?
2. Is there a diflcratce between a leader and a manager'' 3. Do you think you would make a
good leader? Why'?

I2F;\UIN G
\1-hat is leadership'? Is it the same as command'? Flow. if at all, does it differ from nsnrtgcntent'? Clearly we need to he
able to answer these questions before we can adch-ess an} other question.
There are, literally thousands of' books, articles and research studies - more than 150,000 of them since 1934 -- which
purport to answer those questions. I I'\ ou and I had sctcral lifetimes tic never complete a full 'literature review' on this
subject. 13u1, take heart, as the eminent philosopher Gilbert style wrote, 'Genius shows itself' not so much in (lie discovery of
ncvv answers as in the discovery oh nets questions.' While ac do not need to aspire to `,emus, tile dictum is sound: rather lhon
plough through 1 50,000 answers, our first step should be to identify the right question.
In fact I did find, or rather stumbled upon, the right question, and everything else has slcnnncd front if. The question is a
simple one.: "Why is it that one person rather th;ut another is accepted as leader in a working grouts?"
Fortuitously the question came to tile right on lime, that is when it was possible to idcntilV three distinct ways of
answering it. In the following part you will be presented with three different approaches that can be integrated into a whole
that is more than Just the aunt of its parts.

"Leaders are born not made. This is perhaps the most common assumption about leadership. 'Phase who hold it maintain
that there arc certain inborn qualities, such as

___________________________________________________________________________________

initiative, courage, intelligence and humour, which together predestine a person to be a leader. By the exercise of will-power,
itself seen as an important leadership trait. or by the rough Urtorship of experience, some of these qualities might be developed.
But tile essential pattern is given at birth.
:Although there is a positive contribution to our understanding of leadership in this yualilies approach, it sutlers From several
disadvantages as far as leadership dewlopnicnt is coneCl'nCd. The first is that there IS no agreement upon what these 'qualifies nta}
be. As long ago as 1940 one survey ul'2O experimental studies revealed that only 5 percent ol'thc leadership qualities examined
were common to four of- more sloth.. We have not got closer to a consensus since!
The writers of one article (:\Ilport and Odbcrt, 1936) have listed 17,000 words used to describe qualities of personality.
Although there has been a continual effort to boil down the qualities to those that arc essential, lengthy lists are still common.
The world record nntsl he held by the ill-starred Council of F.xcellence in Manaltentcnt and Leadership, which in 2001
produced a list ul'83 attributes, condensed front a list ol'oNer 1.000. These long lists of' 'competencies'. as leadership qualities
now tend to be known. are virtually useless for the purposes ofdevclopntcnt. When they arc reduced to a smaller number -- say
less than 20 -- they become more general. taut if they are not grounded in the generic role ol • /euck.•r, they lack intellectual coherence
and scent arbitrary, so they have little credibility or practical value.
Besides the lack of consensus over the qualities of a Icadcr, there is a second major disadvantage to this theory. The
qualities approach, whether in its old traits form or its new 'U-nsfornuttional' competencies clothes. Is ill suited to act as a basis Ior
leadership training. Intrinsically it hardly favours the idea of U •aining at all, and instead encourages a Concentration on selection.
The ability to recognize a born leader becomes all important. and attempts to 'make' leaders are viewed with suspicion.
In fact, how could the 'qualities of' leadership' be used in training" The teacher yr trainer might speak in the language of
traits to the student, but it is dil3icult for he latter to know what to do with such remarks. If told, fur example, that one lacks
a sense of hunxun •, how flocs one develop it'? By watching successful comedians at work'. ) \o, there is nothing more serious
than someone bent on improving his or her sense of humour, and nothing more self-centred than this cultivation of ouc's own
personality. And in the long run self-cenUrdness is the one certain disqualification for any form of' leadership. At tile worst an
unskillful teacher, using the 'qualities of' leadership' language, can do incalculable harm. A Comment such as '.lane. you lack
decisiveness' is hardl} likely to improve .lane's ability to make decisions.
TIwrefiore the qualities assumption does nut Iorm a good basis for leadership training programmes, but it dues have other
uses. First, it reminds us that natural potential fur leadership varies in individuals. Seumd, many of us need the language oC
qualities tc transfer our knowledge of a per'son's leadership ability to sonrconc else. 'I lord, this approach emphasizes the
importance of' what tile leader is as a person. in an age that nta\ be inclined to skate over the importance of character as opposed
to pcrsunalit} .
_____________________________________________________________________________

I. Do you think that the way of doing business differs from one country to another? 1 f yes, in what way?

II. Could there arise misunderstandings when striking a deal because of cultural differences?

III. Is your country a gender-biased one? Comment on it.

IV.
If you are an international businesswoman looking for the ideal country to work in, where women dominate the business
ranks and rule the boardrooms, Forget about it. It doesn't exist, unless you can find Anatolia, where, in Greek mythology, the
Amazons lived a tribe warlike woman who governed and fought by themselves.
Today, The United States and Canada lead the world in the number of women occupying executive offices. Followed by
Northern and Western Europe, plus Australia and New Zealand. These are the so-called deal-focused cultures )
individualistic cultures, relatively opened to outsiders, where business is somewhat impersonal.
As for the other extreme, where women arc rarely seen in business roles, we can find the so-called relationship-focused
cultures, more group oriented, male-dominated and relatively closed to outsiders. Such countries can be lound in the Middle
Last, Far lust and parts of 'Southeast Asia.
There is also a middle category of relationship-focused CultUl-CS Where
businesswomen are unlikely to encounter major gender-related obstacles. In the Philippines, for example. women have made
notable advances in the business world, so much so that women there take delight in claiming, "'file best businessmen in
the Philippines arc the women." In China, where equality is a mainstay of communism, women often sit side by side
with men as managers of Factories and heads of government offices. In Taiwan, Singapore and many Latin American
countries women often help run companies alongside a husband or brother in a family business.
International business executive, consultant, and trainer Richard Gestcland says, "I find many women from the United
States and Canada arc more adept than their male counterparts in relationship building, which is a major key to success in
dealing with relationship-locuscd customers and business partners. Also, relationship-louts4d -negotiators tend to employ
high-context communication, relying heavily oil nunvcrbal signals. In my experience, women outshine most men when it comes
to deciphering body
language.•.
yl;tn;arrl Thatchcr was 13t•itain's first female prints minister as well as it', longest sitting one in the twentieth century.
serving from 1979 to 1990. Consequently. One

would think that businesswomen in the United Kingdom would also have leaped lorcli'ont of economic lilt. That has not happened.
While there has been sonic pr - for 13ritish wvmcn, they still lag far behind their North American
counterparts
Slates and Canada. Women make up roughly half of' L'sritain's workforce, huwctc are highly concentrated in a few trad itional
"female" fields such as health education, administration, and retailing. As for high-level posilions, wu+ncn exec are usually found in
such feminine-oriented areas as Fashion, cosmetics and th , Women rarely hold managerial positions in nuuudacturine, probably the
large: most significant sector of the British economy.

Do's and taboos in the UK

Do book both business and social engagements well in advance. The 13ritisl to be living by their agenda books, calendars, or
schedules (pronounced ales).
Do not contuse your geography. Be aware that England, Scotland and 1Va: separate entities and together constitute Great
Britain. When Northern Irel included, the result is the United Kingdom.
DO avoid touchy subjects in conversation, such as: the problems of the roya
conflict in Northern Ireland, or any invasion of privacy or personal matters.
licnrcn•r;! The casual query "What do you do'"" might be taken as "\1' yvu do for a living'r" Stick to the absolutely sate
topics of' gardcnilw, pc sports.
Do not boast earn if you might think you arc entitled to. '1'hc I_.nglish font very self-deprecating about personal
accomplishments. For example. wit American might respond to the question "Do you play tennis'.'" with " frequently. I've
won my local club championship", an Englishpcrsoi compact in tennis tournaments in Wimbledon might reply "Oh yes. I
play ; Do respect queues. Probably more than any other culture, the British bell qucucs. When in the United Kingdom. you
Must nut jump in fi-rnu ut ; waiting in line. -
Do not act up. Any laud, boisterous behaviour is considered both intprup intpulitc.

Key Words in a Cultural Perspective

Foreigner
When raveling
and working abroad, you will be considered a fur ,
Interestingly, in Spanish the word for lorcigner is c.m .,1111cro: Ill French It Is
I or bolh t\urds the 1:m~lish cognate is "strange". So tahal can you do?

'I'll IL 51 I lJA•I IUNf1t, r\I'NIZOACII

In the late 1940s the social scientists began to undsrlinc the importance of' the m/rrrr/tort in determining who would become a
leader in a given group. Il.N1. Stugdill ( 19dc3), for example, who studied the evidence for 29 qualities appearing in 12 •I studies,
concluded that although intelligence, scholarliness, dependability, social parlicipation and socio-economic status were found to bear
some relation to leadership. "1%c•rnurS Who urc• /c'ucJc•rs ill nrrc.1'1/NQIIUII mil)' Nlr/ JfLCE'SA'CIl71t' 1 )c; leaders ill oilier •rinurUnu.,."
This finding expressed what might be called a situational approach to latdcrship, namely which person becomes, or
should become, the leader of a group depends on the particular task. the organizational and the environmental setting.
'ho illustrate this theory let us imagine some shipwreck survivors oil a tropical island. The soldier in thee party
might lake command if natives attacked them, the builder lead during tile work ofcrcctin4 , houses, and the farmer ntiZ;ht direct
the I;thuur ul'`~rowing loud. In other words, leadership would pass prom number to number according to the situation.
I here are two drawbacks to this approach as tar as training
Icadeis is concerned. First, it is unsatislactoty in most
organizations for leadership to changs hands in this manner. At one time the Royal Air Force veered towards this doctrine by
cntcrutining the idea that if 'a bomber crashed in a jungle, the officer who took command for the survival operation might not be
the captain of the airsralt, but the person most qualified for the job. Bill role oIc. flexibility his degree, ill • most ur~~•utiz•ttions tends
to create more problems to d us than it solves.
Second. an explanation is needed for the filet that certain men and v.ontsn ;cent to
possess a general leadership competence which enables them to exercise n Influence over

their Icllow in a whole range of situationsr.0l'course, the compilers oh wails lists had been seeking to analyze this very aptitude, and
there was no denying, its reality. Even so. b)' seeing leadership not as a quality but as a relationship. 'and by -rasp the importance
of the leader possessing the appropriate technical or professional knowledge required in the given situation, the proponents of'
this approach made a most valuable contribution to our undsrstanding of the subject.
ws conic to think about it, Socrates was tile first to articulate this situational approach, in ancient Athens. I Ic
pointed out that where women knew more than nten - he instanced the weaving industry in Athens - they should be accepted
as leaders. This vbssrv;tlion was no doubt more than astonishing 2,400 )cars ago for even 30 years ;p`~o) than it is today. when
women are leading Royal Navy warships. and guvcrnmyltt
departments.l- 6 1"

T1 11•: FU \("flON;\L. ;U'I'KOAC11

TO grasp the concept of generic leadership it is necessary to first look at tile even more basic concept of,trnrrJr weds. If vv'c
look closely at one working group, tic ntav bccontc aware of its distinstivs corporate lilt. its dil7crsnsc hront o(hcrS -stcn in the rants
Organization. By analogy with Individual human beings tins could he called ‘group personality'. Let us now examine the most
important of these group needs.
()l ie of first. and perhaps the most obvious need working groups is the common task. Generally speaking, all such groups
Ills OF

come together consciously or unconsciously because the individuals in them cannot alone achieve an objective. I fuwsvu • a oruu)
can be relatively • oblivious of any - sense of need if it, la,l. is bsin+~
r I

\ \ i successfully. 11" on the other hand, the group is amhrunlCd ,`uh the pcrspc.aivv
[II

oh disI r + I

anxrsin~+ )without h•tvint+ achieved tile task the group will exhibit various degrees of xiety and frustrations. Thus adversity rather
dt,u prosperity more likely to reveal time nature ol,group life.
Second, in order to achieve the common objsctivs, the group must wart: as a team. 'I hsrcfitrs it needs to be maintained as
a cohesive unity. \danv of the tvrittsn or untvruten rules of the 1:emul ) art; • eIcsignc•d to promote p )reserve this unity ~ and )
reserve cohesivsns.,~s a • 1 sillU

l
ce
',Is. Those who 1 luck the boat, or infringe • group , ti t ,)d, d.ti and C< ,I1)e t,tt . , ..e balance, ntay expect reactions \'ar4'InL fircmt
Friendly indulgence to downright aw,cr. Insnnetivcly a sununon Feeling exists that `united we stand, divided we fall'. that pod
relationships, desirable in themselves, arc also essential means towards the shared cild. This need to create and promote group
cohesiveness we may call tile 11CC(l.
The third area ol' need present in the corporate life inheres ill the individual members rather than in time group itselh. 'I v
the latter, they brim, a variety of needs -physical. social and vocational - which may or may not be met by participating in the
I

activ ily of the group. Probably physical needs first drew people together ill working groups but. no matter how important
these might be, lbws are other needs, less tangible or conscious went to their pusssssors. 'I hesc lend to merge into cacti other.
and the) cannot be isolated wish any

Belonging

Acceptance
I Protection
~ Thirst I danker
Sleep ~

Friendship
~ :\ccontplishntcnt
\chisvcntsnl i Personal

The task needs, the team maintenance needs and the individual needs cannot be studied in watertight
contparUnents; each exerts an ntllusncc for ~'uod or III upon lhh others. as \uu can see in Figure 2. Failure 10a chieve
a tall: twill affect both lean

Delete the word "loreigncr" FFrom your vocabulary. The reason is that the word suggests "outsider" or "alien" and
connotes something unwanted. la fact. " l o r e i b n e r " Is actually a pejorative term. Try to avoid calling someone a Foreigner and
substitute the word "international", as in "international visitor" or "international host'". Or simply describe someone by his or
her country of origin - as Chinese, Russian, or Vcnczuelan. It 's a small exercise in self-discipline, but a very symbolic one.

lrlru.rt rrcr •u.ct'

"Idiosyncrasy" is defined by Me American Heritage Mciioijal.v as ",I behavioral ch;u-acteristic peculiar to an individual or
group." These characteristics could also be called quirks, inclinations, pre(crenccs, or even cccentricitics. Each group,
society. or culture has its own idiosyncrasies. For example, the Americans and Canadians like to get right down to business,
wading few minutes in useless conversation. Although
this is a virtue for most of us, it is also an idiosyncrasy because not everyone
adhere, to this belief. Many other cultures believe there must be a breaking-In period of social conversation before talking
about business; that's their idiosyncrasy.

l'r uluc'ul
"Protocol" comes from Greek and means "glue". Protocol therefore is the glue that binds groups of people
together. More broadly, business protocol Involves the customs, behaviour, or rules that we have unconsciously agreed to
observe and that allow us to function smoothly together: the exchange of business cards, the way we greet one another,
gill-giving practices, social dining and drinking, cunvcrsaliunal labors, and so on. These protocols are the first we encounter
when iravClbn" abroad.

(adpted li'am /.>u'.r curd %uhnu.r Arurrrxl /Ire' ll'ur/cl Jur Women lit /jrv.r•iur.r.r by Roger L:. :\xtell, 'fami Briggs, Margaret C'orcoran and
N-lacy l3clh Lamb)

COMPREHENSION
I. Do }'oil think there are jobs better suited for men or, rcspcctivcl}', for women? Account for your answer. If yes, which might
these jobs be? Flow would you describe a deal-oriented culture, according to the scat'? What about a relatiuusllip-
focused cuunU'y? Do you agree with these two distiucliuns'? Wily?
Would you Sit)- that women arc more effective in doing business titan ntcn? Why?

Give tile best advice to husincssrvuntcn travelling abroad or dealing with intcrnatiul customers who might be confronted with
the following situations. :•\rrange }our chute from the one you favour most ut the least desirable variant. Account For your choice.
l. ) Oil erre• ru a Loser ; I un'rrcurr rnuulra' cure/ rnru' u,trul 1lrrrr curl unc • uJ his < nlle'u,~,
,
r /rrrrr' u n ' u L'rl 1-Our /irr lire c'rc'rurr, 1' /0 rl,rll lire
/UNrrlrr.r loco/ rlr>;lrl.rlurl.r. II lr:N 11 mild v r lrr'
a. .loin (lien(, drink, and lie ntcrn'. You're :,lad the} r icw vuu as "cmr of t boys".
b. Go. but don't drink. Agree ahead that the agent will lass r uu hack to the hu
rrhrn vile want to Icavc.
c. Graciously decliltc.
b. Invite a male colleague rr •hont you know ryes! and truss and who r\-ill
st;I} •a i

you and take you home rvltcn you wish.

'. ) err ur•r Ilrr c •u.Nuurrr-.rrrrrc •c• nrcrrrugerr rrl •run• eurrriluut •. /I// :Lacer c hell/ clur.rrr'I (, •curl
} Ihc' feurulc' ii- h o urns cr.e.rrgucrrl him,
acre rlrurr,f;%r rlrr clues s irc v l; /
Irrvrguc+,-r. He has nxrr'c' ur less .rotes J/rul he u •urr/rl •/eel more c •nur/iu•luhlc' :crib a roc, crr.rlururr-.rc'rt •rc •c' c •crnmcJ. 1471n1 rlu
t •urv cln''
a. You assign a male to work as a co-contact with the original contact with li hope that. in the lung run, file client will
becunw used to dealing with the rruurul.
b. You assign a male colleague to this customer. Unlortunatciv- the crone originally assigned was the only one who
spoke tile customer's language and you nu: nom hn-c a male translator.
c. You discuss with the customer the qualifications of the ICmale GIIS:Cn11Cr-tiet'r'I, contact and indicate that because of her
language ;ability it will ultint;ltely 1 advantageous to try to work with her.
d. You very politely explain to the client that it would be against your principlr Mid company policy to assign someone
else. You ask him to please give it a U, .
3. ) oil err t•nur e •nur/lurrt •'.c F ice l'rer.crele'lrl u/ ;llcrrkelnrg carrel ur•r Ir e n •e'l lr r r t •/ a rarer Nlrll'%ic'/rR,i; ii lrlllQ,t,'c'I' who l .1' 11C'N' lo
I ///

rll/c'/7rrllrr711r/1 l7rrJ'rNC'.rJ'. YOU ( r 1 ' / ' I V Y ' Q/ t'Urrl' clc'.r/IUU/lu. (ill(/ twos' u'c'lc'nnurr g ,L'r'c'c'l.r I'uN hash (it !/r<' go/e. l ire %rnlc'ulrul cv r .r / u n h v it cr//c.r r. 10
You rook' .rrrhurrlurulc', trurvrrly, t •c'I fiu•iuullt • ,t;rc•c•r.r biro uurl.rcn •.r. 'Derv (/111/1 '1 rc'1! r
You were bringing}•urrr tri/c •' " 11"7o/ c l u .r u r r clu)
a. The two of you play alone al bast fur a while -SO a s

potential client.
h. Your ramie colleague smiles, introduces you. and Sad-.S. "`AI_. C'licnt, this i; I%lr

- ,
C'hristinc Lam v, our Vice President of' Markrtim , and I am Peter Sntith. \I;ukct
~C. ) * o i l a m i d y o u r m a l e c u l l c a i a t c s r r i l l : r u l e s l i a r t i l l . ,; c l i e n t
drilling with a nt;tn.