B2- UNIT 2

B2.U2 Class 4 - Listening Topic

(LEADERSHIP)

GUIDELINES
PART 1

KEY DRIVERS

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KEY CONTENT
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5.

KEY STRUCTURES
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WE ARE A BENCHMARK AT INTERNATIONALIZING MARKET LEADERS, BECAUSE WE ENHANCE OUR CLIENTS’ MARKET VALUE BY BROADENING AND PROFESSIONALIZING THEIR COMMUNICATIONAL KNOWHOW.

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 B2- UNIT 2
B2.U2 Class 4 - Listening Topic

(LEADERSHIP)

PART 2
GUIDELINES
Step 1: Let the student listen the UNIT 2 – LISTENING PREVIEW (track 2.1).
Step 2: Ask the student to explain what he understood from the UNIT 2 – LISTENING PREVIEW (track 2.1).

UNIT 2 – LISTENING PREVIEW.

Preview:
A ROLE OF BUSINESS LEADER
TRACK 2.1
David Hargreaves
Radious Group/ HR Manager

In my department we set clear goals and targets for a fixed period of time. We try to make it worth people's time to reach those targets throu gh our performance-related bonus scheme. We
have regular meetings to see if everyone is on track during that period of time and at the end we have an appraisal meeting to evaluate the work that has been done. Naturally, if we find that
the deadlines were too tight or things didn't get done because of factors beyond our control, we sometimes adjust schedules to more realistic time frameworks.
I like to get in early before the rest of my staff and design the daily work schedule of each team member. That way I feel very much in control and that, I have a hand in every task. My staff
know that I like to be involved in every decision and they always consult me when they run into problems. We've been working successfully like this for years in the company and I find that it
reassures people to have a strong leader heading operations. They have their own responsibilities, naturally, but when it comes to the important decisions it's me who makes them.
In my view, one of the most important things to learn as a manager is how to delegate. That way you get people to feel that they are a part of a team and it gives them a real sense of belonging
and that, in turn, generates responsibility towards the organization. So you've got to give employees the space they need so they can take initiatives and really move things forward. If you've
recruited the right people for the job then you should let them get on with it!
PART 3
GUIDELINES
Step 1: Let the student listen the UNIT 2 - LISTENING TOPIC (track 2.2) 3 times and fill up the blanks.
Step 2: The teacher will read the UNIT 2 - LISTENING TOPIC (track 2.2) script and will confirm the information retained and transcribed by the student.

UNIT 2 - LISTENING TOPIC.

Topic:
THE OUTLOOK OF MANAGERS
TRACK 2.2
IN = Interviewer, LM = Laurie Mullins
IN: What are the key qualities for a successful manager today, compared to the past?
LM: I see two major factors which influence the managerial function today. The first one is the ability to manage in an increasingly competitive, volatile, changing,
business __________________________ . An example of this is the growth of the so-called BRICK nations, B-R-I-C-K, which is Brazil, Russia, India, China and Korea. Arising
from this development there's greater concern for __________________________ of the individual person within the work organization. People will bring their own
culture, their own situation to diversity. We now have far more diverse workforce, their culture, the importance of non-verbal __________________________, and the
international human resource __________________________. Secondly, the manager today has to manage with an increasing rate of technical change - this is allied to the
competitive and challenging business environment. A particular example of this is the so-called information __________________________ technology and considered
remote team. So __________________________ today may no longer be at the same desk, the same location, or may not work together in face-to-face contact. So this means
that, through the ICT, a manager may have to interact with staff who may not be at the same desk, may not work together, may not be in the same
__________________________, may not even be in the same location and may not even be in the same __________________________.

IN: Which management style do you think gets the best out of people?
LM: The underlying consideration here is that people are not owned by the organization, people bring their own __________________________, biases, attitude,
personality, cultures to work. So __________________________ from that, I see six key fundamental managerial philosophies.
One: Is consideration, respect and trust. Most people respond according to the way they're treated. So if you treat people with __________________________ and dignity,
the chances are, the majority of staff will respond in a similar manner.
Two: __________________________ and credit - people can be praise to success. Let people know and __________________________ good work. an example of this, if you have a
junior member of staff who, on your behalf, __________________________ an excellent detailed report for a senior manager, when you as the __________________________
manager submit that report, Why not add the name of your junior colleague as joint __________________________?
Three: Involvement and __________________________. Take interest in your staff, maintaining an open flow of __________________________, the so-called 'management walking
about'. The key feature of this is not to give the impression to staff that you don't trust them, that you're __________________________ their work, but you're taking an
interest in their work.
Four: A sense of justice. Treat __________________________ fairly, but according to merit. If difficult decisions have to be made, staff is more likely to accept those
decisions if they have been treated fairly, and with a sense of justice. This requires good human __________________________ management.
Five: Positive action on an __________________________ basis. If colleagues are working in a team, and one or two colleagues need to be criticized, criticize those people
in private, on an individual basis.
And lastly, point Six: emphasis on end results. The ends do not always __________________________ the means, but whenever possible, place emphasis on not time-
keeping, or what people appear to be doing, but the level of performance actually achieved.

IN: As more managers work internationally, how should they adapt their styles to suit this situation?
LM: An __________________________ percept is that managers must be fully aware of their own __________________________ towards people, and their preferred natural style
of management. for example, some managers believe in the need for direction and control through an organized system of central control, formal organization
structure, __________________________ or routine, and the belief that it's natural for __________________________ to try to get away with what they can; therefore
__________________________ has a job to stop them doing that and to control and supervise them -the 'carrot and stick' assumptions. Other managers believe that in the
integration of individual and __________________________ goals that people can be committed to the goals of the __________________________, in which case they will exercise
self-direction and self-control.

WE ARE A BENCHMARK AT INTERNATIONALIZING MARKET LEADERS, BECAUSE WE ENHANCE OUR CLIENTS’ MARKET VALUE BY BROADENING AND PROFESSIONALIZING THEIR COMMUNICATIONAL KNOWHOW.

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