a

I
i
34 MANAGEMENTANDLEADERSHIP StudentA
a
SKILLSFORWOMEN
-
(Urging; negotiating;
agreeing/disagreeing)
aa

=
Companiesand trainingorganizationsare increasinglyofferingcoursesespeciallyfor
J women,for examplein leadershipskillsand assertiveness, in orderto help women
increasetheirself-confidence
and theirbeliefin theirown ideasand actionsin
= professionalandpersonalsituations.
-

;- You and y'our partner are helping with the design of a new training programme which
will eventually be followed by alt female employees who are managers or who have
= management potential, as part of the company's overall employee development
progTamme.
= You have identified five problem areas to look at during the course.
= 1 Dealing with a team member who is not pulling his or her weight.
-t
2 Handling former colleagues who are jealous of your success.
I

!- 3 Managing employees who are older than you.

I

L 4 Managing men.
I
- 5 Supervising a close friend.
, Decide with your partner:
i

= . the best way to handlethese problems

i

its . a trainingidea(roleplay,simulation,
game,discussion, casestudy. . .)to help
the courseparticipantsto learnhowto handleeachsituationbetter.
=
> YOUR PARTNERWILL START.
-

a
I

t
u
I

t
t
-

-
I
)
I
I
@PenguinBooks1996 63
-
I
 !-

35 MANAGEMENT
QUALITIES StudentA =
-
L-r
; judging;agreeing/disagreeing)
(Sequencing
-
=

t-r

It is difficultto find universalagreementon the specificpersonalityand professional -

characteristics whichmakea good manager.Teambuildingusuallyaims to covera range t-
of qualitiesas one individualcannothaveallthe positivemanagementattributes. -
I-

=
Discussthe following characteristicsof what makesa goodmanagerand, with your
partner,rank them in order of importance: L-

l--

. obility
logelonwell
with
rolleogues T =
. lerhnicol
knowledge E il

l-

. experien(e indifferenl
ofmonogemenl industriol
seclors E l-
. obility people
fomoke lough E =-
t-
. willingnes upto60hours
lowork oweek tl ;-
F
. confidence
inmoking
decisions E .-
tr
o (0n(0r1t
forwell-being
ofevery
employee of0norgonizolion
fromfietoplofie bofiom E {

. obility of(ompony
detuils
tounderstond oclivity E F
fl
ar-
. obility
toplon corporole
ondunderslond obiectives E r-

. knowledge
oftheworld E F
_ 'I
. highly
educoted wifiwide
individuol
ondcultured 0fpelsonol
ronge inleresfs E li
J
I

. (ommilmenl
tomoking
money E F
J
. $oble
heolth
ond psychologicolmoke-up E tg
)
. supporlive
fomily tl ts
)
. obility
lomolivole E tH

J
. obility
todelegole l
:
Fr
)
lr
WILLSTART.
YOURPARTNER
J
a
,-
)
F1
I
/
F.'l
I
-1
F,l
I
4
F.
64 @PenguinBooks 1996 ,J
F
-

-
36 MARKETRESEARCH StudentA
E (Questioning;
likingand preferring)

-_

= Companiessometimesemployexternalconsultantsto carryout marketresearchto help themtarget

> productsand seruicesbetter.Somemarketresearchis veryuseful,but the techniquesused to gather
informationhave to be carefullydesigned.
=
> \bur company owns a chain of hotels and restaurants. You receive a market research report from an
- agencywhich has investigated guests'opinions in some of your hotels.
-

-
PRELIMINARY REPORT
-,
Number of respondents:1,147
-l
Survey technique: Customers staying in your hotels were asked to complete a
-l form which was left in hotel rooms.

4 Analysisbypurposeof visit:
Business:787o Private/tourism:22Vo
-
Analysisby duration of visit:
d
One nght: 48Vo 2 nghts:33%o 3 niehts: ljvo More than 3 nghts:9%o

J
Analysis by servicesused:
Bed & Breakfastonly:65Vo Evening meal:35Vo
1

1 Quality Assessment:
I = outstanding 2 = very good 3 = average { = poor 5 = very bad
I
Welcomeon arrival : 2.5
4 Quality of serviceat reception: 2.I
F acilitie s available from reception: 3.0
J. Rooms,comfort,decor,etc.: 2.4
Beds: 3.0
I Room service: 2.6
Valuefor money: 3.4
1 Breakfast: 2.8
Dinnerlrestaurant: 2.9
1

-
> YOU:
J -
. are not happywith the survey
= . think it needsmuch moredetailedinformationto be useful,for example:what does it meanto
- say the welcomeon arrivalwasrated2.5?Howcould it be improved?Whatdo customersexpect?
= o also want to know what needsto be done to improvethe beds,if they are ratedonly as average?
E . want to know how relevantit is that the survey respondentswere self-selected,i.e.they chose
-- to fill in the forms.Whatpercentageof guestsactuallycompletedthe forms?
! . wantto know what variationtherewas betweendifferenthotelsin the group.
4

= YousrART.
L
@PenguinBooks1996 65
=
I
 -

=
37 MARKETSURVEY StudentA -
-
likingand preferring)
(Questioning;
-

-
-
Market research is the activity of collecting information about consumers and what consumers want and :-
need. This information is used to help produce the goods and seruices which will ensure success for the -
company. =

F
You work for a market research organization. You want to find out more information about
consumer needs in the camera market. You are out on the street conducting interviews using the
following questionnaire.
=
Introduce yourself and explain what you are doing. Then, if your partner agrees to help, ask the
L-
questions.Fill in his/her answers on the form.

AUDIOVISUATEOUIPMEilT t-
MARKET
SURVEY- SECT0R:
CAMTRAS -
F
-
I Doyouown ocomero?YES/I'|0 F
2 lf YES,
howoldisil? -
F
fion3yrs
o)lesfionI yr b)l-2 yn c)2-3yn d)more
lf N0goonfoquesfion
5. F
3 Whol mokeisil?
(pleose
slole).
CAN0]|/KODA|(/MI1'l0WNlK0t'l/0LYMPUS/PANAS0l'llUPMlfil|(VS0NY/Zt]'llTH/other a-
-
4 How much
diditcost? F
o) lesthonSl50 b)Sl5l-250cl 5251-350 dl morethon5350
tobuy0(0mer0
5 Doyouplon infienexlyeor? YtS/l'|0 F
-<
6 How doyouplon
much lospend? e-
o)lesthonSl50 b)Sl5l-250c)$251-350 d)morethon5350
7 Whidmoke(s) doyouthink
ofcomero oreftebest formoney?
volue C-
(pleose
knoVother $ole)
ON0N/K0DA|(/MlN0tWNl|(0N/0LYMPUS/PANAS0IIIVPRAKIIWSO}'|Y/Ztl{lTH/don'l 7a
t
8 l|owmony useinoyeor?
rollsoffilmdoyounormolly
o)fewerfton5 b)6-10 c)I l-20 d)more fton20 F
Nume ofrespondenl:
F
Age:Under1616-18 19-24 25-30 3l-45 46-60 0ver60 -:1

single monied divorcedseporoted

Morilolslalus: F
11
Addres: .ts
-J
.=
Dole: Iime:
.z
=
.1
F
Finally, ask for the respondent's name and address. If he/she gives you this information, his/her
name will automatically be placed in a prize draw. The first prize is a two-week holiday in the -=
Seychelles. -_J

=
YOU START.
=
-{
66 @PensuinBooks1996 .a
-

-_
38 MEETING
ARRANGEMENTS StudentA
; urging;judging)
(Obliging; declining/rejecting

= Onedefinitionof a meetingis:the gatheringtogetherof a groupof peoplefor a controlleddiscussionwith

_ a specificpurpose.The essentialelements of i meetingaie,
- o d purpose:problem-solving,idea-gathering or training
= c dDagenda:the listof pointsto be discussed
. the members:the chairperson,the secretaryand the othermembers
= o d ESult:the outcomeof theprocess
o 2 r€pottiusuallythe minutes(writtenby the secretary).
>
-

4 Your company exports its electrical goods around the world. Unfortunately one of your overseas
E agents is not selling many of your products. You want a meeting next week to discuss ways to
- improve sales.Telephoneyour agent to ask for a meeting.

=
> YOU:
J t . think a meetingis absolutelynecessaryto relaunchthe partnership
4 . wdllt to show a videoabout new sellingmethodsused by your company
= r w?rt to discusssalesperformance,lookingat graphsand other illustrations

= o w?ht the meetingnext week!

> . haveheardthat your partneris doing very well sellingother products.
J
Here are your appointments for next week:
4

4 l3 Monday l6Thursday

4
DepartmentMeeting
1 1 0a . m .

4 | 4 Tuesday l7 Friday
-,

--

4 | 5 Wednesday | 8 Saturday

4 Showtraininqvideoto
- re4ional
ealesteam | 9 Sunday

I
I

1
I
\-- YOUSTART.
-
r
l-
- @PenguinBooks1996 6'7
I
 =

=
39 MISSIONSTATEMENT StudentA
=
permitting)
(Knowing;iudging;urging;sequencing;
=

=
-
A missionstatement is a statement of the aims, purpose and future activities of an -
organization. The objective of the missionstatement is to define - for the company's
employees, its customers and its shareholders - what kind of organization it is, what it =
believes in, and in which direction it wants to go.

You and your partner both work for the same international company.You have been
given the job of producing an effective mission statement for your company.Your task -
is to draft a first version of the statement for circulation, about a dozen sentenceslong. !-

Your draft could include statements about: =

. the usefulnessof the company'sproductsandservicesin the community F-
. the company'sobjectives
t-
. th€ company'svalues -
F
. th€ company'spolicieson qualityandon customercare
-
. th€ company'sprincipleson personnel a-
-
. the company'spolicyon the environment
andtowardsthe countriesof the l-
developingworld
l-
o anythingelseyou thinkis important.
a-
YOUSTART.
F

ll-
-/
l-
-r'
Fr
I
il
-
I
F'i
;*2
I
lrr
.-./ I
r
- l
I
-t
C.,'l
I
--1/
Y
I
-/
-lr i
I
-/
-
-=./
I
I
-/
ts
.J
)
.F
_/
68 @PeneuinBooks1996 .F
-

-_
40 PAYVERSUSBENEFITS StudentA
(Negotiating;declining/rejecting;
urging)
-l

=
',lost employees get some benefits from their
= employer in addition to their basic pay. Some senior
nanagers receive very generous fringe benefits from their companies, which together are worth much
- nore than the salary alone. Some people prefer to receive just money for the work they do; others prefer
:c receivepay plus other kinds of benefit. The totalof what you receive is cattedyour remuneration
-t- sackage.

-L
In this exercise,you play the role of a personnel manager talking to your partner who is an
4 =recutive in the company where you both work. Until now, the company has offered its more senior
-a :nanagers a wide range of benefits in addition to basic salary. Now, however, the company wants to
::rt the range of benefits being offered and wants to bring earnings under tighter control. Look at
-- :he information below and discuss with your partner how his or her remuneration package can be
altered.
-4

1
Current package per annum
4
Base salary $20,000
- Performance-related bonus last year 910,650
J
(Note: ma:rimumpossible PRBwas s,20,000)
Company car and private use of petrol s3,600
J
Long-term disability cover 91,500
Subsidized lunches s1,250
I
Employer contributions to company pension fund 91,200
J
Private medical insurance s1,200
I
Parking s950
Life assurance s300
I Annual health screening 9200
J Financial planning s200
Health club membersNp sl50
4 Total $41,200
J

1 YO U:
J . wsrt to keepthe new packageas close to 840,000as possible,and preferablybelow it, unless
justified by performance
4
r ?re empoweredto increasethe performance-related elementof the packageaccordingto your
4 judgement,but you cannot increasebasic salary by more lhan 25o/"
. wdr|tto reduceyour administrationcosts and thereforewant to minimizethe numberof fringe
1
benefits you offer
4 o w?rt to keepyour managershappy.
J,
YOUSTART.
J

J
@PenguinBooks1996 69
 =

=
41 PERFORMANCEAPPRAISAL StudentA
=
(Emphasizing; your
blaming;telling;expressing =
fearlworry;vetoing)
=
-
=
Evaluation and appraisal are used to ensure that employees develop their full potential within the
company.Accurate assessment is vital in determiningpay, career development and the company's =
commitment to individuals.
=

=
You are a manager in a production company.You have a meeting with a colleague to discuss an
employee who is doing badly at work. Last week he failed to arrive on Monday and Tuesday, he was =
late on Thursday and on Friday he incorrectly completed work record forms.
Here is an internal report on the employee involved:
-

F
EMPLOYEE PERFORMANCE EVALUATION
-
& HEALTH REPORT F
STRICTLY CONFIDENTIAL T
F
Name: John Casenove
F
Sex: M
Position: Lineoperator/Chargehand =

History F
John Casenovejoined the company three years ago. For eighteenmonths -
t-
his record was above average,with a good level of performance,low
absenteeismand excellent inter-personalrelations. He was promoted to
t-
chargehand18 months ago.
{
For six months he respondedwell to the promotion and continued to be a F
valued employee. -
F
Recent problems
Casenovebeganto arrive late for work and was frequently absent.A L.

supervisor'sreport said he appeareddepressedand uninterested.He was

offered counselling by the company counselling service.The offer was F
refused.
F
Three months ago he was disciplined for assaultinga colleague.He was
fined one week's wages.He was wamed as to his future conduct. l=

YOU: F
o ?r€ tired of the problemssurroundingMr Casenove
t=
. think the companyhas everyiustificationfor giving him the sack
F
. think the minimumactionshould be to replacehim as chargehand,puttinghim at a lowerlevel
of responsibility. =

F
YOURPARTNERWILL START.

@PenguinBooks1996 F
70
J.

=
43 Pressand PublicRelations(continued) StudentA
-

b YOU:
-
. think KAD has a good recordon health,safetyand pollutioncontrol
;'
. know that t45,000was spent on the plant last year - all directly linked to safety
= and the environment
. soy this is the first maiorincidentfor fifteenyears
=
> . believeKAD is always looking for new ways to protectthe environment- within
4 (confidential)cost limits

= o ore inriestigatingways to ensure no repetition

-. . know KADwill pay t5,000for the clean-upoperation
-4
b . think manyother localcompaniespollutethe river
J
. know that KADemploys600 people
-! . know (confidentially)
that KAD is under-insured
for industrialpollutionaccidents.
-!
YOURPARTNER
WILLSTART.
4

I
-a
-t

-4

J_

-t

J,

-t

-t

-,

-,

-,

-t

-t

-t

-t

-,

- @PensuinBooks1996 73
J -

44 PRODUCT
ENDORSEMENT StudentA
=
(Negotiating
; forecasting
; urging)
=

=
When famous people endorse products, they say in advertisements that they approve of them and -
=
encourage people to buy them.
=

You work for an international agency representing leading sports personalities. On your list you =
have a rising young Swedish tennis star. You are now going to have a meeting with the
representative of a sports footwear company (your partner) to discuss the possibility of your tennis =
player endorsing their goods. -
-

=
-
-
CLIENT
FILE
International Promotions
Sporting -
-
Name: Wahlstrdm
Christina :-
Age: 17
-
Nationality: Swedish !-
Profession: Tennisplayer
Coach: BoWahlstrtim (father) ::r

Professional: Swedish Junior0penChampion at14,

Swedish Women's Champion at 16, F
Wimbledon QuafterFinalist
and
Australian at17.
Semi-Finalist F

Personal: 'TheJohnMcEnroe ofwomen's tennis.' -

Stormy with(i) herfather;
relationships
(ii)numerousboyfriends(iii)tennis F
umpires. -
ts
Potential: asa player.
Stilldeveloping Coulddominate
women's
international withinthree
tennis F
years.
ts
F
YOU: -
F
r w?ht a dealworth $1mfor your client
r ote convincedof her tennis potential E
. think she has greatmarketingpotential:the first Swedishfemaletennisstar F
r woht more informationaboutthe productwhich the footwearcompanywantsher to endorse:it F
has to havethe right imagefor her and it has to be reliable.
Persuadeyour partnerof your views. F

F
YOUSTART.
!-

=
.1

F
,1
74 @PenguinBooks1996 F
 45 PRODUCTION
DELAYS StudentA
(Obliging
; expressing
fearlworry;urging)

- Productiondelayscan be causedby manyfactorsfrom the non-deliveryof partsto planningmistakes.

Theconsequences can be small,suchas a littleinternaldisruption,or considerable,
suchas lossof
- importantbusiness.

Your company,DGS Holdings,has a subsidiaryin Portugal which produceselectroniccomponents

for your main productionsites in Taiwan and Korea.Unfortunately the Portuguesesubsidiaryhas
beenhaving sorheproblems,as shownby the fax below.

-1
EUSEBIOTORRESS.A.
-l PASODO TOQrrl\[HO 200
TORRESVEDRAS
-,!
OO7893FORTUGAL
-,
FA)G3516t 3Z4Zee
t TEL 35161567344
I

I
FOR THE ATTENTION OF: Robin Keeler,DGS Holdings-
ProductionDept.
J

J
MESSAGE
I
I am sorry to reportthat the orderdatedMay 22 for a consign-
-4 ment of part numbersDR 56821 and TR 55901 has been
delayeddue to productionproblems.We cannotship the parts
J
on Junel0 asrequested. Delayby threeweeks,to July 1.
J
Weregretthe inconvenience
this may cause.
J
Bestregards,
J

J
l\m;a 7,";'1" /li >rn;., '
4
./
4
MariaPintoandLuis Deias
J

J
You are very concerned about this. Contact your Portuguese subsidiary to find out the reason.

- @ Penguin Books 1996 75

 =

45 ProductionDelays(continued) StudentA
=

=
YOU:
=
. know that delays like this can affect productionschedulesfor the whole
organization =
. have receivedfive similar faxes in recentmonths
=
o w?rt to visit Portugalwith top level colleaguesto examinereasonsfor
continuingproblems =

r lll?g as a compromise,insist on sendingone individualfromheadoflice to help -

resolveproblemsat the Portugueseplant
-
. have heardthat there is a strike on at the moment
o lll?| haveto stop using your Portuguesesubsidiaryas a supplier- but naturally L-

you do not want to do this.

!-

YOUSTART. -

-
-
=-

ts
F

ts-
F

ts-
t-

F
F-
l
_-
I-i
l
-)
tsi
2
F-i
- l
I

D-r
- t
I
=-J
lrf
- l

)
FJ

)
76 @PenguinBooks1996 - l
}J
J

--
46 PROFITANDLOSSACCOUNT $tudentA
-
(Knowing;
sequencing;
measuring
andcalculating)
-,

= A pr.ofi.t
and lossaccountis a statementof incomeand expenditurefor a businessrn a particulartime
period,normallyoneyear. lt showstradingpertormancein termsof what hasbeen spentand what has
= beenraisedthiough iates and otherrene-nue generatingactivities.
J

L At the end of the financial year, a colleague from a sister company asks you for details of the profit
- and loss account for your company,which has interests in retailing,leisure and property.
= Use the abbreviated profit and loss account below to answer his/trer questions.

YEAR
TO31MARCH
19_
-
Previous
--
year
Trading (before
surplus depreciation) $8.0m (9.5m)
-
Income
fromproperty $2.5m (a.6m)
- Less:
depreciation $+,om (3.sm)
- profits
Pre-interest $6,sm (10.6m)
Less: payments
interest $2.sm (3.am)
-tl
Pre-tax
orofits $+.om (7.2n)
- Less:
tax $1.3m (2.3m)
- Available
toshareholders $2.7m (a,9m)
-
YOU:
-
. thinkthefall in profitis dueto a crisisin the locateconomy
' ' believethe mainfactorwasa fall in incomefrom rentingofficespace.A lot of propertyowned
= by thecompanyis standingempty
. thinknextyearwill be worse- you do not expecta quickrecoveryin the propertymarket
' knowthat interestpaymentsaredownbecauseseverallong-termmortgageswereredeemed in
= the previousyear
. thinkthe companyhasdonewellto showa profitin verydifficulttradingconditions
=
' knowthatall propertycompanies
arein thesamesituation- mostotherleisureandretailing
- companieshavealsosuffered.

YOURPARTNER
WILLSTART.

@ Penguin Books 1996 77

 L

=
MANAGEMENT
47 PROJECT StudentA
=
judging;measuring
(Agreeing/disagreeing; and F
calculating)
h-

=
Project management is an important businessactivity which involves putting plans into practice. lt
requires the coordinationof various activities,each within a specified time frame. =

You are project leader for a company that is planning to build a new f,2m production site. You have -
produced an outline of the project proposal. You have a meeting with the senior member of your
i"urrr, the assistant project leader. Ask him/her for comments and get approval for your outline ti

schedule.
L-

t-

ts
F

ts
Week Phase Action
F
G7 I Settingobjectives
L.
definitions
Establishing
cations
specifi
Establishing
' F
8-9 ll Organization
Decidingprojectleadersandteams ts
l0 lll Costestimating andbudgeting
F
|| lV Puttingout to tender
12-15 V Detaileddiscussions F
| 6- | I Vl Decidingon allocationof work
Meetingswith tenderers F
19 Vll Contracts
l-

2C_i2l Vlll scheduling

Planning.md
l:Sitepreparation >
22-24 lX Construction
25-28 X ll:Foundations
Construction
lll:Above-groundstructure F
79-34 Xl Construction
35-38 Xll work
Finishing l-

'18 @ Penguin Books 1996 =

--
!

=
L,
47 ProjectManagement
(continued) StudentA
-

i
YoU:
=
> ' have basedthis scheduleon your experienceof building a similar production
= site at a subsidiaryin Australia
. ' are absolutelyconfidentaboutthe accuracyof the schedule:16 weeksplanning
> + 16 weeksconstruction= 32 weekstotal
-
. will acceptonly minimalchangesto the schedute
= o ?rs responsibleto the productionmanagerand the managingdirectoronly

= ' understind that the companyrequiresthe project to be finished as soon

as
L Possible
-
J
. naturallydo not wantto upsetmembersof yourteam.
-
L YOU START.
=

4
J

a
a
a
-

a
a
a
a
a
-

t
t
a

a
@ Penguin Books 1996 79
 =

48 QUALITY StudentA
=
; judging)
(Agreeing/disagreeing
b

b-

Quality improvement is the process of improving allthe systemsand procedures within your organization =
so that you produce better goods or seruices for your customers. Quality is not an absolute. The quality
of your goods and seruices is defined by what your customers expect. =

=
Your company has asked you and your partner to draw up a list of proposals for improving quality
within your organization(s). =

Select six of the following which you both feel should definitely form part of your company's new -
commitment to total quality:
b-

. oppoinlment
ofquolity
confiol
inspeclors
forrondom
checks goods
onfinished n :-
. (reolion
ofquolity
circles fte(ompony
throughoul E F-

. estoblishmenf quolity
oforegulor wifiprizes
compelilion forbest quolity
forimproving
suggeslions
ondsoving
money E E

. infoducfion quolity
oforegulor feoture
infiein-house
mogozine n F

. decision
loseek quolity
internofionol (e.g.
stondord lS09000) T b

. drofling
ofoquolity
chorfer
lobesenf
loollcusfomers T F

. reolion
oftelephone
hotlines (0ngelimmediote
sofiol cusfomers withproblems
help ondgive F
immediofe 0ny0ur
feedbock producb/services T F
. ofoquolity
inlroducfion improvemenf progromme
lroining forollstoff
members E F
. oppoinfment
ofolopmonogerlohoveoveroll forthequolity
responsibility progromme E
improvemenl
F
. ofquolity
theestoblishment (zero
torgets inproducfion
defeds) T >-
. lheprominent ofquolity
disploy notices
ftroughodfiecomponybuildings. tl F

F
Is there anything else you might like to add?
ts
YOUR PARTNERWILL START. ts
F
F

F
F
l-

F
.1
80 @ Penguin Books 1996 F
+
F F ^ A
: + Y QUIZl StudentA
F (Questioning)
t

+-
L Quizzesare usuallyfairlylight-heartedbut theycan alsotell us quiteinterestingthingsaboutourselves
- and aboutotherpeople.
L

= -\k your partner the following business quiz questions and then get him/her to ask you. You can
either answer each question in turn or each of you can go through the whole list in turn.
3

= 1 Do you work mainly: 6 In meetings,do you normally:

> a) for money? a) say less than the others?
-r bt forpower? b) say more than the others?
- c) for fame? c) say as much as the others?
-
d t for self esteem? d) chair the meeting?
J
2 If you won a lot of money,would you: 7 In your opinion, should the averagebusiness
= a t invest it in your company? meeting last:
b t start your own company? a) no more than an hour?
r Cr feElref b) no more than an hour and a half ?
c) no more than two hours?
4 d) as long as it takes to completethe
> 3 If someoneasked you how much you earned, businessproperly?
r rvould you:
> a' tell them the right figure? 8 Do peoplein your company normally arrive
r b r tell them the wrong figure? at a meeting:
a) before or on time?
1 first? b) less than five minutes late?
= dt refuse to tell them? c) between five and ten minutes late?
d) more than ten minutes late?
= -l Which is most important for you in your
rvork: 9 Which of the following would most increase
= a) chancesto meet people? your own productivity at work:
> bt friendly colleagues? a) more autonomy?
r c) a sympathetic boss? b) more time?
> d) a good physical working environment? c) more computers?
I d) more money?
L 5 If you found your new boss very difficult,
r would you:
-- a) try to discuss the problem with him/her?
t
b t try to tolerate the situation?

d) leave the company?

,4

= YousrART.
I

4
@PenguinBooks1996 81
=
 F

50 QUtz2 StudentA =

=
(Questioning)
F

=
Askyour partner thefottowingbusinessquiz questionsand thenget him/herto askyou. Youcan either =
answerelachquestionin turn or each of you can go throughthe wholelistin turn.
=

Do you socialize with colleagues outside i How much time do you norrnally take for =
work time: lunch at work:
a) often? a) less than 30 minutes? F
b) sometimes? b) 30-60 minutes?
c) occasionally? c) 60-90 minutes?
d) never? d) more than 90 minutes?
=
If your boss told you that you were wanted 7 Do you think an employee should be sacked
F
to represent your company on a stand at a if caught in the workPlace:
trade fair for five days, would the prospect: a) stealing? -
F
a) excite you? b) smoking in a no-smoking area?
b) horrify you? c) taking drugs?
F
c) frighten the life out of you? or d) sexually harassing a colleague?
d) would you ask for extra moneY? (You may wish to choosemore than one.) F

, 3 8 Do you prefer to be Paid:

Which is most important to you in your F
work: a) a high base salary with no fringe benefits
a) yourtelephone? and no performance-related bonus? =
b) your computer? b) a low base salary with good fringe
benefits? F
c) your fax machine?
d) your desk? c) a low base salary with perfonnance-
related bonus? F

4 In your opinion, should your company be: d) a low base salary with perforrnance-
F
a) research-driven? related bonus and fringe benefits?
b) product-driven? F
c) market-driven? 9 Do you prefer to work:
d) customer-driven? a) mostly in an office? F
b) mostly at home?
5 How many days'holiday (including public c) mostly travelling around? L
holidays) do you think people should take off d) a mixture of working at the office, at
work per year: home, and travelling around?
a) fewer than 15?
E
b) between 16 and25?
c) between 26 and 35? L
d) more than 35?
t

YOU START. t

82 @PenguinBooks1996 t
-

rF
I
51 RAISING
FINANCE StudentA
L
(Questioni
ng; forecasting)
=
L
I

L Jcmpaniescan raiseextrafinanceto hetpmeet their needsin severalways.Threeexamplesare by a

' ilation (the sateof shares),a rights issue(setlingsharesat a specialtowprice to existing
F
L- s^areholders), or takingout a loan froma bank througha moftgageor debenture.
J
I
!
= .:'-u
- represent Chapman Whitney Ltd. The company needsto invest in new plant to meet expansion
- :.ans. You arrange a meeting with your company'sfinancial adviser to discussyour plans to raise
L =rira finance.
rl
- .tii 1'our adviser for his/her opinion on the expansion plans, and on the potential for raising extra
I :-':'ne]' to support the plans, either through a flotation, or through a rights issue, or through loans
| ::rm a bank or other lending institution.
l-

Here is a part of the company balance sheet for the last financial year.
=
L
=
L
rt OTTIl{AilG
SOURGS Sm
L
I
Shore
ropilol
4million
shores
ot$1.0 4.0
profih
Retoined 8.0
L
= funds
Shoreholders' | 2.0
L Debt
finonce
=
(3yeorsl
6%mortgoge 6.0
L Bonkoverdroft 4.0 10.0
=
L Totol
funds 22.0
=

4 Asels
employed
Fixed
oseh
= Properly t 0.0
Mochinery 2.0
= Vehicles 2.0 14.0
= J{el
currenl
ossels 8.0
Tololossets 22.0
=

-
tig. | ftopmon
Whitney
[d. Abbreviohd
bolonce
sheet.
=
! YOU:
-
! . admitthat the companyis not tradingdynamicallyat the presenttime - salesare static in a
= contractingworld market

- . believethat you have the expertiseto build new and innovativeproductsfor the next 25 years.

' YousrART.
-

-
II
\- @ Penguin Books 1996 83
-
 !-

52 RECRUITMENT StudentA I
=

lE
(Likingandpreferring;urging;declining/reiecting)
!-

!-
can be a --
Recruitmentis the processof tooking for and finding peopte to do particulariobs. Recruitment :-
mistake'
time-consumingand cosily process.-Recruitingthe-wrongperson can be a very expensive --
!r-

You are an American up-market designer of men's clothes, running your own medium-sized t-
your partner
company jointly with yourAmerican partner. You provide the creative inspiration and -
Your company has
Iooks after the business side of thingr. Yoo have a good working relationship. t-
You are
traditionally operated in the US and is now tryrng to break into the European market'
phoningeach other
based in New york and your partner has been in Paris for three months. You are :-
should get the new job of sales and
(at 10.00French time, 17.00us time) to decidewhich candidate
Each of you has shortlisted
marketing manager for France (and potentially for the whole of Europe).
is not
two candidates whom you have personally interviewed. Unfortunately your fax machine F-
the phone'
working, so you have to describe yoo" o*., shortlisted candidates to your partner over
-
1 Read the two profiles below and decide which of your own two candidates
you prefer. >-
2 Describe them both to your partner.
t-
3 State your own recommendation.
C Persulde your partner of the advantages of your preferred candidate' F-

YOU: h-

. strongly tavour an American choice because you feelthat an American will integrate much F
roteluickly and easily into the company team and into the company's culture. -
F

F
Name JeromeMcGraw
Age 27 l-
Nationality American -
F
Marital status Single
-
Education BA BusinessAdministration, MBA Hartford tr
Experience Marketing posts with Apple Computers and Coca-Cola
(4 years total). Excellent references F
Languages Native English, intermediateSpanish,a little French
'for peanuts' F
Salary expectation Very reasonable:would go to Paris
Interests All sports:captainedchampionship-winning university F
basketball team; Politics; clothes
Other relevant Comes from poor working classbackground; of F
information African-American origin; well-balanced,very J

attractive personality,intelligent, ambitious; he F

obviously has enormouspotential for progressup to
t:
senior managementlevel; wants to make big impact on
smaller company; desperatelywants international =
experience
!.

84 @PenguinBooks1996 t=
4
I
L-
4
I
(continued)
52 Recruitment StudentA
\-
I
t
L-
4

-
! \ame NancyGuscott
= Age 40
E- \ationality American
-
\larital status Divorced(3 yearsago)
Z Education MA (andPhD incomplete)in Frenchlanguageandliterature
.L Experience 15years'marketingpostsin the US andEurope,specializing
4 increasingly in up-market women's fashion: clothes and accessories-
! very good contactsin this sector.Currently Marketing Director for a
'4
reputable US mail order clothes company: $300m tumover per year.
i Some spin-off knowledge of men's fashion market
Languages Native English, fluent Hebrew, fluent spoken French, good written
_
= French, some Italian
! Salary expectation Reasonable
1 Interests Fashion,food, antique furniture

- z
information spent severalyears in Paris with her French (now ex-) husbandwho has
L custodYof their three children
,1
!
ar.!

-
YOUSTART.
4

--

--

.=

-_

-,

,4,

=,

-_
@PensuinBooks1996 85
-t
 -
F

53 RECYCLING StudentA =
-
ts
(Agreeing/disagreeing; i udging)
l-

-
Recyclingis the activityof sortingout wastematerialso that it can be reprocessedby -
speciatistcompanies.Recyclingis broadtyconsideredto be a sensibleway to reducethe F
exploitationof the environment. -
-

F
Your companyproduces25,000tons of wasteproductsfrom its officesand canteen -
areaseveryyear.At presentthere is no policy on recyclingand you think there should -
be qne. -
-
Togetherwith a colleague,decideon the three most important advantagesof recycling
and whether there are any important disadvantages. Then decideif you want to =
recommendthe formal introduction of procedureson recyclingand any related
-
considerations. F
-
F
YO U :
-
. think the introductionof systematicrecyclingwillfinally bring the companyinto F
line with governmentrecommendations -
-
. think recyclingis a'good thing'and givesa good impressionto everyonein the
company F

. fear that more spacewill be requiredfor containersfor differentmaterials =

. think employeeswill haveto wastetime sorting out differentmaterialsfor {
recycling,i.e. paper,cardboard,metal,glass :i

. think that the companycould save money by encouraginggreaterreuseof paper

I

-
- especiallyfor rough working, notes and internalmessages -
F
. think the companyshould use moredouble-sidedprintingand copyingand so
-
save paper. F
il

F
YOU START.
=
-
F
-
F

Lr

86 @PenguinBooks1996
)-
I
I
t-
r
I
l-
54 RELOCATION StudentA
I
I
t-
(Judging
; negotiating)
)a

-
I
Relocation means moving your home, office or factory from one place to another.
I

,
You are a manager with a European company which has recently entered into a joint
- venture agreement whose head office will be in Brussels. You have been offered a
fantastic job by the new boss in Brussels. But your wife/husband and teenage children
rl are very settled where they are and you don't want to move.
L You therefbre propose to commute from your home to Brussels on a weekly basis,
t
travelling out every Monday morning and back every Friday evening.
I
YOU:
rl
. think you will be more productive away from your family and will not have the
rl extra worry of their adjusting to a different environment
rl . will save the company a lot of money in relocation costs
I
L . will,if necessarygiveup yourcompanycar in Brusselsto payfor thecostof the
I
I
weeklyreturnplanefare(youalreadyhavea companycar at home).
L
= Discuss the question with your new boss at a meeting.You must reach an agreement.
I
I Although you want the job, you will not sacrifice your family's interests to keep it.
I

I YOUR PARTNERWILL START.

- @ PenguinBooks 1996 87
I
 I
>-r
l
)
tr
-- l
55 SALESTARGETS StudentA
tr
(Measuring correcting)
andcalculating; )
_
t-r _
-/
D-

-:
When you fix sales targets,you predict the quantity of goods or seruicesyou will sell during a future time !-
period.
r-
t:r
<
Your company's sales operation is divided into a number of regions, and you and your partner have >-
joint respottribility for the Central region: you manage the West Central area and your partner t

managesthe East Central area. >-

-
Last year the company's management announced a new incentive scheme for sales staff: the F
winning sales team wbuld win a week's holiday in the Caribbean for themselves and their spouses.
Althouth you made big efforts to sell more than the other regions, you saw the other teams pulling !:-
ahead of yon. In addition, computer problems made you late with the figures for the last quarter of t

the year. F
- -
Your computer manager now tells you that some of the original figures for your area are wrong: the tr
new figures are on the whole higher than you thought. Fl
F
1 Calculate your new total sales for the year. I
r.J
2 Callyouroppositenumberin EastCentralandseeif, together,yourfiguresarenowgood F
I
enoughto win the Prize. J
c-r
-
Figuresin $US North West South East !-
a{

Firct nr rerfcr 93,137 94,005 85,2| | 93,140 l-

-
Secondquarter t 0t , 1 0 4 85,439 99,505 t-

Third quarter t03,721 aa 411 87,674 107,099

t-.
Fourth quarter 95,r06 |
t00,47 )
F.l
J
Total Fr
I
-J
)-r
- l
Figuresin $US West West East East Central J
)d

Central Central Central Central Revised

Total )
lnitial Revised lnitial Revised tsi
)
ld
Firct nr rerfer 4 5 , 0r 0 4 6 , 9t 0 47,194

Secondquarter 48,763 48,963 5r,309

f
)-

Thir/ nr rerfer 49,345 49 7)7 5t,499 J

H

Fourthquarter 49 qq7 50,847 5t,446 f

H

Total
l
Y

J
a
H

YOU START. ll

)
=
-/
88 @ PeneuinBooks 1996 )d
!
4
I
\-
SMALL TALK 1
- FtA

a c o StudentA
4
L (Welcoming; greetingsandfarewells;
4 introducingself)
!
4
!
r-

! Smalltalkis a vital skillin business.lt can be difficultto initiatea conversationand then to

1 keep it going, but it is very importantto be able to do so - in Englishas well as in your
> own language.
4

4 1 A visitor to your companyis waiting to seeyour CEO (chief executiveofficer)and

! you have been asked to look after him/her for ten minutes. It is your job to keep
4
the conversationgoing.
!
1 Spend ten minutes talking to the visitor. While you are talking, try to direct the
conversationso that the visitor uses as many of the words below as possible.At
-
the end of ten minutes, count up how many of the words in the box below he/she
! used.
4
L

4
!
-
/ pHOTO(cRAPH)
THrNK/ TRtp/ MOUNTATN
PORTABLE
/ EAT/ COUNTRY/
FAST/ HOLD/ GREEN
-

'- YousrART.
4
> 2 When you have finished,repeatthe activity. This time you take the role of visitor.
4

7 YOURPARTNER
WILLSTART.

4,
-_

4
al

-_

-t_

- @PeneuinBooks1996 89
 h

57 SMALLTALK2 StudentA -
-
F
self; questioning;
(lntroducing expressing -
F
amazement)
-
-
l-
Fill in the form below to invent a new indentity for yourself! -
l-

-
-
tudt Ittr. -
E

Nationality: -
l-

,A1n9ot 'r . . , . , . , . . . . =
-
b
Address:
-
l-
Company: I
l-

activity:
Company -
t-
-
Position: a!-
-
=
........
Responsibilities:
il

t-
ofservice:
Length -
-
tripto:
Current -
F
{
Reason: F
il
tr
rdil ilry.
{
=
Interests: _
F
........ /
information:
Other F
J
H
--l

J
Now imagine that the'new you'is sitting in a plane next to another businesstraveller E1
and that you begin to talk. Tell the other person (your partner) as much as possible J
about yourself. And find out as much as possible about your partner. t=
)
=
YOU START. J
=
J
F
J
=
J
l=
I
90 @ Peneuin Books 1996 =
a
tt
I
r 58 SPAREPARTS StudentA
t (Obliging;regretting;measuring
andcalculating)
t
Il
I
t _
)afts,
i or components,are put togetherin manufacturingor assemblyprocessesto makeproducts,or
a :'e usedto replacefaultyor damagedpartsin existingproducts.

F
= I -'ur companyneeds a special delivery of some parts to meet your production target for next month.
> !-,u contact a supplier and ask for the following products. Your preferred delivery times are stated.
I
-
I
iI Porlnunber Ouontity
required When
required
i
tR400l 220 immediote
delivery
I
- immediote
delivery
i 140 7doys

tI t00 7dop
L 250 7doys
t
I
L l4 doys
I
I HTIO 750 I 4doys
I

I XTI
O 100 I 4doys
I
-
I

I
YOU:
-
. prefernot to haveany early deliveriesas you operatea just-in-timeproductionsystem
= . G?hrottolerateany delays in meetingyour fourteen-dayrequirements

= . coUldacceptone or two days'delayon up to 50%of the GA components

. know that you are a very importantcustomerlor this supplier
=
> o eXP€Gt
to pay on your usual terms: 60 days from deliverywith 10olo
discount
I
. coflsiderthis orderto be vitally important
-t
. do havean atternativesupplier,but the quality is slightly lower
= . prefernot to use the alternativesupplier,but you would if there was any risk of not getting the
goodsyou need.
=

i You START.
-

r
-

I @PenguinBooks1996 9l
 -

59 TEAMBUILDING StudentA -
h

=
judging)
(Likingand preferring; -
E

=
More and more work is project work and more and more project work is done in teams. ln the future, you -
:
could be a member of several teams working on several different projects at the same time. Team
members play different but equally important roles and a good team is one with a good balance between -
-
roles.
=
-
You and your partner are forming a special team to work on a major new project. You are looking for !-
two other people to join you to form a dynamic and balanced team. -
=
Look at the brief descriptions of team roles below.A well-balanced team will have
people with different preferences situated in different places on the wheel. =
-
-
g0ininformolion
Reporler-Advisers before
tuking
oclion;
inlerprel a

ondgive
siluolions odvice, F
I

fteolor-lnnovoton
findnew
ideos
ondopprooches;
reseorch; F
explore
fiefuture. -
F
[xplorer-Promolers
lookfornew findnew
opportunilies;
F
(onlods promole
ondresources; sellideos.
ond
=
Assessor-Developers
moke workinproclice;
ideos develop
protolypes
le$plons.
ond f-
{
Thru$er-0rgonizers
mokethings
hoppen;
orgonize
whol =
hos
lobedone;
ensure
obleoives
oremel. {
F
(onduder-Producers
(0rythings
through;
work plons
loorderly -
ondsyslems;
meetdeodlines. F
--
(onfioller-lnspeclorsprocesses;
confiol inspect
shndords;
ensure t-
pro(edures
orefollowed.
Margerison-McCann F
Upholder-Mointoinerspurpose,
cloilfy ondprinciples;
volues TEAM MANAGEMENT WHEEL r'
provide
supporl;
moinloinslondords. F
=-/
F
The Team Management Wheel and role descriptions were developed by Charles Margerison and Dick McCann of Team Management SystemsUK Ltd.

The Margerison-Mccann Team Management Wheel is a registered trade mark of Prado SystemsLtd. For precise pinpointing of a person's preferred role, it is necessaryto complete J
the Team Management Index, a questionnairedeveloped by Margerisonand Mccann, which also providesa detailed personal profile for referenceduring discussions aimed at
improvingteamwork.
l
y

)
Discusswith your partner: aa
-l

r which role you think you would preferto play in the team J
>ra
i
r which role your partnerwould preterto play ,./
)r
r which other two roles you needto makea balancedteam. -/
I

tr
- l
I
--J
YOUSTART. =
J
Y

>1
92 @PenguinBooks1996
t=
.
I
L
-
L-
60 TIMEMANAGEMENT StudentA
-
I (Blaming
; agreeing/disagreeing
; urging)
,

=
. .
',tanaging
:- your time wellis one of the mostimportantskillsthatanyonein businesscan learn.lf you do
^it. the resultsare frustrationfor yourselfand your colleagues,and lossof moneyfor your company.
a

= tselo*'you can see several common problems for anyone who works in an office. Tell your partner
t-
=cout each problem in turn and see what solution he or she recommends.
I

= 'fhe
- m l
problems
L
! I My phoneneverstopsringing.
!- 2 Peoplearealwayscomingin andout of my office.
" 3 I spendfar too muchtime in meetings.
4A I| can
^^-
manage-my
--- ^:-^^
time -perfectly
-J--:r-- ----r,
well. tIt's
^, ^ , : 1 |
technical r I
andconstant
breakdowns
=

Fproblemswithcomputerswhichmakeitdifficultformetom€nagemy.*".
L
F \ts- 1'ourpartner is goingto tell you about someother typical time managementproblems.Choose
!- :,im the list of suggestionsbelowthe solution which you think is best for eachproblemand tell your
I
= : a-rtner about it. Add your own comments.
-

|l The solutions

I a Prioritize.Delegate.Block time for importanttasks.Keepthingsin proportion.If

theproblempersists,discussit with a superior.
- b Don't be afraidto tell peopleyou're too busyright now.Standup whensomeone
comesin anddon't sit downagainif you don't wantthemto stay.
-
c Don't alwaysagreeto seepeoplestraightawaywhenthey askto talk to you.Plan
I
your day so thateveryoneknowsthatthereis a time whenyou needto work alone
anda time whenyou arehappyto seeotherpeople.
- d Neverhandlea pieceof papermorethanonce.Eitheracton it, passit on or put it
in thebin.
-

= YousrART.
-

I
I
I
I @PeneuinBooks1996 93
l-
 -

StudentA
E

PRIORITIES
61 TRAINING
=
(Knowing sequencing)
; agreeing/disagreeing; {
-

L-

prioritizing is deciding on an order of importance for a number of possibleactions, by comparing their -

=
usefutneis. The moit useful are often urgentty required, while the least useful may be disregarded. -
=

your company produces high quality audio equipment for use by professional sound engineers in the =
music, film and television industries. You are planning a major sales and marketing drive in several fl

new export markets in Europe and Asia. Your colleague is the new marketing director with =
responsibility for this major initiative. -
F
Together with the marketing director, set priorities for training a staffof five marketing managers
and 20 sales representatives and agents. =
-
Decide on an order of one to nine;eliminating the lowest three or four areas of training depending
il

F
on vour assessmentof their value. a
F
-
t-
. foreign forreps
lroining
longuoge ond (on(erned
infiecountries
ogenfs E -t

. foreign foryour
lroining
longuoge monogers
fivemorketing T F
-

. lroining monogers
forfivemorkefing
oworeness
inculturol tl F

. troining new
indeveloping ondmorkefing
morkefs direclor
foryou0smorkefing
strolegy E F

. lroining forreps
slrolegy
inmorkefing ogents
ond E F

. lroining producl
innew ondofier-soles
technology ondogenls
folreps
servi(e E F
U

. froining producl
innew ondofter-soles
technology monogers
formorkefing
service T F

. lroining supporf
innew formorketing
sofMore monogers
formorketing
compoigns E F
-{
. produdion guidelines
ofdetoiled lepsondogents
forsoles longuoges.
invorious E F

E=

F
YOU START.
F
-,4

t:

t:
E

94 @PenguinBooks1996 E
 62 TRANSPORTATION StudentA
(Judging
; agreeing/disagreeing)

I
- : stnbutionis concernedwithmovinggoodsfrom the producerto the customer.
I
I
I -,--,n.
companywants to export goodsfrom Spain to Greece.You have asked a colleaguein Spain to
I7 : jsgest the most appropriate way of moving 120 tons of goodsto Greeceevery month. In the
:---eantime,another colleaguein Greecehas sent you a proposal,details of which are shown below.

FAXMESSAGE
From (30)31
laxnumber: 547699
(33)1-44567321
Tofaxnumber:
Cie(Paris)
T0:ARANT FortheAttention
of Export
Dept.

ofgoods
Re.Transpon toGreece
Herewith costproposalfromBarcelona
toGreece,
I suggest Andropolis - roadhauliers.
S.A,ofThessaloniki Road transport
is betterasmoreflexible.
Wecanget
goods movedaroundmorequickly.
Alsoeasy distribution
toAthensandThessaloniki
bysame lorries.
Estimaled costs:
Barcelona- Athens.
1 x 5 toncontainer
@$1,000each
per30toncapacity
6 containers lorry= $6,000.
Totalfourlorries = $24,000.
permonth
Cost of10%perlorry
reduction forevery'10hourdelay
if caused
by
accidenttolorryormechanical
failure.
Additional
lorries
canbearranged.
Alldocumentation
taken
careofbyAndropolis.
Normal - Marseille
route:Barcelona - Milan- Bari- transfer
byshipto
-
Greeceonward toThessaloniki
orAthens.
Time:live
days.
Alternative
route:overland
takes7 daysandcosts$1,000 perload.
dollars
Notrecommended - subject
todelays.

I'
Comparethe two proposalsand decidewhich is moreconvenient.
I
. YOU:
I
o wort to movethe goods as economicallyas possible
I . think the companycan be flexibleon deliverytimes- any time in the first weekof the month is
. okay
I . needflexibitity- variationsin the consignmentsmust be possible.

I YOURPARTNER
WILLSTART.
I
a PenguinBooks1996 95
I
 t=.

63 WORKENVIRONMENT StudentA =

!=-
(Negotiating;
measuring
andcalculating; -
forecasting) =

ts
-
l--
The workingenvironmenthaslongbeen recognizedas a key factorin improvingproductivity,employee
satisfactionand in reducingdays lostthroughsickness. E

ts
Youare a managerresponsiblefor the telesalesofficein a companywith a turnoverof f,1.25m.You -
havea meetingwith an employees'representative to discusspossiblewaysof improvingthe F
working environmentfor your team of eight people. -
!-

YOU: +
. believethat productivitywill increaseif significantimprovementsare introduced -
F
r heedto decideon variousimprovementswithin an overallbudgetlimit of 816,000.This
spendinglimit is confidential Fr
. havereceiveda memofrom a managementcolleagueshowingthe followingcost estimates. -
Thesecosts are also confidential. F
-
t-

MEMO ts-

CONFIDENTIAL
ts
t-
To:D-office
{
From: HT F
Re:Officeimprovements
t-
Redecoration 84,500 74
F
lmproved sound proofing between desk areas f,z,200 jd
\t-
New triple -glazedwindows f,3,800
.1
F
Improved workstations, hands-freetelephones/screens/
footrests,etc. f,4,850 F
f,3,600 /.
Replacementof neon strip lighting F

New ergonomicallydesigneddesks f,4,400 >=/

F
More office space f15,000 7/
Ei
New ventilation system f5,200 .._/
New chairs €1,000 t=
../
E:
Call if you want to discuss. ./
t=
,-.1
HT E
>1
l=
YOUSTART. .-1
l=
96 @PeneuinBooks1996 14
l=
=
l-
=
l-
64 WORKROTAS StudentA
=
!
(Regretting; declining/rejecti
ng; agreeing/disagreeing)
1

=
-clrday entitlement is establishedin employees'contracts but the exact time when holidays are taken
= is
'sually negotiated between the company and the individuals concerned. The company naturatty has to
-ake sure that there is sufficient cover
1 when employees are away on holiday.

4
!-,u are responsiblefor the implementation of production schedulesand work rotas in a fresh food
- :.ctory Here is a chart showing production schedulesfor July and August and work rotas for your
:-.1'(l
line supervisors,LSl and LS2. The production capacity is 7,000 units per week, but this volume
4 : production requires both line supervisorsto be available for work as an additional smaller line
:rasto be operated.
1

4 week M T w T F s/s
1 27 4 5 7 b 9lt0
JULY
4t5oo 5V'.L31 / t-92t
4
78 '€t/: t2 l3 t4 t5 |6 | 7
- 51ooo Lg\ L92,
1n
I Y t8 tg 20 2l 72 23t24
4
7t@o 5V: l"-s2J LS1. \futatiou/
4 25 26 77 28 29 30/3|
3n
4
/,om S V : L ( 2- L 5 1 - V a>atioru
I 2 3 ^
.+ 5 6t7
AUGUST 3I
4
b,aoo€v : Lgl/ L32J
1 32 8 t0 t l t2 t3|4
5,soo €V: L31, L32J
4
33 t5 t6 t7 t8 t9 20t21
I 5to@ € Y : L 5 1 L3L- Vt mttistt
34 72 23 24 25 26 27t28
I
4,Ea sv' Ls1 |92- va wtion
4 29 30 3l 2
35 3t4
4
b,ooo €v: L31 L92'
SE PT EM B E R 5 o 7 B t 0 /|
4
b,ooo 5 y : L S 11 L32J
4

= In March oneof your line supervisors(LSl) requestedholidaysin weeks29 and 30.You

provisionallyagreed.Try to persuadehim/her to have holidaysat a different time.
=

= Y O U:
. know that all productionhas to be for immediatedeliveryas the companymakesfresh foods
= c realiz9you have madea mistakeand that the supervisorwill haveto be compensated
-_ . knowthat the ordersfor July are from your most importantcustomers.

4 YOUSTART.
i- @ Penguin Books 1996 97
 J
I

:J
r{

65 WORKSCOUNCIL StudentA :J
L.J

; hesitating)
(Urging;agreeing/disagreeing :J
d

:J
d

Many companies in the industriatized world have works councils: committees of

:J
rJ
representativesof both management and staff which meet regularly.However, the powers
of works councils can vary widely from country to country and from company to company.
:J
lJ

ln Germany and Scandinavia, for example, employees'representativesmay participate in

decisionsabout the company's financial, marketing and human resources strategy.
:J
L.-a

Elsewhere, the works council may have a much more limited role. -J
-{
-J
'rrJ

You and your partner serve on the works council of the medium-sized company where
you both work. The company employs 100 people. Each year the council is given a :J
LI
f5,000 Christmas present by the company'sowners to spend in whatever way it
wishes. You and your partner are meeting to brainstorrn your ideas before the full
-J
bd

council meeting to discuss the subject. You have jotted the following ideas down on the -J
back of an envelope.Compare your notes with your partner's and try to reach a joint irrf

decision on what you would like to recommend. (You can add your own ideas to the
list below.)
J
l-{

J
l-J
YOU think the money could go on:
lor each
J
!-J
o a Chrislmaeparty for lhe childrenof allstaft: food,queot,enlerlainer,anda 7reeent'
child :J
L-a
. a L5O caohgift per employee -J
-
companyeoccerclub'e
roomobadlyneedrefurbiehinq
chanqinq
eVorteaeeocialion.The
t Lhedonationof LheenNiresum Nolhe com?any'e
-J
L-i

whichwouldlikelo orqanizea
to the companyeTAA (ThirdAqe Aeeociabion)
c a conLribution -J
homevieilinqeervicefor elderlyex-eLaffmembere
=
. your OwnAeaO. Fi
J
WILLSTART.
YOURPARTNER :
Ld

:J
Fd

J
)-
l-J
ts-

)-
:l
-
l
:r
l-

F-

E
J
l
T

)
F-

98 @PeneuinBooks1996 -1
)
14
 l
F{

-l
X

34 MANAGEMENTANDLEADERSHIP StudentB :t
F{
SKILLSFORWOMEN _J
T{

; agreeing/disagreeing)
(Urging; negotiating :I
t{

:I
FJ

Companies and training organizationsare increasingly offering courses especially for

:J
women, for example in leadership skittsand assertiveness,in order to help women
=
increasetheir setf-confidenceand their belief in their own ideas and actions in D{
professional and personal situations. -J
=
-{
You and your partner are helping with the design of a new training progTammewhich
will eveniually be followed by all female employees who are managers or who have J
F{
management potential, as part of the company's overall employee development
progTamme. :t
You have identified five problem areas to look at during the course. f
L Dealing with a team member who is not pulling his or her weight.
=
2 Handling former colleagues who are jealous of your success'
=
3 Managing employees who are older than you.
=
4 Managing men.
5 Supervising a closefriend. =

Decide with your partner: =

e the best way to handle these problems
=
. a training idea (role play, simulation, game' discussion' case study . . .) to help
the course participants to learn how to handle each situation better. =

=
YOU START.
=

=
H

:J
=

=
F-

-J
=

=
'H

_l
l-

-J
- -
_)
1 _

J
138 @ Peneuin Books 1996 'i
=
t-
-1
L
1
35 MANAGEMENT
QUALITIES StudentB
I
L-
(Sequencing
; judging; agreeing/disagreeing)
1

1
l!!\ditficult to find universalagreementon the specificpersonatityand professional
=
characteristicswhichmak3 a good manager.Teambuitdingusuatty aimsto cover a range
= of qualitiesas one individuatcannothavi att thepositivei"r^ge^"nt attributes.

,4

1 partner, rank them in order of importance:

- . obility
togetonwellwifi
colleogues r
I . technicol
knowledge E
1 . experience
ofmonogemenl
indifferenl
indu$riolseclors tl
1 . obility people
tomoke lough T
-
. willingnes
towork
upto60hours
oweek E
I
. confidence
inmoking
decisions E
,1 o Gon(err
forwell-being
ofevery
employee
fiomthetopb fie boflom
ofonorgonizolion E
-
. obility
tounderstond
detuils
ofcompony
ottivity E
I
. ability
toplon
ondunderstond
corporote
objecives T
I
. knowledge
oftheworld E
I
. highly
educoted
ondcuhured
individuolwith
wide ofpersonol
ronge interests E
-
. (ommilmenl
lomoking
money tl
-_
. shble
heolth
ondpsychologirol
moke-up T
I
. supporlive
fomily tl
. obility
tomotivote tl
4

4
. obility
todelegote r
4
YOUSTART.
f-
a

I
J

Y @PenguinBooks1996 r39
 =
J

36 MARKETRESEARCH StudentB
h

=
(Questioning;
likingandpreferring) {
-

=
Companiessometimesemployexternalconsultants to carryout marketresearchto help themtargef =-
to gitner
productsand seruicesbetter.Somemarket researchis very useful,butthe techniques'used =-
informationhave to be carefullydesigned. =

-
You work for a marketing consultancy.A hotel chain with several hotels and restaurants has asked
you to run a survey of custcmer opinions on the quality of service provided in their establishments. =
You carry out a survey using a questionnaire left in hotel rooms. After receiving more than 1,000 E
completed forms, you analyse results and send a preliminary report to the Marketing Manager of !-
the hotel group.Here are the preliminary results:
=
-
PRELIMINARY REPORT l-

Number of respondents:1,147 =

Survey technique: Customers staying in your hotels were asked to complete a l-

form which was left in hotel rooms. --

t-
Analysisby purposeof visit:
Business:787o Private/tourism:22Vo tr

t-
Analysis by duration of visit:
<
Onerught:48Vo Zngh'a: 33Vo 3 nghts: lU%o More than 3 nghts:9%o tr
-l
Analysis by servicesused: F
Bed & Breakfast onlv: 65Vo Evening meal:35Vo
J
>-f
I
Quality Assessment: -)
I = outstanding 2 = very good J = average { = poor 5 = very bad >r

Welcomeon arrival: 2.5

-J
F.1
Quality of service at reception: 2.1 -)
F acilities available from reception: 3.0 F-r
Rooms, comfort, decor, etc.: J
ll
Beds: 3.0
Room service: 2.6 J
:ir
Valuefor money: 3.4
Breakfast: 2.8 J
}{
2.9
Dinnerlrestauront:
:J
YOU :
:
e Seethis researchas only a first step and think more researchis needed
o would like to conduct telephoneinterviewswith hotel guests a week after their stay :
F-a
. havethe addressesand phone numbersof 825 of the respondents
. think that in your experiencethe scores should be around 2.F25 to indicatea satisfactory :J
l-
levelof performance
. do not havedetailson what percentageof the guests completedthe forms but you think more :J
td
than 50olodid :)
. did not detect much differencein results betweenhotels in the group. -
)
Ld
YOURPARTNER
WILLSTART.
140 @PenguinBooks1996
:J
=-
t-
I
I

t
I 37 MARKETSURVEY StudentB
=
I
I (Questioning
; likingandpreferring)
t
!

t
Marketresearchis the activityof cottectinginformationaboutconsumersand what consumerswantand
t need.Thisinformationis usedto helpproducethe goodsand seruiceswhichwill ensuresuccessfor the
L
a company.

a
lbu are walking alongthe street and are not in a greathurry. Someoneis conductinga market
t survey.You agteeto answerhis/her questions.
t
1
-

t
=

a
t
t
t
a
=

t YOU:
- o wdrt to know who is asking you the questionsand why they are asking,what companythey
represent,if the surveyis anonymousand if you will receiveany junk mail
7
. don't like giving informationawayfor nothing
a . don't like beingaskedanythingpersonal.
=
YOURPARTNER
WILLSTART.
-

i
I
J

i
t

I
i. @PenguinBooks1996 141
 -

StudentB
Y
ARRANGEMENTS
38 MEETING -
L

(Obliging; urging;iudging)
declining/rejecting; -
-

=
One definitionof a meetingis:the gatheringtogetherof a groupof peoplefor a controlleddiscussionwith -
-
a specificpurpose.The essentialelementsof a meetingare:
-
c a purpose:problemsolving,idea-gathering or training -
o dDaQelda:the listof pointsto be discussed -
. the members:the chairperson,the secretaryand the othermembers :-
o d ESUII:the outcomeof the process il

F
. a report: u,suallythe minutes(writtenby the secretary).
I

You are an agentfor electricalgoods.A supplier from overseascalls about someproductsthat you =
sell for him/her. I

YO U : I

r ?cceptthat your sales performancehas not been brilliant -

=
o ?re very busy and have severalmore importantand more successfulproducts on your mind E

F
. do not reallywant a meeting
o would preferto discuss things by phone. ts
Here are your appointmentsfor next week: F
fl

F
| 3 Monday l6Thursday
F

big TlanGroupMeet'inq F
A 4n-6 4n
-
F
-
F
| 4Tuesday 17 Friday
F
-
FKD- allday.
Meelinqwith Meef,Jo B ?,^, F
Grand Hotel 4
F
|.-
ts
| 5 Wednesday | 8 Saturday -
F

CallAlex1o,3O tr
Meet,MarieB ?,^. I 9 Sunday
>i
Excelsior
Folel
l=

F
WILLSTART.
YOURPARTNER
ts
t
r42 @PenguinBooks1996 F
 ----
l

.l
I

- 3e MtsstoNsTATEMENT
|l
StudentB
._ (Knowing;iudging;urging;sequencing;
permitting)
|I

'

ie A missionstatementis a statementof the aims,purposeand future activitiesof an

organization.Theobiectiveof the missionstatementis to define- for the company's
i employees,itscustomersand itsshareholders- whatkindof organizationit is,whatit
believesin, and in whichdirectionit wantsto oo.
=

= You and your partner both work for the same international company.You have been
= given the job of producing an effective mission statement for your company.Your task
!l is to draft a first version of tn" statement for circulation, about a dozen sentences
- lone.
J
Your draft could include statementsabout:
ll
. the usetulnessol the company'sproductsand servicesin the community
= . the company'sobjectives
i . thecompany's values
. the company's
policieson qualityandon customercare
i
. thecompany'sprincipleson personnel
a . the company'spolicyon the environment
andtowardsthe countriesof the
) developingworld
. anythingelseyouthinkis important.
i
i YouR PARTNER
wrLLsrART.
a
a

I @PenguinBooks1996 143
 =

40 PAYVERSUSBENEFITS StudentB =

=
(Negotiating
; declining/rejecting
; urging) -
=

=
Most employees get some benefits from their employer in addition to their basic pay. Some senior -
-
managers receive very generous fringe benefits from their companies, which together are worth much
more than the salary alone. Some people prefer to receive just money for the work they do; others prefer -
=
to receive pay plus other kinds of benefit. The total of what you receive is called your remuneration
package. -
=
il

=
In this exercise,you play the role of an executive talking to your partner who is a personnel -
manager in the company where you both work. Until now, the company has offered its more senior l-.

managers a wide range of benefits in addition to basic salary. Now, however, the company wants to
cut the range of benefits being offered and wants to bring earnings under tighter control. Look at
the information below and discuss with your partner how your remuneration package can be -
F
altered.
-
-
=
Gurrent package per annum
F
Base salary 920,000
-
Performance-related bonus last year s10,650 F
(Note: maximum possible PRBwas s20,000)
Company car and private use of petrol
ts-
$3,600
-
Long-term disability cover $1,500 tr
Subsidized lunches 91,250 -
F-
Employer contributions to company pension fund sI,200
r{
Private medical insurance s1,200 l-

Parking s950 ri-

Life assurance s300

e-
{
Annual health screening s200 er
Financial planning s200 -
'tsr
Health club membership gr 50
-
Total s4t,200 tr
I
-
L

rd
I
YOU : Lr
e woht to increasethe overallvalueof your new package t-4
I
E
r ?r€ not very happy with the way the performance-related
elementof your pay is assessedand -J
I

you do not want this part of the packageto be more importantthan in the past llr
- l

-zl I
o appreGi?te
and enjoythe rangeof fringe benefitsyou currentlyreceiveand do not want to lose >r
too manyof them.Someof them will be moreexpensiveif you haveto pay for them yourself. -/
I

o or€ awarethat the companyis currentlyreducingits workforceand severalof your colleagues

haverecentlybeenmaderedundant.So you do not want to appearto be too uncooperative. J
:
YOURPARTNER
WILLSTART. Fr
)
t-,'| I
"-)
t44 @ Penguin Books 1996 !-
I
I
L
L{

E-
f--

L-
41 PERFORMANCEAPPRAISAL StudentB
-
L-
(Emphasizing ; blaming; telling; expressing
your
L- fearlworry;vetoing)
L
\..4
L-
L-
Evaluationand appraisal are used to ensure that emptoyees develop their fult potentiat within the
l-
L. company'Accurate assessment is vital in determiningpay, career development and the company's
l -
commitment to individuals.
L
r{
t
I
-
l{ You are a manager in a production company.You have a meeting with a colleagueto discuss
tI - an
L- employeewho is doing badly at work. Last week he failed to arrive on Monday and Tuesday,he
was
< late on Thursday and on Friday he incorrectly completedwork record forms.
I
, 1 Here is an internal report on the employeeinvolved:
I
' a
L- EMPLOYEEPERFORMANCEEVALUATION
I & HEALTH REPORT
STRICTLY CONFIDENTIAL
1

{ Name: John Casenove

Sex: M
4 Position: Lineoperator/Chargehand

1
History
1 John casenovejoined the company three years ago. For eighteenmonths
his record was above average,with a good level of performance,low
4 absenteeismand excellent inter-personalrelations. He was promoted to
chargehand18 months ago.
1
For six months he respondedwell to the promotion and continued to be a
I
valued employee.

Recent problems
-1
casenove beganto arrive late for work and was frequently absent.A
I supervisor'sreport said he appeareddepressedand uninterested.He was
offered counselling by the company counselling service.The offer was
= refused.
Three monthsago he was disciplinedfor assaultinga colleague.He was
I
fined one week's wages.
He was wamed as to his future conduct.
=

.-a YO U:
. feel the companyshouldsupportan employeewho usedto be highlyreliable
=
. do not think the companyshouldsack Mr Casenove
4
r would preferthe followingoptions:
= a) offer him additionalresponsibilities
b) persuadehim to use the companycounsellingservice
d c) warn him that indisciplineor continuedabsenteeismcould cost him his job
d) find out if he has seenhis doctor.
=

- YOUSTART.

= @PenguinBooks 1996 t45

 I

42 PRESENTING
INFORMATION StudentB -

(Sequencing
; questioning)
-

Presenting information is a skill requiring clear organization and concise description. Keep -
your presentations simple, use shott sentencesand a clear structure. -
-
I

Give a three-minute presentation on one of the topics below.You have two minutes to -
-
prepare your presentation. At the end your partner will ask you one or two questions.
Then ask your partner to present some information to you. Afterwards, you must ask =
one'or two questions. -
=
Repeat the task with another topic if you like.
i
Topics:
. industryin yourregion =

o sorrethingyou boughtrecently =
. tourismin yourcountry b
I

. changesin business
-
. a hobbyyouenioy
o corTtpolly
organization -

l-

YOUSTART.
-

=
-
I

F
h

l-

-
h

L-

t-

tl-

ts

l-

l-

lr-

146 @PenguinBooks1996 t-
1

1
43 PRESSANDPUBLICRELATIONS StudentB
1-
(Judging vetoing)
; knowing;agreeing/disagreeing;
-

1-

{ Publicrelationsis concernedwith the imagethatsocietyin generaland customersin particularhaveof a

company.Attcompanies,especiattytargerones,are veryconcernedto developa good corporateimage
- throughtheirproducts,seruices,personnel,brandnamesand logos.Thereputationof a companyis
-t
formedthroughattentionto all aspectsof publicrelations.Badpublicityof any kind can haveserious
I commercialconsequences.

=
You are a journilist investigating a seriouspollution incident at a chemicalsfactory.Chlorine and
-t other bleachingagentsleakedfrom a factory into the local river and killed hundredsof fish.
1 You are sent to interview a companyrepresentative.In your interview,find out what happened,
when it happened,why it happenedand what the companyplans to do to stop any repetition.
4 The following briefing sheetwill help you:
{

4
I
CHEMICAL TO RIVER
POLLUTION
IJ
t -
I Company:KAD Ltd
' t lncident:20October
I
4
t - Background
. Localpeoplehavealwaysbeenconcernedabout poor safetyand environmental protectionat
IJ
t - the plant.
l-a . Formeremployees havecriticizedsafety.
l -

L . 45 pollutionincidentsin the pastten years.

. Fifteenyearsago a gas leak causedpanic in the area and the companywas closedfor six
weeks.
r.J
o KADspendstoo little on environmental protection.
l-
r{ . Safetyand supervision at the plantduringthe weekendis practically
non-existent'
. Leakdetectionsystems are available.
)J . Obviousproblemsat KADare poorstandardof pipemaintenance, poordesign.
l- o Costof cleaningrivercouldbe f 100,000.
)1
o No otherfactoriesin the areausechlorineor bleachingagents.
L o Manypeoplewant the plant closeddown.
)4

l-
)4

L
IJ YOU:
E
4
. don't like the chemicalsindustry
L o supportyour paper'scampaignon environmentalprotection,sponsoredby environmental
rd
pressuregroups
r-
H . know that many of your readersopposethe factory - but many others work there.
l--
/
YOUSTART.
L
Y

r
l-J

E
f-i @ Penguin Books 1996 r47
 F
r1

ENDORSEMENT
44 PRODUCT StudentB F
E-
(Negotiating
; forecasting
; urging)
F

F
When famous peopte endorse products, they say in advertisements that they approve of them and
F
encourage people to buy them.
F

You are promotional director for a leading manufacturer of sports and fashion footwear. You are b-
going to have a meeting with the agent (your partner) who represents Christina Wahlstr6m, a rising
young Swedish tennis star. You are interested in the possibility of her endorsing a new line of tennis F
shoe which you wish to promote.
t-
You know that:
. Christina Wahlstrdm is 17 F
. is coachedby her father -
Er
. has reached the quarter finals at Wimbledon and the
semi-finals of the Australian Open F-
. has already attracted a lot ofpress coveragebecause
of her fiery temper on and offcourt. You are worried =
that she would create a bad image for your products.
l-
Your product:
. is a new tennis shoe in a range of pastel colours which F
you want to promote heavily in the teenage market
. incorporates a revolutionary new kind of sole which F
gives extra bounce,lift and speed of turn. (Tests are not
f-
yet complete but you are keen to rush the product to
market in time for the new season)
F
. is very expensive, so you want the endorsement of
someonewith whom teenagers will identify strongly. E-
-
YOU: F

o ?re readyto sign a deal worth $t/zmwith the right person tr

o w?[t reassuranceabout Wahlstrtim'simage F

. don't want to talk too much about how long it will taketo completethe tests on the product.
F
Persuadeyour partnerof your views.
t-
WILLSTART.
YOURPARTNER F

t-

F
fl

F
-
E-

F
--
148 @PenguinBooks1996 >-
L
I
1
t
1

r 45 PRODUCTIONDELAYS StudentB 1
Ii (Obliging
; expressing
fear/worry;
urging)
i

-
r )roductiondelayscan be causedby many factorsfromthe non-deliveryof paftsto ptanningmistakes.
i -he consequencescan be small,such as a little internaldisruption,or considerable,
such as lossof
nportantbusiness.
i
I
- \ou are production manager for a Portuguese electronic components manufacturer. One of your
) najor customers is your parent company, DGS Holdings. You recently sent them the fax below.

EUSEBIOTORRESS.A.
PASODO TOQTJThIHO2OO
TORRESVEDRAS
007893 P'ORTUGAL
FNA)C
351 61 324288
TEk 351 6156nA*

FOR THE ATTENTION OF: Robin Keeler,DGS Holdings -

ProductionDept.

MESSAGE
I am sorry to report that the order datedMay 22 for a consign-
ment of part numbers DR 56821 and TR 55901 has been
delayeddue to productionproblems.We cannotship the parts
on June10asrequested. Delayby threeweeks,to July 1.
Weregrettheinconvenience
this may cause.
Bestregards,

frlo*;a7;1" Lz4.
-'

Maria PintoandLuis Deias

! The production department at DGS contacts you to ask for an explanation.

@PenguinBooks1996 r49
 =

45 ProductionDelays(continued) StudentB =

=
YOU:
=
. do not want DGSto visit you becausethere are many problemsat the plant
which you would preferto resolvealone =
. know that there have been problemssince a very popularsenior worker was
sackedfor stealingan electricdrill =

. do not want to admit it, but there is a strike on at the moment

. know that the plant lost a maior local customerlast week and that any further
lops of businesswould be a disaster
-
. fear that the managementwould be reorganizedif DGSsend a team to Portugal ts
to investigate
=
. GoUldsuggesta top level internalinquiry to resolveproblems. -
F

YOURPARTNER
WILLSTART. F
-

Lr

ts
F

F
-
F

E-
-
F

F
,1
l-

t-

ti'

)-
-
E-
-.1

F
r50 @PenguinBooks1996
ts
L
r-J
L
r-I
L 46 PROFITANDLOSSACCOUNT
E'
StudentB
L'
LJ
(Knowing;sequencing; measuring andcalculating)
L
rJ
L A profit and lossaccount is a statement of income and expenditure for a businessrn a particular time
L{

L'
r-.4
period, normally one year. lt shows trading pertormance in terms of what has
been raised through sales and other revenue generating activities.
been spentand what has

L
IJ

L
\-a
At the end of the financial year, you telephone a colleague at a sister company to ask for details
his/her company's profit and loss account. Your compuni"r operate in the property, retailing
of
and
L
t-a
leisure sectors. .

L_ Ask
IJ
for information to complete the missing information in the abbreviated profit and loss account
shown below.
I
!-
I -
La YEARTO3l
MARCHlg_
t-
g
Previous
year
I - (before
Trading
surplus depreciation) (9.sm)
t-a
Income
fromproperty (a.6m)
d Less:
depreciation (3.5m)

= profits
Pre-interest (10.5m)
Less: payments
interest (3.am)
-,
Pre-tax
profits (7.2m)
= Less:
tax (2.3m)
J Available
toshareholders (a.9m)
=
> YOU:
J
e w?[t to know reasonsfor the fall in profit

= r wort to know what the prospectsare for next year

= o ore surprisedby the figurefor interestpaymentsand ask for an exptanation
> o wont to know your colleague'sassessmentof the company'sperformance
4

- o ?r€ personallyvery worriedaboutthe trend,especiallyin the light of marketconditions

-'
o would like to know moreabout competitors'performance.
-a

_ YOUSTART.

- @ PenguinBooks 1996 151

 =

47 PROJECT
MANAGEMENT StudentB
b

=
(Agreeing/disagreeing;
judging; measuring
and
calculating) =

=
Proiect management is an important businessactivity which involves putting plans into practice. tt
requires the coordination of various activities, each within a specified time frame. =

=
You have recently been made assistant to the project leader in a project to build a new f2m
br
production site. Your boss has presented you with the following outline schedule. He/she asks for
your comrn€nts and./orapproval of the schedule.

ts
F-

t-

F
Week Phase Action
F
6-7 | Settingobjectives
Establishing
definitions ts
Establishing
specifi
cations
8-9 ll Organization F
Decidingpro1ect leadersandteams
l0 lll Costestimating andbudgeting F

|| lV Puttingout to tender F
12-15 V Detaileddiscussions
l6-lB t-
Vl Decidingon allocationof work
Meetingswithtenderers F
19 Vll Contracts
2C_.2l F
Vlll Planning
andscheduling
72-24 lX l:Sitepreparation
Construction F
25-78 X Construction
ll:Foundations
79-34 Xl Construction
lll:Above-groundstructure F
35-38 Xll Finishine
work
F

F
r52 @ PeneuinBooks 1996
,1

F
47 ProjectManagement
(continued) StudentB

YOU:
. think thereare manyseriousproblemswith this schedule
. think it is impossibleto say how manyweeksthe actualconstructionwill take
. think it is even more impossibleto dividethe time requiredfor the construction
into accurateforecasts
r ?re an experiencedgeologistand you think that only aftersurveysof the site can
estimatesbe madefor the time requiredto build the foundations
o ?r€ sure that the exacttime requiredfor the buildingwill dependon who wins the
contract- and that will not be decidedfor four months
. think the site could be preparedbeforethe contractsare awarded- and could be
done concurrentlywith any other stage,so saving 2-3 weeks
. think that site preparationdoes not haveto be done by the maincontractor
. feel strongly about all the above,but you do not want to upset your boss right at
the beginningof a proiect that you will haveto see through together.

YOURPARTNER
WILLSTART.

@PensuinBooks1996 153
 =

=
48 QUALITY StudentB
=
; judging)
(Agreeing/disagreeing
=

>.

Quality improvement is the processof improving allthe systemsand procedures within your organization -
so that you produce better goods or seruices for your customers. Quality is not an absolute. The quality
of your goods and seruices is defined by what your customers expect. e-
=
Your company has asked you and your partner to draw up a list of proposals for improving quality
within your organization(s). =

Select six ofthe following which you both feel should definitely form part of your company's new >
commitment to total quality:
=

F
. oppoinlment (ontrol
ofquolity forrondom
inspedors goods
onfinhhed
checks T F
o creoli0n
ofquolity fie(ompony
throughod
circles E =
. estoblhhmenf quolity
oforegulor wifiprizes
rompetition forbe$suggeslions quolity
forimproving
ond money
soving E >

. introducfion quolity
oforegulor inftein-house
feoture mogozine E E-
. decision
loseek quolity
internolionol (e.g.
stondord lS09000) n F
ofoquolity
. drofting lobesenl
chorfer toollcuslomers l F-
. (reotion hollines
oftelephone (0ngelimmedioh
sofiol cuslomers help ondgive
withproblems -
immediole onyour
feedbock produdsAervices E F-

. infioducfion
ofoquolity
improvemenl proglomme
lroining members
forollstoff tl t-
. oppointment
ofolopmonogertohove forthequolity
responsibility
overoll ploglomme
imptovemenl E F-
ofquolity
. fieesfoblishmenl (zero
torgets inproducfion
defecb) n F-
. fieprominent ofquolity
disploy fie(ompony
firoughod
nolices buildings. tl F

t-
Is there anything else you might like to add?
ts-
YOU START. F
ts-
F
.1

F
;a
b

ts
ts
"Z
F
az
r54 @PenguinBooks1996 ts
I
l-

-
L

-t 4e QU\Z1 StudentB
> (Questioning)
a

t
ia Quizzesare usuallyfairly light-heartedbut they can also tell us quite interestingthingsabout ourselves
and aboutotherpeople.
a

a -\sk your partner the following businessquiz questionsand then get him/trer to ask you.You can
> either answereachquestionin turn or eachof you can go through the whole list in turn.

:
a 1 Do you work mainly: 6 In meetings, do you normally:
-_ a) for money? a) say less than the others?
-!
b) for power? b) say more than the others?
i c) for fame? c) say as much as the others?
d) for self esteem? d) chair the meeting?
i-
2 If you won a lot of money,would you: 7 In your opinion, should the average business
a a) invest it in your company? meeting last:
b) start your own company? a) no more than an hour?
a c) retire? b) no more than an hour and a half?
d) spend it? c) no more than two hours?
a d) as long as it takes to complete the
business properly?
a would you:
8 Do people in your company normally arrive
t b) tell them the wiong figure? at a meeting:
i c) ask them to reply to the same question a) before or on time?
first? b) less than five minutes late?
i d) refuse to tell them? c) between five and ten minutes late?
d) more than ten minutes late?
7 4 Which is most important for you in your
_ work: 9 Which of the following would most increase
a a) chancesto meet people? your own productivity at work:
b) friendly colleagues? a) more autonomy?
t c) a sympathetic boss? b) more time?
- c) more computers?
d) more money?
:. 5 If you found your new boss very difficult,
-
would vou:
Z a) try io discuss the problem with him/her?
b) try to tolerate the situation?
i c) ask for a transfer to another department?
d) leave the company?
a
I YoUR PARTNER
WILLSTART.
a
a

a-
a
a @PenguinBooks1996 155
 =

50 QU/,Z2 StudentB =

=
(Questioning)
F

-
Ask your partnerthe followingbusinessquiz questionsand thenget him/herto ask you. Youcan either
answereachquestionin turnor eachof you can go throughthe wholelistin turn. =

Do you socialize with colleagues outside How much time do you normally take for -
work time: Iunch at work:
a) often? a) less than 30 minutes? -
b) sometimes? b) 30-60 minutes?
c) occasionally? c) 60-90 minutes? F
d) never? d) more than 90 minutes?
=
If your boss told you that you were wanted Do you think an employee should be sacked
to represent your company on a stand at a if caught in the workplace: :L

trade fair for five days, would the prospect: a) stealing?

a) excite you? b) smoking in a no-smoking area?
ts
b) horrify you? c) taking drugs? >
c) frighten the life out of you? or d) sexually harassing a colleague?
d) would you ask for extra money? (You may wish to choosemore than one.) F

Which is most important to you in your Do you prefer to be paid: ts-

work: a) a high base salary with no fringe benefits
a) your telephone? and no performance-related bonus? ts-
b) your computer? b) a low base salary with goodfringe benefits?
c) your fax machine? c) a low base salary with performance- F
d) your desk? related bonus?
d) a low base salary with performance- ts
In your opinion, should your company be: related bonus and fringe benefits?
a-
a) research-driven?
b) product-driven? Do you prefer to work: F-
c) market-driven? a) mostly in an office?
d) customer-driven? b) mostly at home? F
c) mostly travelling around?
How many days'holiday (including public d) a mixture of working at the office, at F
holidays) do you think people should take off home, and travelling around?
work per year: tL
a) fewer than 15?
b) between 16 and 25? lh

c) between 26 and 35?

d) more than 35? F-

E-
YOURPARTNER
WILLSTART. ts-
E-

F
l-

ts
L:.
156 @ Penguin Books 1996 a1
E.
t-
i+.

t-
r€

t: 51 RAISING
lG-
FINANCE StudentB
l_ (Questioning
; forecasting)
\4.

l_
Et

t_ Companiescan raiseextrafinanceto help meet theirneedsin severalways.Threeexamplesare by a

flotation(the saleof shares),a rightsrssue(sellingsharesat a speciallow price to existing
t_
l- shareholders), or takingout a loan froma bank througha mortgageor debenture.
t_
l-

t_
l-
You are a financial consultant.You havebeenaskedto look at the accountsof a companycalled
ChapmanWhitney Ltd. They want to invest in new plant to meet expansionplans.You have a
l_
l-
meetingwith a representativeof the companyto discusswaysto raise extra finance.

l_
l-
Ask the representativeof the companyfor:
o ?n ass€ssmentof the world market
L o dn dss€ssmentof the presenttrading performanceand future prospectsfor ChapmanWhitney.
L
r-
Here is the companybalancesheetfor the last financial year.

L
l-
OI ]INANCE
SOURCTS Sm
L
L-
Shore 4million
copilol shores
olSl.0 4.0
L
|-r
profih
Retoined 8.0
L
rd
funds
Shoreholders' | 2.0
Debt
finonte
L
rJ (3yeorsl
6%mortgoge 6.0
4.0 10.0
L
rd
Bonkoverdroft
Iololfunds 22.0
L
f.--
Asets
employed
L
rJ Fixed
osets
10.0
L
r{
Properly
Mochinery 2.0
L
]J
Vehicles 2.0 14.0
Nelcunenl
ossels 8.0
L
r-.4 22.0
Iotolossets
L
r-a
L
f--a
tig. I Chopmon
Whihey bolonte
Lld.Abbrevioled sheet.
L
rJ
YOU:
L
L-a . think expansionshould be madeonly if at leastone of the followingconditionsare met:
L
L.-
a) expandingworld market
b) increasingmarketshare
U
Lr-
. think shareholderswill not want to investmore in ChapmanWhitney- unlessthe abovetwo
L' conditionsapply
f--
. think the presentlevel of borrowing(see Fig. 1) is too high - almost 50o/o
of total assets.
L-
r-
L'
f--
YOURPARTNER
WILLSTART.

L
Lr- @PenguinBooks1996 157
 -l
-J
t<

]<
52 RECRUITMENT StudentB l
r<
(Likingand preferring;urging;declining/reiecting) l
r{
I
L{

Recruitmentis the processof tooking for andfinding people to do

particutar iobs. Recruitment can be a I
L{
a very expensive mistake'
time-consumingand costly process.-Recruitingthe-wrong personcan be f-J
Li{

you are the business partner of an American up-market designer of men's clothes, running your own
b<

medium-sized company.He/she (your partner) provides the cieative

inspiration and you look after
company has traditionally
fr{
the business side oitnirgr. You have .-gooa *orkittg relationship. Your
operated in thb US and i"snow tryrng to"break into the European market. Your partner is based in f
>{
phoning each other (at 10'00 French
Newyork and you have been in paris for three months. You are
time, 12.00 US time) to decide which candidate should get the new
job of sales and marketing I
L{
of you has shortlisted two
manager for France'(arJ foterrtially for the whole of Europe). Elch
candidates whom you have p"rrorrully interviewed. unfortunately
your partner's fax machine is not -l
>{
your partner over the phone'
working, so you have to describe your own shortlisted candidates to
you prefer'
J
L{
1 Read the two profiles below and decide which of your own two candidates
2 Describethem both to your partner.
f
b{

3 Stateyour own recommendation.

C persuide your partnerof the advantagesof your preferredcandidate'
-J
h-

l
F{
YOU:
penetratethe l
. stronglyfavoura Europeanchoicebecauseyou feelthat a Europeanwill l-{
europiin marketmuch more quickly and successfullythan an outsider' J
>{
J
F{

Name Yves de Lalaubie f

lr{
Age
Nationality
31
French
J
FJ

Marital status Engaged(for 3 years)

part of his
l
Education MBA from prestigious HEC, Paris (one year at Stanford as F.-

French MBA course) J>.-

Experience Marketing position with major French men's fashion house
before founding own
(2 years)
'fashion broking'consultancy which was
- of
-r
Ir-f
bankrupted four years later during the recession attractedlots
attention in the specializedmedia
J
fluent'
Languages Native French, fluent Italian, English passablebut by no means =
>-{
Salary expectation
Interests
Asking for 20Voover the upper figure we agreed
Paris night life -r
Other relevant
information
A well-known younger figure on the French fashion circuit' Lots
contacts.Thinks Paris fashion is dead and that new marketing
of
.-r
F{

F{
techniqueswill revolutionize the way people buy clothes. Rumoured
to
-l
>{
have very right-wing views
-l
>r{

-l
).{
)
b..-

-l
:r
lr-

158 @PenguinBooks1996 F..J

I
 (continued)
52 Recruitment StudentB

Name Ashley Ryedale

Age 29
Nationality British
Marital status Single
Education Architecture at Cambridge and MBA from INSEAD (European
businessschool near Paris)just completed
Experience 3 years in architecturebefore moving to Paris for personalreasons.2
years in a marketing job in the travel businessled him to do the MBA.
'he made a significant
Glowing referencefrom former employer:
impact on our figures, he has brilliant marketing intuition'
Languages Native English, fluent French, and varying degreesof command of
L
t Salary expectation
Italian, Spanish,German and Dutch. Currently learning Hungarian
Reasonable

It Interests
Other relevant
Art and architecture,theatre,music, literature, history of fashion.
Quiet, discreet,good talker, great senseof humour. Genuinely
information enthusiasticabout our designs.Wants a job combining aestheticwith
L businessinterest. Declared openly at the interview that he is
1
L homosexual:does not have establishedrelationship with one partner
J

WILLSTART.
YOURPARTNER

1
i
i
i
i
J
t
i
i
J
I
I
!
J
I|'
II
L
II
I

JI
L @PenguinBooks1996 159
fI
I
 J
StudentB
f
53 RECYCLING f
(Agreeing/disagreeing
; iudging) f
f
l{

Recyctingis the activity of softing out waste material so that it can be reprocessed by _l
l{

tpeci"tif companies.'Recycting-isbroadty considered to be a sensible way to reduce the

exploitation of the environment.
_l
r{

J
l-{

your company produces 25,000 tons of waste products from its offices and canteen J
areas every year. At present there is no policy on recycling and you think there should
l{

be one. J
IJ

Together with a colleague, decide on the three most important advantages of recycling
and whether there are any important disadvantages. Then decide if you want to
J
L{

recommend the formal iniroduction of procedures on recycling and any related _l

rJ
considerations.
J
L.{

YOU: JrJ
think thereis good publicrelationsvaluein recycling
J
think recyclingwill reducethe amountof rubbish rJ

fearthat you will haveto dealwith variousditferentrecyclingcompanies

Jh-J

believethe volumeof paperused could be reducedby using moreelectronicmail J}J

think the companyshouldonly buy recycledpaperproducts' _l

l-a

WILLSTART.
YOURPARTNER
J
=

=
>-a
:J
>-r
)
>-r
>d
-J
=i
)

-/
F

ts
l-

b-

l=-

\-

160 @PenguinBooks1996 l-
T
I 54 RELOCATION StudentB
-
L (Judging
; negotiating)
I
l._
I

t Relocation means moving your home, office or factory from one place to another.
ta
I You are the manager of a new joint venture whose head office is in Brussels. You are
a busy recruiting a number of people from all over Europe, including people from two
parent companies.You are keen to recruit one European manager (your partner) but
L
a you have strong reservations about his/trer refusal to relocate from hisftLr own
L country: all your other recruits have agreed to move. He/she proposes to commute to
s Brussels on a weekly basis,travelling in on Monday morningand out on Friday
L evening each week.
a
I YOU:

i . feel you cannot treat one memberof the team difterentlyfrom the others
. think that payingthe weeklyair fare will be very expensive
i
i.
. believethat too much travellingis bad for productivity.
a However,you are keen to have himlher on the team. Discussthe questionwith your
t new employeeat a meeting.You must reachan agreement.Although you want your
partner on the team,you will not sacrificeyour company'sinterests to keep him/her.
t.
YOUSTART.
I

i
a

ll,

i
I

a
i
i
i
i
I

:
J

i
T
i
i @ Penguin Books 1996 l6l
 -
=

55 SALESTARGETS StudentB =

=
(Measuring
andcalculating
; correcting)
F

=
When you fix sales targets, you predict the quantity of goods or seruices you will sell during a future time
period. l-
-
!-
-
Your company's sales operation is divided into a number of regions, and you and your partner have =
joint responsibility for the Central region: you manage the East Central area and your partner
manages the West Central area. F
Last year tlie company's management announced a new incentive scheme for sales staff: the -
F
winning sales team would win a week's holiday in the Caribbean for themselves and their spouses.
Although you made big efforts to sell more than the other regions, you saw the other teams pulling =
ahead of you. In addition, computer problems made you late with the figures for the last quarter of -
the year. b

Your computer manager now tells you that some of the original figures for your area are wrong: the -
E
new figures are on the whole higher than you thought.
-
1 Calculate your new total sales for the year. F
-
2 Callyour oppositenumberin WestCentralandseeif, together,yourfiguresarenowgood Lr

enoughto win the prize. -

lL

Figuresin $US North West South East

g? r?7 -
Firc+ nr rrrtcr 94,005 85,2| | 93,t40 !-

Secondquarter t 0t ,t 0 4 98,276 85,439 oo Rnq

F
Third ar rer+er t03,721 99,422 87,624 t02,099 -
lE

Fourthquarter 89,473 r02,600 -

F
Total -
F-

F
Figuresin $US West West East East Central
Central Central Central Central Revised l-
lnitial Revised lnitial Revised Total -
lE

,4
Firct nr rerter 4 5 , 0r 0 47,194 47,668 F-
Secondquarter 48,763 5r,309 5t,309 -
l-
Third quarter 49 ?4\ 5t,499 5t,699 -
l-
Fourth quarter 49,557 5t,446 s0,230 -
E-
Total 4

F-
iJ
tY
YOURPARTNER
WILLSTART.
F
,J
t-
162 @PeneuinBooks1996 -
F
L
f
rg 56 SMALLTALK1 StudentB
L (Welcoming; greetingsandfarewells;
introducingsetf)
f
{
L
{
t Smalltalk is a vital skittin business.lt can be difficuttto initiatea conversationand then to
keep.itgoing, but it is very importantto be abte to do so - in Engtishas well as in your
i{
L own Enguage.
|{
L
r{ 'l You are a visitor to a company where you have an appointment with
t - the CEO
l- /,:hief executive officer).

L
{ YOUR PARTNERWILL START.

i 2- A visitor to your company is waiting to seeyour CEO and you have been asked to
i
l- I^ok after him/her for ten minutes. It is your job to keep the conversation going.
l{

!-_, Spend ten minutes talking to the visitor. While you are talking, try to direct the
r- conversationso that the visitor uses as many of the words below as possible.At the
L- end of ten minutes, count up how many of the words in the box below he/she used.
rI
L
rt

l- FEEL/ FLIGHT
/ SLOW/ PICTURE
/ CARRY/
r-,-
I
L CIry/BEACH/SIT/RED
r-

l-
r-- YOU START.
t-
r--

.+
L

!
.a-
!
r--

>
r-,-

!
.a_
l-
-_
L
r-_

!
r-_
I

--
!
r--
I
r-_

!
--

.4.

r-, @PenguinBooks 1996 163

 _b

57 SMALLTALK2 StudentB =

=-
self;questioning;
(lntroducing expressing
=
amazement)
=

-
Fill in the form below to invent a new identity for yourself ! -
-

-
t \ t d tI t u .
-
Nationality: -
t-

rA1n9ot 'r . , . , , , . . . . . -
-
-
Address:
-
br

Company: -
!-
activity:
Company !b

Position: >-

........
Responsibilities: ts
tb
ofservice:
Length
L-

tripto:
Current -
!r
-
Reason: -
fl

ts-
Family:
F
lnterests: -
>.
Other ................
information: lL

:{
F
-
Now imagine that the'new you'is sitting in a plane next to another business traveller E-
and that you begin to talk. Tell the other person (your partner) as much as possible 4
about yourself. And find out as much as possible about your partner. F

F
YOUR PARTNERWILL START.
F

l@ @PenguinBooks1996 F
I
,_
I

L
P
58 SPAREPARTS StudentB
It (Obliging;regretting;measuring
andcalculating)
I
II
tI Parts,or components, are put together in manufacturing or assembly processesto make products, or
are used to replace faulty or damaged parts in existing products.
a
I
3 Your company is a successfulmanufacturer of high precision metal components.A customer calls
t 1-ouwith a surprise order.
J The following is a computer print-out of stock and availability for the goodsrequired.
I
L
I
L
a Porll{umber In slock possible
Shortest
delivery
time
i
FR400l I432 immediote
delivery
upto600
I
+ 3doys
forevery
odditionol
200
t FR4002 250 immediote
delivery
upto| 00
J + 7doys
forevery
odditionol
200
GA2O 200 7doysforupfo100
Jr
+ 2daysforevery
odditionol
| 00
J GA25 7doysforuplo50
i + 2doysforevery
odditionol
50
Ht087 600 immediote
delivery
upto300
i + 7doys
forevery
odditionol
100
I l||(32O 850 immediote
delivery
upto250
+ 7doys
forevery
odditionol
100
J
HTI
O 2750 immediote
delivery
upto1000
a + 7doys
forevery
odditionol
500
J n0 950 immediole
delivery
upto300
+ 7doys
forevery
odditionol
300
1
J YOU:
J cannot allow stocks to fall below 50 for any product
can offer to supply part of an order when your stocks do not allow you to meeta whole order
= know that the calleris an importantcustomerbut you haveother largecustomersplacing
regularorders that you must meet
= a can offer to supply some of the above parts beforethe requesteddate
a cannotimproveon the availabilitysituationdescribedabove
i a could offer slightlysub-standardproductsto meetadditionalrequirementsfor FR products
=
a would prefernot to offer any discounton such short noticeorders- but use your judgementin
this case
J will invoice at the time of delivery,with paymentat 60 days from delivery.

J YOURPARTNER
WILLSTART.
i
i @PenguinBooks1996 165
 I
h.J

:J
b.l

59 TEAMBUILDING StudentB :J
-l
hJ

(Likingand preferring;
iudging) L.J

:J
hJ

More andmore workis projectworkand moreand moreproiectworkis doneln teams'In the future,
you :J
).J
Team
coutdbe a memberof severalteamsworkingon severaldifferent
members
proiects
at the same time.
ptaydifferentbut equattyimportait rolesand a good teamis one witha goodbalancebetween
-J
E/

roles. :J
E/
I

J
you and your partner are forming a specialteam to work on a major new project.You are looking for
L-/
II
two othei peOpleto join you to form a dynamicand balancedteam. J

Look at the brief descriptionsof team roles below.A well-balancedteam will have peoplewith d
I
different preferencessiiuated in different placeson the wheel.
hrf
I
I
-/
b.l
goininformolion
Reporter-AdviseF inlerprel
hkingoclion;
before I
-/
ondgive
siluofions odvice. LT

(reolor-lnnovotors Ieseol(h; -
findnew ondopprooches;
ideos !i
fiefuture.
explole
Lr
lookfornew
[xplorer-Promolers findnew
opporlunilies; d

(onlocls plomofe
ondresources; ondsellideos. L.r

moke
Assessor-Developeru workinproctice;
ideos develop =-
ondtestPlons.
prototypes {
!-
mske
Ihrusler-Orgonizersthings whol
orgonize
hoppen; -
hosb bedone;ensure oremef.
obiectives !-
-
(onduder-Producers firough;
corythings plons
wo*h orderly !-
meet
ondsystems; deodlines. J

!-
(ontoller-lnspeclorspro(esses;
confiol ensure
stondords;
inspect ,-
l-
procedules
orefollowed.
Margerison'McCann
L-
dorifypurpose,
Upholder-Mointoineru ondprinciples;
volues TEAM MANAGEMENT WHEEL
-
provide
suppoil; stondords.
moinloin lr-
-
and Dick Mccann of Team Management SystemsUK Ltd'
The Team Management wheel and role descriptions were developed by CharlesMargerison !r
TheMar9erison-MccannTeamMana9ementwhee|isare9isteredtrademarkofPradosyst
personal profile for reference during discussionsaimed at improving {
" o"lr,ir^;aire deveroped by Margerison and Mccann, which arso provides a detailed
;;ff;;;;;ii";"", =
{
:-
<
Discusswith your Partner: =
o which role you think you would preferto play in the team
=
. which role your partnerwould preferto play {
F
. which other two roles you needto makea balancedteam.
=
YOURPARTNERWILL START.
=

166 @PenguinBooks1996 l-
iI
I7 60 TIMEMANAGEMENT StudentB
(Blaming
; agreeing/disagreeing
; urging)
I
i
Iz Managingyour time wettis one of the mostimportantskiltsthatanyonein businesscan learn.If you do
not, the resultsare frustrationfor yourselfand your colleagues,and lossof moneyfor your company.
3
3 First of all, your partner is going to tell you about four typical time management problems. Look at
- the list below and tell him or her which you think is the solution to each problem. Add your own
3 comments.

3
The solutions
a
a Give subordinatesmore autonomy so that they don't feel the need to check with
t you all the time. Teachpeople that a closed door meansthat you should not be dis-
turbed. Tell everyone that there are certain fixed times of day when you need to
1 work on your own.
b Hire a full-time technical consultant with unlimited patience and an unlimited will-
3 ingnessto explain. Spend three times as much money on technical training as you
J do at the moment.
c Get the receptionist or a secretaryto screenyour calls or, if you have a direct line,
E install an answeringmachineand switch it on when you don't want to be intemrpted.
d Always be clear when each meeting is supposedto finish. Don't have a meeting
J just becauseit's the weekly meeting,even if there'snothing to discuss.Don't tol-
t erate discussion between two people which is of no concern to the others present.
Decide how much time you should spend in meetings and then count how much
time you do spend in meetings. If the first figure is smaller than the second,then
do everything you can to bring the secondfigure down.
I

(:>
Now it's your turn to tell your partner about four common problems experienced by people who have
difficulty managilg their time. Listen to the solutions which he or she recommends and add your
b
own commenf,s.
r

a The problems

r I People don't understandthat my time is valuable and not to be wasted.

2 My desk is a mess.
i 3 People are always dropping into my office to chat.
i 4 I work very hard but there always seemsto be even more work piling up.

1 YOURPARTNER
WILLSTART.

i
I

f @PenguinBooks1996 167
 -

PRIORITIES
61 TRAINING StudentB
h

-
(Knowing
; agreeing/disagreeing;
sequencing)
ts
-
Prioritizing is deciding on an order of importance for a number of possible actions, by comparing their -
:
usefulness.The most useful are often urgently required, while the least useful may be disregarded.
-
:
-
Your company produces high quality audio equipment for use by professional sound engineers in the =-
music, film and television industries. You are planning a major sales and marketing drive in several -
new export markets in Europe and Asia. You are the new marketing director with responsibility for
this major initiative and your colleague is another senior executive of the company. -
F
Together with your colleague, set priorities for training a staffof five marketing managers and 20
salesrepresentatives and agents. =
Decide on an order of one to nine, eliminating the lowest three or four areas of training - depending -
F
on vour assessmentof their value.
-
F
{

. foreign troining
longuoge forreps
ond
ogenls (on(erned
infiecounlries n F
-
. foreign
longuoge foryour
lroining fivemorkefing
monogers E !
-
. lroining
inculfurol forfivemorkefing
oworeness monogers tl L

. lroining
indeveloping
newmorkeb
ondmorkeling foryourcolleogue,
slrotegy Director
fteMo*efing E F

. lroining
inmorkefing forreps
$rolegy ond
ogents E F-
{
. froining produd
innew technology
ond servi(e
ofier-soles ond
forleps ogenls T F
-
. lroining product
innew lechnology
ondofier-soles monogets
formorkefing
service tl l-
-
. lroining
innew
supporl (ompoigns
formorkefing
softuore monogers
formo*efing E E-

. producfion guidelines
ofdeloiled forsoles
reps longuoges.
invorious
ondogenls tl tr
{
F

>-

YOURPARTNER
WILLSTART. -
Er
<
F
r1
tL

.z
A-
';1

F
-
F-

E-
-r{

F
a{
E-
?1
r68 @ Penguin Books 1996 F
l-
{

! 0 2 TRANSPORTATION
t- StudentB
{
t- (Judging;agreeing/disagreeing)
a
I
!

I
Distributionis concernedwithmoving goodsfrom theproducerto the customer.
I
t-
{
r- _ Your company wants to export goods from Spain to Greece.You are based in Spain
I and have obtained information on the most appropriate way of moving 120 tons of
goodsto Greeceevery month. Contact your colleagueto discussyour proposal.
\.
{

I You:
:., . think reliabilityis more importantthan price
a
t arrivein the first weekof everymonth)
i o w?rt yourcompanyto be as independent as possibleandto handleall
documentation
:
'! . think your companyshould use its own export departmentto arrangetransport
!_ througha Barcelonashippingcompany,puig HernandezS.A.
>- . know that Puig Hernandezruns a regularmerchantshippingservicefrom
ti Barcelonato Athenswith departureJeveryMondayand Thursday
i_, . understandthat the voyagetakes four days

i - o w?rt onward delivery in Greeceto be co-ordinatedwith the Greekhaulage

companyHalkosS.A.,alreadyregularpartnersto your companywith a fleetof 40
;.,, lorries
! . haveobtainedthe followingcost estimates:
'
Per month$18,000for 120lons of goods + road haulage$7,000.
a,
YOUSTART.
al

a,

l-

l-

l-

l_

r_,

!
l-

I
I

l-
I @PenguinBooks1996 169
 =
z

StudentB
E

63 WORKENVIRONMENT
=
(Negotiating;
measuringandcalculating; {
E
forecasting)
=

=-
The workingenvironmenthaslong been recognizedas a key factorin improvingproductivity,employee
satisfactionand in reducingdays lostthroughsickness. E-

Youwork in a telesalesofficewith eight salesstaff, for a companywith a turnover of f,1.25m.You

are an employees'representativeresponsiblefor health and safety.You believethat severalfactors =
make the officeold-fashionedand uncomfortable- and evenbad for the health of your colleagues. -
l-

YOU :
. feelthat an improvementin the workingconditionswould resultin higherproductivity,happier !-
staff and fewer days off for reasonsof minor illness
F
. think the companyturnovereasilyjustifiesmaiorimprovementsin the workingenvironment
-
. know the companyhas spent almost nothing on the office for five years. =-

You have drawn up the note belowabout working conditions: !-

{
F'
. -
. fh!- tilorl( sfatt'ans- de-/cash)onzdL ar,Lt F

u,lLc0lufot/tahb- E-
. -
, \uks - NronyhuStut - drautert hard to opat F-
r<

, OaarrS- bod dUtjt+ E-

{
' /J'J l,t"fu,Vca),'t5e5 hu-daclt*t E-

, ?arntworL' d)^ll, dqross^J t-

{
t-
, 1i'a{P'ctt d'te-from the Streri' r-

, CIA i w,ttter - too hot u Surnrx^ef lr

F-

>-
, ThesfrcL u toosma'LL. :<
F
,1
t-
You have a meetingwith a managerresponsiblefor the office.Ask for improvementsin as many -1
t-
areasas you can.
,1
l-
WILLSTART.
YOURPARTNER >4
t-

t:.
-1
F
f4
lr-
7J
t70 @PenguinBooks1996 F
L
{
t
{
I 64 WORKROTAS StudentB
{
l (Regretting ; declining/rejecting; agreeing/disagreeing)
{
|-
{
i- Holiday entitlement is established in employees'contracts but the exact time when holidays are taken is
{
usually negotiated between the company and the individuals concerned. The company naturally has to
a make sure that there is sufficient cover when employees are away on holiday.

I
You are a line supervisor in a foods production company.You are also a parent with children at
!| school.You are pleased that your own holiday this year coincides with the children's school holiday -
and your partner's holiday.
t
Here is your calendar showing your holiday plans:
3
I week M T w T F s/s
27 4 5 6 I 9|0
\ JULY
l.
28 t l t7 t3 t4)<cI'tW t 5
Jtpti4tu+
re(z---_
'aftM
i €fa,*," ilvl^ddt'l
79 r8 t9 20 2l )') 23t24 h/hfuM
l'. w^t!!
ir 30 25 26 27 16 29 3(Qr
fOhl,rrv
l'
AUGUST 3 2 3 4 5 617
l'

i 37 8 9 t0 t l t2 t3t4

l'.
33 t5 t6 t7 r8 t9 20t21
ii
')')
34 23 24 25 26 27t28

I 35 29 30 3l 1 3t4

al '/to^*t
SEPTEMBER 36 5 7 8 9 t 0 /|
a_
6tarts
a'

YOU:
r would like promotionto a highergradein your company
o ?Ddyour family have not had a real holidayfor three years and this one is alreadybooked.

a'. YOURPARTNERWILL START.

a=

a.

a @PenguinBooks1996 171
 =-
I
E

65 WORKSCOUNCIL StudentB
=-
hesitating)
(Urging;agreeing/disagreeing; {
b-

-
=-
Many companies in the industrialized world have works councils: committees of Er
representativesof both management and staff which meet regularly.However, the powers
".-
of works councils can vary widely from country to country and from company to company. ts-
ln Germany and Scandinavia, for example, employees'representativesmay participate in
decisionsabout the company's financial, marketing and human resources strategy.
Elsewhere, the works council may have a much more limited role. --J
-
r'
brr
You and your partner serve on the works council of the medium-sized company where
you both work. The company employs 100 people. Each year the council is given a =
f,5,000 Christmas present by the company's owners to spend in whatever way it
wishes. You and your partner are meeting to brainstorm your ideas before the full bi
council meeting to discuss the subject. You have jotted the following ideas down on the
back of an envelope.Compare your notes with your partner's and try to reach a joint Li
decision on what you would like to recommend. (You can add your own ideas to the
list below.) hr
- j
-/
ll
YOU think the money could go on: I
c a ChrieLmao fo huebande
partylor alletaff accompanied freedrinke,
buffetdinner,
andwives: }i./

livebandandentrerlainment' -2
I
>-/
- l
c the purchaee ?erem?loyee
of part'of oneshareinthe company F-J,
LT
o LhedonaLion sumNothe com?any
of the enf,ire mueical hasambibiouo
oocie|y.lt, 7lanolo 6taqe
yearbut cannolyel 6o aheadbecaueeof a ehortaqeof funds )
a productionof Evita next, }r.a

to Ihe workecouncilfundoeI upt o buya chaletrin a holidayreeorlfor the ueeof

o a conf,ribution :J
etaff membere rate
al a eubeidized
=
. yourownideas, >-a
)
YOU START.
=

:
-J
l-l

Fr
)
-
:J
H

.J
F-.

:J
Fr
:J
>-a
,l
l-a

-J
t72 @PenguinBooks1996
,J
=
L
{
I

I
I
L
{
t
{
I
I Glossary
!
.( Abolish Get rid of, stop, ban.
Absenteeism Being away from work, usually through sickness;a measureof
I the number of people away from work.
Accounts Figures giving information about what a company eams and spends,
{ how much profit it makes, and so on.
Acknowledgement A short letter to tell someonewho has written to you that
{
you have received his/her letter.
.| Acquisition The purchaseof one company by another.
Agenda A list of points to discuss in a meeting. The agendaalso gives other
\ important information like the list of people who will be at the meeting, the
date and place, and the starting and finishing times.
\ Appraise Measure the performance of someone,give feedback on the per-
formance of someone.
I Assault Physicalattack.
Assets Things owned by a company which have value: property and saleable
li
equipment, cash, finished goods, stock or saleablefinancial investments.
Audit A detailed analysis of an important feature of an organization.Auditors
ei - the people who carry out audits - usually write reports and make recom-
it mendations for changesto be made. Examples: a financial audit, a manage-
ment audit, a languageaudit.
l,'. Autonomy Independence,freedom to work on your own and to take import-
ant decisions affecting your work.
Balance sheet A statementshowing the financial position of a company at a
particular time
li Bankrupt A company goes bankrupt when it has to stop doing business
becauseof the size of its debts.
^j Bonus A special extra payment.
Brainstorm Write down as many possible solutions to a problem that you
a_.
can think of before analysing the merits of each one in more detail.
Brainstorming is usually a group activity.
fr Brand A name or a symbol used for a product or service or range of products
l_. or servicesprovided by a particular company,e.g. Coca-Cola,IBM, Hertz.
Breakthrough A big development or new opportunity which could open the
ir way to future success.
Bribe An illegal payment made to get special treatment.
li Briefing Giving information to one or more people.
Broking A broker is someone with specialist knowledge in a certain area
who acts as a go-between (or 'middle man') between the customer and the
supplier of products or services,for example an investment broker, an insur-
r! ancebroker. Broking is the activity.
Campaign A plan which operatesover a period of time in order to increase
1i
public or consumer awarenessof a product or service, €.g. ffi advertising
campaign.
Cash Coins and banknotes;money which is available to spendimmediately.
Cash balance The amount of available cash in a company at a certain point
in time. Cash budgets show an opening cash balance at the start of a period
and a closing cash balanceat the end.
Cash budget A financial planning tool consisting of a description of income
l'. and expenditureover a certain period.

173
 =
.z
L

=
Glossary
=-
Cashflow The relationship between money received (sales)and money going
out (costs). -
Chargehand A low level position of non-managerialresponsibility, a charge- -
hand is in charge of a small group of workers. Chargehandsreport to super- =-
visors.
Commute Travel from home to work and from work to home. =-
Conform Do or be the sameas everyone else.
Contractor An independent company contracted to carry out specific work -
for anothercompany at an agreedfee.
=-
Convention Ausual way of doing things, a habit.
Corporate hospitality The wining and dining of clients or potential clients at
-
sporting or cultural events.
Corporate planning Major planning and development concerns within a =-
company, such as new product areas,new markets, image building, market-
ing and financial goals. !-
Corrupt Doing businessillegally for your own advantageis comrpt. -
Cost of sales All costs involved in preparing a product or service for sale up !E
to the actual sale itself. These include fixed overheads(rent, heating, wages -
and salaries)and variable costs (raw materials, overtime payments). -
Cost of selting The cost of all promotional activities including advertising,
sales commissions, fees to agents and distributors, disffibution, storage and >-
transport.
-
Counselling Confidential support and advice given to an individual with pro-
fessional or personalproblems. t-
Counselling service A service for giving advice to employeeson personal or
work-related problems. b-
Courtesy The treatmentof other people with politenessand respect.
Creditor Someoneto whom money is owed.
Current assets Assets used by a company in its daily work, such as mater-
ials, finished goods and cash. E-
Deadline The date or time by which you must complete a certain piece of -
work. E-
Debenture An agreementto pay back a loan at a fixed interest rate.
Debtor Someonewho owes money. F
Delegate Give work to a subordinatewhich you would otherwise do yourself.
=
Delivery Getting the goods physically to the customer.
Depreciation A notional sum appearing as an expense on a profit and loss !-
account to spread the cost of capital assetsover several years rather than
t{
appearingas a single expenditure at the time of purchase. E-
Discount A percentageor amount taken off the standardprice.
Double glazing Windows with two layers of glass. F
Downturn A period of falling salesor profits.
Etiquette Forms of polite behaviour. E
Fixed assets Property or machinery which a company uses. --1

Flexibitity Readinessto adapt to changing conditions. F

Flotation The selling of sharesin order to raise capital. -z
F
Found a company Start a company.
Franchise A licence to trade using a brand name in retum for the payment of E-
fees. The owner of the brand name is the franchisor who gives licences to
franchisees.The more money franchiseesmake, the more they pay in fees. F
Franchisee Someonewho pays a royalty in order to trade using the name of
i J
a franchisor. F
Fringe benefits Other advantages earned by an employee in addition to
salary,for example a company car. l!-

174 E'
L
\
L.
I
L.
I
Glossary
L
I
Funding Money.
t-.
+ Funds transfer An operationcarriedout by a bankto directmoneyfrom one
!
company'saccountto anothercompany'saccount.
q. Graduate (noun) Someonewho hascompleteda universitycourseand who
hasreceiveda universitydegree.
\ Handling charge A fee chargedfor carryingout a service,especiallyas an
intermediary or'middleman'.
\ Haulage Roadtransportof goodsby lorry.
Haulier Roadtransportcompanyor trucking company.
\ Implement Put a policy or planinto practice.
Incentive Somethingto encourageemployeesto behavein a particularway,
\
for exampleto work harder.
I
Invoice A formal requestfor payment.
Itinerary A programmefor a trip or a visit, showingthe orderof eventsand
\ the time of differentactivities.
Job-sharing Wheretwo employeesdivide a singlejob betweenthem,so both
\ work part-time.
Joint venture An agreement betweentwo or morecompaniesto cooperatein
i an areasuchasresearch, productdevelopment, marketing,etc.
Jot Write downnotes.
li
Junk mail Advertisingmaterial,often unwanted,sent by post to selected
potentialcustomers.
Just-in-time Manufacturingcompanieswith a just-in-timemanagement sys-
ii tem order componentsand materialsso that they arrive at the factoryjust
beforethey areneeded.In this way they keepstockslow and so keepcosts
l1 down.
Launch The presentation of a new producton the first official day of its ex-
istence.
Lay off To sackworkers,temporarilyor pennanently.
li (Take)legaladvice Talk to your lawyer.
Loan Moneyborrowedfor a specificpurpose,usuallyfrom a bank.
f,. (On) location Workingon a film outsidea film studio.
Logistics A generallabel for planningand operations,and sometimescom-
.--i
putingactivities.
Maternity leave Time off work for a womanto havea baby.
):
Merger When two companiesjoin togetherunder commonownershipand
li management.
Morale The generallevel of satisfactionof the workforce.
li Mortgage When an individual or companyborrowsmoney and pays back
capitaland interest.If the borrowercannotrepaythe money,the lendercan
li takea propertyassetbelongingto the borrowerinstead.
Net profit margin The profit after tax, expressed as a figureor as a percent-
ageof tumover.
Overdraft Moneyborrowedfrom a bankon which interestis paid.
l-r
PA PersonalAssistant.
Pension The moneyyou receivefrom your companyor from the Statewhen
you retire.
Performance-related A systemrelating(usuallysomeof) your pay to how
well you work. The performance-related part of your pay is linked to how
far you achievean objectiveagreedby you andyour superior.
Premises An office or factorybuilding.
Prioritize Put thingsinto an orderof importance.
Productivity The amountyou produceand the efficiencywith which you
l1 produceit.

175
 -

Glossary =

Promotional literature Leaflets, brochures,etc. advertising a product or ser- =

vice and describing its advantages.
=
Pull one's weight work as hard as one's colleagues; take a fair share of a
responsibility.
=
Purchase Buy.
Quality circle A group of employeeswho meet regularly to discuss ways of =
improving the way they work and the quality of the goods or servicesthey
help to provide. =
Questionnaire A set of questions designed to find out information about
people's attitudes,beliefs or opinions. =
Quota A deflned and limited number.
Rating A scoreon a scale,a measure. =
Recession A period (technically of three successivequarters) during which a
=
national economy gets smaller.
Recruit (noun) Someonestarting a job with the company.
Redeemed Paid back, especially a loan over a fixed time period such as a
mortgage. =
Redundancy Loss of job, usually becausethe company cannot afford to con-
tinue to employ the person in the job.
Reference A written or spoken review of your professional abilities or per-
sonal capacitiesmade to a potential employer by someoneyou know.
Refund Pay back.
Refurbish Repair and redecorate. F
Representative, rep. someone who usually travels around trying to sell
goods or servicesfor a particular company, as in salesrepresentativeor sales F
rep.
Retirement A person leaving the company becausehe/she has reached the
ts
retirement age - usually 60 or 65 - or becauseof ill health.
ts
Rights issue A method of raising finance where a company sells sharesat a
special low price to existing shareholders. F
Run (a company) Manage a company.
Sack Dismiss someonefrom a job. F
sales budget A description of planned expenditure for producing and selling
a product. F
screen a call when secretaries screen telephone calls, they only allow
through the ones that they know are really important. ts
self esteem Your feelings about yourself. If you have high self esteem,
ti-
you feel positive about yourself. If you have low self esteem, you feel
negative about yourself or you feel that others feel negative about you.
F
Sexual harassment where one employee makes unwelcome sexual remarks
to a colleagueor behavessexually towards them in an unwelcome way. F
share A certificate given in exchangefor investing money in a company and
representing a partial ownership in the assetsof the company. Shares are E-
bought in the hope of earning dividends, paid out when a company performs
well, or of making a profit from reselling the sharesat a higher value if the t!-
company has been performing well.
Shareholder Someonewho owns sharesin a company. E'
Shoestring budget A very limited budget.
Sponsorship Financial support for an artistic, sporting or cultural enterprise E-
provided by a private company in exchangefor advertising rights.
l!-
Stock A store of materials, componentsor products.
Subsidiary A company partly or wholly owned by another. i-z
E.
Subsidized Paid for in part by someoneelse.
E-
176 ,1
E'
\

\ Glossary
\
Supervisor A lower management position, responsible for all the workers
and activities in a production area. Supervisors normally report to depart-
i ment managers.
\ Thsk force A (usually) small group of people with a special job to do (usu-
ally) in a limited period of time. A task force, unlike a committee, is expect-
i ed to get things done.
Tender, put out to To invite tendersfor a specific project.
\ Tenderer A company that submits a tender.
Tlade union The formal organization of a group of workers which aims to
\ improve the wages and working conditions of its members.
Tlrrnover Income from sales.
\ Upgrade Improve, bring up to date.
Up market The expensive,luxury end of the market.
i Warehouse Where parts or finished goods are stocked.
\

l.

i:
a'.

li

li

it

li

ft
-1''

i:
7, t'|7
 =

=
A-Zof Language
Functions =

This glossary gives some exponents for key functions indicated after =
the activity title. It is intended only as a quick reference to the kind
of language practice a particular activity might generate. Teachers :
may wish to elicit or provide further exponents of a specific function
before beginning an activity. =

=
fureeing/.disagreeing
I agree with you/that. br
Up to a point, I agree with you/that.
(I'm afraid) I disagree with you/that. =

Blaming Fr
I think you have made a mistake.
You're responsible for . . . h

You shouldn't have done/said that. -

h.

Conecting
>.
I think you've made a mistake there. It's not . . .
That's not quite right.I said . . .
>.
Declining/rejecting (an offer) F-
No. thanks.
I'm sorry but I can't. t-
I'm afraid that's unacceptable.
I couldn't possibly accept that. F'

Emphasizing E-
The following words add emphasis:
real(ly). e.g. that's really wonderful. =-
absolute(ly). e.g. it was an absolute miracle.
indeed. e.g. their service was very good,indeed.
>.
=-
Forecasting
The goodsare sure to arive tomorrow. t-
The goodsare likely fo arrive tomorrow.
The goods may arive tomorrow. lr-
The goodsare unlikely to arnve tomorrow.
The goodscan't possibly arive tomor:row. lL.

Fr
Greetings and farewells
Greetings for first meeting Reply _/
lrr
Hello, how do you do? How do you do? l

Nice to meet you. Nice to meet you, too. _2

lrf
I
Greetings for secondand Reply ts I
subsequentmeetings -- I
Nice to see you again. How are you? Very well, thanks. And you? lll

Fine thanks. And you? ,.J

I

Not too good,I'm afraid.

AwfuVdreadfuVterrible )
(betweenfriends). -
r78
=i
J
\

\
Farewells Reply
i Nice meetingyou (again). Nice meetingyou (again),too.

i Hesitating
Actually,. . .
i Basicaliy,.. .

i }::ffi";:
lt's like this, you see. . .
i

i irj;:ff"'"1ffiHffiii1ff1".-",,
And may I introduce my colleagues?This is . . .
i
Judging
\
I'm convinced/sure/positive . . .
i lthinVbelieve/feel ...
I tend to think . . .
i I'm inclined to feel . . .

ir Knowing
I know we sent the goods.
7. I think we sent the loods.
I doubt if we sent the goods.
it
Liking and prefeming
i: I like visiting clients. (= I enjoy it)
I like to visit clients in their offices.(= It is appopriate)
i:
I prefer working in my office to travelling abroad.
i.. I'd rather work in my office than travel abroad.

i-. Measuring and caleulating

Ifyou add the figures together, you get . . .
i', If you take the total time and subtract . . ., you get . . .
Let's see what we get if we divide/multiply . . . by . . .
ii
Negotiating
i', Let's discuss the terms of the contract.
I'd like to settle the disagreement between us.
iz I think we can accept this contract if you . . .

ii Obliging (see also vetoing)

=. L To be obliged to do something:
r' We must find a way of solving the cashflow problems.
Do we have to do what he says?Isn't there an alternative?
ii
2 Tb oblige sonleoneto do something:
i.i These cashflow problems require us to look at our payment policy.
(require/force/compeVobligesomeoneto do something)
il The problems have made us re-evaluate our current practices.

f., Perrmitting
You may take as much time as you need.
i': We are allowed/permitted to claim travel expenses.
May/might I make a comment at this point?
7 Dovoumindifl...?

ii 179
 1
I
.
I
-
L .

J
1
I
Questioning
Could you tell me . . .? f
tr<
I'd like to know . . .
I wonder if you could tell me . . .
:J
i<
Do you happen to know . . .? :J
r<
Regretting
It's a (great) shame/pity that . . .
-J
L<

I'm sorry to hear that . . . :J

r{
I'm afraid that . . .
Unfortunately,. . . :J
L-{

Sequencing -J
Lr{
FirsUfirst of alVinitially/to start with
)
Second./secondly r.{
Then/after that/nexUsubsequently
Finally
-J
-l

Telling
-J
h{

I told him that . . . )

--{
I said (to him) that . . .
I informed them about . . . _J
r-l
I explained what/hodthat . . .
I reported to them that . . . -J
b.{

Urging -J
>-a
We should make a decision soon.
)
You ought to review the situation. Ea
I suggest that you check your records.
I (would) advise you to check your records.
_J
tr{
-J
Vetoing (see also obliging) F-.
I To be obliged not to do something: )
>-l
You mustn'Umay not give this information to anyone outside the
company. )
L-a
You are not allowed/permitted to . . .
2 To oblige sonl,eonenot to do something: :l
F-a
The regulations prohibit us from grving this information to anyone
)
outside the company.
=
Welcoming }J

Welcometo... )
It's a pleasure to welcome you to . . . >-l
We are very pleased to have you with us. )
}J

(E)Xpressing Your amaZement (and other emotions) )

lrJ
Amazement
This is a surprise! :)
tlJ
f'm very surprised that . . .
Fear /worry )
-J
I'm worried about . . .
I'm concerned that . . .
.l
=

180 =
=
 =
,1

tr
F

tr
ts
=

F.
o0
q)
z =

E-

=
o00
. = 9
ts-
6o 93 x x x X X X X X X X X X X X
lr(,)
leE
F
E-

F
>-
F
o lF-

.cI E-

t-
l-
€)
o
-- 0)
lr
E-
t-

.Y F
a l!
C
.9
+, E €
-
I
(E € -e' ts I

.9 tr o 'ohP€ uE H H" F 8 : ,8,^

)
e
c €ee EP F H;gg FH )
5
*:ul=E.$E
! H$EEgq';tEilEaii $
a-E -
E
E
o
g€ gEf,E$Egg5 gF
ggggggFg
ISE fE :

:
C) - (\ cO $ t/) \O f= oO O\ O
*
*
-
C.l ci
-
$ tn \O
-
C-
-
oO O\
d r
O * N
C.l C\.l N
cA * rn \O F*
N C-l C-l C\t c\l
€ O\
c\.l c\.l
=
ts
=i
)
€81

'Jr
A SSgSggSHSK$S38€eteeFeSiEBSSHUK",N;-
* *
f f $fEgEggr 5gg8€€€g qi gililFsFt FFFttFst
s sEs+ + rE: 5 9r H HsgE
-
- -a
7 . _

s*s
3 E Es ! 2 3 f l 5 $ g; P
g$f;5 gE gEi
=
=?E€F*,=e
= -a s H
. ' €au*EE.E
EgsE[3E*uE
- *31E$$
FiiE
* E = g er -$ *
q n
- ' 6e- 6 ' E
3 E'5
e 3"E
'u t.

? . s
3H

E
{
g

x x x x x x X X X X X X X X X X X X X X X X X X

x x x