Ssaud ALISMHAINA aaoixo uaplIM uNeYSs 7% y9adS SYD “Ja]NOYS Maipuy ‘saiAeq ya Aq jeuayew jeuoNppe YIM JOUWIN] EdDaqay 7B JAUBALIOS WIL ‘AEMO}OH JeydoIsWYD ‘epeeg o3ey yoog S,juapnys | pesueApy yWNse?ay ssauisng at ol fos| Introduction [425] | Working with Business ey Cree co eee erg eerie an Case study Planning for Connections 6 | Progress ae |MIDEO): This section ofthe uit has a videoclip linked tothe topic.sauyduo 0 puodsa pus an ‘Aarwydedde B5pr Ue 0s 0) woRewornid © aA uorsenssod ynode fet wd yoy © ese siseycue 20) voisanu sn Lorena uy juowaaiBe Ue yoRes senyeA ge YI SmajA ouoesad seas oeuuoyy Wary josunek souESIp ue enyouossodep ©) aNssed ain 05h Sunvou eye oatuet Wo Bu)pq w ans soit ysiepeo| anoge met sSupueysispunsius vy yeap Aantooys ‘syeuonpucn een sBurjsous lu suojsep 464 ue suonde senoaip ‘Seaunosa1 ynoge 56) suojsonb {UNSHP AgIK e=p farnoaya suoneanb asn opeesaid ydwoud we a suoueioadia eafoyduia Jafodu none 410, oRSe)SHBSSIpsoaidia Sjowiidoxdde asec sy} ul aura 249, ple 2m coved sn suoydope 949 uo saBapens Buyu170) ur Butea woge me smibaseesenseanel eee SEr-Per] sesesyd \nyasq [28051] sjduos opny | [ESET] souarcya) aBenBuey [ee1-9ET] sajy vonewoyyy [S2t-zot] say aaqoey oaain youoneadse 0 uy ue uwesdout 29 eae TFS suede syuenjeiuos paouenyuy pur ue Sune) oy updos suouew 71 Le HIS —papensiad ait 9m toms 2509 AMID emacs Bus Boosey now snoge ue, —_UOISeNsiog| CT. ‘3010 sarod aye agsndsar enunosoe 7 3 Ai wwausaite ——sayesna poy 38 Buydrensg wed sysoydu oy Bunyseay senyen pms ae yrayyp e Bure wosiouy Susy BuRENCADAY nage Fume sonren| TT aiusiope9| oussed 8-82) pesadueieu? ane s8umys uo” “angognye Sum UNE sway ouosind Summyeuossedap IE) © 30ND sae cysopeo, ‘pny 3865 Supssaxde3 pu Surueig SBSH aogeaunier —diysiepeo7 |Q)T suorsoap wo was Buygea) —‘Auyqeoresans 5 fad us Puesuondo eseq sfpeymcuy eeoz| PSUveS stupurspunsiw —syeopjpvea —-BUSSHSSIg) soosas pms ase sua Bueaq Susn sSupen — jroge unger — Seoun0sey| G o3ain 20 = sguueddy 0 ys Leagues yout a vonesnes von wose.d suena (=) sats pe yond cain yes 3015824) auogsonb you _—_suoysonb up Bua fstodun fons ase) fun ese Jus Banuesaig —fnsang SOUEULOLICg |G oa0in ‘Auuren oveuad uae ased ay poveuier 19-98 seco yong on, soBaiens yo) sinseW Sune | GoqBeERESEp ——puessne> YOON puesige L som 3609 usseides aoqued sus) Bawowow ——yroge Bure, ‘BULLE or cera Prorat Eon) fps 2800 Ce tS) Sumo)Oceana eo art er Ser ee) eat) eet Se ernie Starting point 1 Can you think of some examples where cultural awareness is important in ‘your work? 2 Towhatextent do you think company culture is influenced by the country the company is based in? a) Working with words | Describing cross-cultural experiences 1 Doyou agree with the following statements about working across cultures? 1 Organizations generally have the same way of doing things ‘The concept of time is universal, Non-verbal messages carry more weight than verbal ones, Individual differences can always be attributed to cultural differences, Accepting and embracing ambiguity is essential when working internationally Consciously developing your cultural skills leads to better business relations. 2. Read this advice from intercultural consultant, Kate Berardo of culturosity.com, and compare your answers in 1. WI piece of advice do you find most useful? Working across cultures Kate Berardo 4 Do your homework ‘* Essential for building relationships when dealing with businesses across cultures, ‘Each organization will have ts own culture, personality, and way of doing things. 2 Keep your eyes open * Your mind is processing a lot of information {new environments, so observation skills ‘may be clouded or unfocused, * Notice how peopl act, dress, and treat each ‘other, Look fornon verbal messages. Being abletoread a situation will greatly improve ‘your ability to have a successful meeting. 3 Take yourtime * Appreciate the need for moretime. Communication may be slower ard logistics may be different. You may be working in a culture with adifferent concept of time. ‘Also, give yourself more time to process ll the information before making decisions 4 Take Individuals nto account * Individuals may vary greatly from the stereotype of their mative culture. Values and behaviour ate ale influenced by background, experience, and personality, ‘Keep an open mind: be careful not to form an opinion too early orto attribute tog much of what you see to a cultural difference 5 Tolerate uncertainty *Thiscan be extremely dificult for people from some cultures where directness and precision are valued * Business about managing unknowns. ‘When working with a culture with ahigh tolerance for uncertainty, you may not get concrete answers. This, of course, can work. booth ways 6 Build your intercultural skits * When working with peopl from different cultures, you need a solid understanding of the norms of that culture * Greate cultural awareness will help you \elgh up the pros and cons of your way of doing things and will give you better insight Imo working across culturesns Unit 1 | Connect Aaess019 «€ JoomHON aan>esarss « D auBu suorssoudun rsx nok aay y dow uum aBueys suorssaidunt nos pid guy awoa suorssaudusr 81 sn0 prp alayM, IW UB9q On [99p NOK IP. KOH ‘Y-1 suonsonb semsue pus souyied snk yaya seouatsadxa nok noge ¥1e) MON ‘Auediwoo mau e ul golMsu paUeIS Ayo / AnunoD zax}OUE U Pax!OM « ‘ane9{j09 aU B YUEN POOM 5 AOUIA SsOUIENg w 01 1604 UIOq + avy nod axaym uoRENys e moge UIE, OMIT eH OM OT ated uo ayy aonaeig 01 OF ‘sasyauax9 ax0W 0g XK ‘Auedwoo wasaad anos ye Buryiom jo asuayiedyo nok aogjdyiom snok = 2HON Ie pamozA au0 NOK YURI NOK Moy « ‘aquosep 03 1, wosy saansafpe ash G pexea 3 Areurpio 9 luonuane yeae 01 pepusut ou & fu nok yeym foexe Burdes q Ironpeid / ajqisuas p Bunoq & “saaqoafpe x16 say 0 au) 40} suoMTUY=p WaRO anDK ‘qm wou 2, wosy saapaalpe xs 0} J-e suoNIULap yore waUIed v YM LON, — paradxoun zr — u-atpyo-uns g — snopan > — foy-moy 11 — usyodsno 2 © — Sujwnsuos-sun ¢ — Suo8-ksva oF — pamssejjas 9 — Kemaypyorno z — yume orumop ¢ — — Bujwoo-pue-dn ¢ — popurur-uodo een zien, Tapenxg, ‘sramsue nok a1edwioo puv urpSe uaysry {(7) saouatsadxo 40 ‘(7a) s99ejd ‘(g) ajdoad aquasap 03 pasn seansefpe BuMorjos au Dy 450 ZeaneBeu so aantsod worssasdut[1ex9A0 s,uossad yova sem ‘saysiunod soqjo ut BupyoM jo souatedxe sawp inoge Bupyres aydoad aastp O9 UeIstT 410 9 “g wo suoreDo]}09 949 an 0} Kay, Aundutod / aanyino amos ur 420% 0} ‘auto oym sajuedwioo / saunyjno soo woxy ajdoad aai8 nok plnom aatape wey & — suoprenys reqyurejun yam Arysssoons feo — Sunpauios purysiopun nox djay 7 uoneuoyur jyasn ype NOK epiacud — anjaoau nof andut jo Burpueisiapun ured pur yn jeap — wore ureni09 # ut Aqeqe mok dopeasp — qwauo8pnf e ayeu — saSequeapesip pur sofeiumape arp sapisuoo — qpoyp jeooidioas & aay uo 8ujo8 st eym puersiapun — sistpo um odes Bupwaio ur posoons — Appinb 001 suns / ajdoad aBpnt,uop ape dos — paysns 8uiaay prone “suopruyep asaqy 0} ¢ wo4y suonBooTOD at OE 1y8}suy ue nok ——— gy pur uado ue 9 ‘suo put soid ayy ———— 1] auin anok s si4s.nok ——— 9 womens @ ’ kom oq ——— 6 vwonewuoyur e sumouyun ——— g vuado sata anos z uuowurdo ue ——— sdiysuoneja1 ——— “2 UL4X9) auf WiO4y suOHEaOTIOD UNOU + qraA ULIOy Oy saseryd as9Kp aYOIMUIODBusiness communication skills Context Meetings | Reporting back on research Peter works for Johanna, who uns one of the offices for an international operation: finding locations for clients. One client, a chain of hotels, hhas asked them to find a new site for a hotel in Poland. Peter ‘has just returned from a fact- finding mission to Poland. On his return he meets Johanna over coffee to report back on his trip. 1. What type of information do you think Johanna will be expecting from Peter? 2 02 Listen to Extract 1 from the meeting between Johanna and Peter, and complete Johanna’s notes. For each piece of information, note down whether it comes from 1. personal observation 2 athird party or another source. premium Premises Probable location = Goenwral details = upand oming place Peter's feedba First site = city centre + the area ie be pment ~ point Conclusions / action points «Several inter 9 sles worth corsideriny oude Krakow * Retion = : 3 02> Listen again. 1 Note down the phrases used to indicate where each piece of information in Johanna's notes in 2 comes from. 2 Why do you think Johanna and Peter present their information in this way? Example: Probable location: Krakow (information from third party ~the clint) ‘The cient has told us thatthe ste is likely to be around the Krakow area Wohanna may want to emphasize that this is nother decision )auegasesud & yooarion sanowsenst « “sven 249 Blan ffouuyop soud oy) 3] aBjuanpe afew au ‘eBequenpe ue Sunes -(hej0) 0} Uoseas sou seq. ‘sepoeysqo Burssiwsiq. =e 5 53) “eu 30u 5 Bes ou uy uaiy **® jo 90W 53) “asso tae ane pynoo y 48} 09 of ‘ongeou Bug plone oy Bua, “Buon 08 jue 3), “= juaplibo9 A 39188 |,n0K ans us) “peu fye}o} Us) yeu fs 0308 2 ‘nisensiod 3ui9g Aes ey $e 3 05 08 3,up|NOM “Buyyyiue esiuoid 9,09 | “es 0} 3}. UP|N0" | @ Ss BS o = = S ° dt = e 5 *peDUNUOD %OOT I0L 38 Us aqNop Busser "alg z29p spo eA uly posoiped | *° 04 Suypiosoy ein sues 4 ‘Ayuaieddy aunos seijowe wou Sunoco ‘29 plnoo | yey wo + yeu, void 2p 28 | ‘uoweasasgo jeuossad e Buysodoy suolssaidxa Aay em « yooqHIOM sanDer=IUT & @ {zounzed anos 03 2ar8 03 papuawuy nos uoyssasdun, ‘2q) 2n18 nok pic “6 ut sated ano wouy 108 nod uorssazduy am ssnIs1q OF ‘suonsaB8ns autos 10} eT a8ed uo zo ty 07 wang ‘KjsaneusayTy oUed OK oy s1yp Suntodas asAoeId tuo useq pnos asinos ® peouge dine + vypivasasjo anaid@ Arpeqquam erp Buppawos « Bujo8 sem rvoford e noy + IRS aUOaUIOS TRY + Sunzau eo ynsot ain + Surmortoy ayn 30 9u0 {wo auoauios 0} x9eq yoda: 0} peY MOA way awh you “oULIE BN ALOM G 201 avd uo | apy aanoesg 02 oF o1aN9 au0u sos (ono8ou Buraq prone oy Ax — y ruapmag ‘ontsensiod aq ~ q auopmis) ‘aupeap 1y8h v you! 01 ‘sBuruiow AepIMIVg SuNLOM ssaBEns g APMIS y {huaunjuswoo prone ~ q 1uapnis ‘anjsensiad aq - y 1wapms) veafoid wisi-Buoj ® ul paajonut awiodaq oF g WEpMIS ax11 PINON y APRS E (s9j2e3sqo Aue ssqtusip ~ gquapmis qnop eeaidxo ~ y ywapnis) somaduioo ijeuss ¥ ino Ang 0} esodoud e Burssnosip ase no, (aqnop ssaudixa ~ q wuapms ‘afeueape ue ayers — y quapms) Uw} 10M ifloq No« aoyjo URI Wado aIp ABuLIEAL O} INEM Y WAPNIS sye9oeg uy sidwosd amp Bujsn ‘suopesisauos Surmorjoy ayy onvyy aUyIEd w YUM OMB 9 M1 9-F 0} way} yore pue ‘sate pue euueyor wosmIaq Sunsout axp wo4y soouspUES jo Sued 94) 01 UDISIT 40} Woseat aly 504M. yom 38 ‘}queyoduu! S424 Bussei8ip days 3249 Be) ala Jo a1ENe NOK eye puewap 4o doy uo dae op yan} Aye. 4) Buypuy 2190 | quod au, Buyfes Wy) 72 puEIsvapUN 3,ueD Nk uo Suyguies eu jujod ou Sau ‘Sempaoo.d Buuroxdus Avenues uasaq aney | 'siz=K 1p J8n0 yeIp 70 HIOd oy =H | Jo sham 99s uno pu sBuua Jo doy uo 398 —— § Suruuejg vononposd ws uo $208 yeep Bunyad z aoqgo asodeurg a u9UD AIO ut eu sordo aup oy soseayd oxp yoweus won, e1-1 sesvayd ae|dwoo pue ureBe waist 490 SaMianoe / swwoueAaIype » — a1oyp Bulaquoy uoswaL « are houy oun « 3jo suonesdse ‘apio jeo(Bo v ut way ing ‘so1do} asatp Inoqe woREULZOFUT apnjou sIOxEads OY, E 2éqpeq 20 119% op Kaun pip 1eUM {em xeHTUNTS wv uF sJasIMO paruasasd aby nod PInoy, “saaqaswarp SuoNponM syuedion ed 9as4y 07 waySTT “oBEIIYD, ‘uy sanyo Sif ye worssas Suruex; v Surpjoy st Auedwoo feuoeUNINM y 490 Z anif nok yun nod op uojssarduy ey & (apinoud nok op sjasinok inoge uoREULLO;UL YORU MOH U199) nof op MOH 2usHaUS Uy / @BenBue ‘umo snof ui dnou# ¥ o1 sf9sunoK aanporiu 0} aABy NOK op suoKERNS YAK UI {E-[ suonsonb ssnosiq soured » EM OMA J dnou6 2 0} yjasunoA Bujonponu| | Guryeads AyesnzeIgAdventurous Appetites ‘Adventurous Appetites is an innovative start-up based in Spain which provides corporate event management services for visitors to Madrid, Since Its creation in 2004, Adventurous Appetites hes established partnershi with several web-based travel agencies in the US and European Union, Profits have been good and client feedback indicates how personalized and friendly the service is, The question is, where ago from here? James Fraser, the Managing Director, is considering ‘expanding the company and has asked location scouts to investigate three possibilities. Do Madrid the Spanish way from 8.00 p.m. till late Want to get off the tourist track and experience the authentic ‘Madrilefio’ ambience? Join us on agastronémico' tour and let us ide you round some ofthe delights tha eal Madrid has to offer, Ifyou are the type of person whol get anay from the main tourist areas and areal ee forthe cities you vst, come thus andlet us show you why we love ‘Madrid. We avoid the full of tourists, where the Teed and drinks much you want to pay ~ expensive and frankly average. We ike the guide you and help you Iocal ambience with ted Inn authentic and memorable way ‘Adventurous Appatites offers a service for those people who, ater visiting the tourist sites (or workingl) during the day, © want to soak up the atmosphere and culture ofthe real Madeid inthe evening We do not offer one of those ‘allinclusive packages’, but a personalized service, You ustling main square, choose what you want to are here to rience Madrid drink and Madrileno' culture Hi David It's great to hear you are availabe to vist Beijing for us next month. As you know, we have been talking for some time about the possiblity of expanding Adventurous Appetite toa location outside Spain, and my preferences are for South East Asia, the UK, or Canada. As with Medi, this needs to be a major city with en established culinary ‘on. Beijing is one option, but we've also shortsted Edinburgh and Vancouver, and rm sending two other location scouts to each ofthese destinations. Basically, Td ke you to submit a short report on your iil research in Bejing, but I call you over the next week or so to brief you in more detal onthe kind of information Ti looking for, Best wishes James Fraser144 Unit 1 | Connections Cree Ener) ae neers poet ent en pe eek Brent ier te, Sea Peete) eee tn Peer met Sreeerireth Mal, Yadxy ayy 2x9U Op 0} pasu NOK wey ~sIUIOd UoNDe « uojsuedxa 40j uonwoo] su4j ax 2G pIMoYS axatjaq NOK YOREDO] YoIyM « uo 9p1oop “dnoul v sy Foug sty us pouonuaw saurnr sui9y soMIO Lue « won woo} au jo suoo / soid ayy « ‘anid ay jo suojssaidusy 0K 0} 19yo1 NOK yey} Bans SupfeUt “eBuIpuTy INOk ynoge sx24}0 2) ie1 warp ‘Ayareuidoidde soajesinok aanpoxnuy ‘Sunvou peuoyU we ye 9u Say 949 403 sour pur synoDs somo OYA Yaw NOK ‘din Burpuy-s90y nok sOYyy anvions , WaYNYS ig vant WNIHO CNVILOOS # wissn ‘uo}}B20] 9x} Jo SassouyEIN pu sipua1ys au ssnosip pure Ayo amok ynoge aq1j1904 943 peas sdnos# Bupy0M nok uy “gE aBed uo py a[LF 0} win} — soAMOsUYA Bupysta axv nok ‘5 dnos ‘961 aed wo yo afta 01 wand — yBinquipa Suntsia aze nos “q dnorp ‘zp ofed ‘uo 82 a[la 0} uany~ Burfieg Sunista ase nod “y dnoay ‘sdnosd easy us 20M, 110} yno 3700] 0} syuHod ay axp Jo Bou w ayEWN ‘soNSANSUY BuIA ‘aBessou jpewso2yoa v nok Yo] sey souIEL ‘suoRLDo] pasodosd amp Jo UO HSA 03 anoge ax nog “saynaddy snomjueapy 403 s3n09s UoREDO] aM ase NO, Epasodoud suore90] aaztp ay uo siysnomp fentU nos axe ey, Espuedxo ay way ssoxppe oy spoou sour auNI) nos op sans} 384M, now kum / Sum isaynaddy snounquaapy Jo sa9yA198 aig Buysn sapysuo> Aueduios ano / Nos pInoM, esomnaddy snomueapy Jo supSuanys oxp ase 724APes cen eT Coe peers See Working with words | Comparing career paths and choices eae ours tate AAN 1 Ona global recruitment website, Professor Ben Fletcher of the University of past Hertfordshire, UK, compares careers to the children’s game of ‘Snakes and eam Ladders’ Brainstorm what you think the snakes and the ladders might be erty 2 Which of the lists below do you think are the typical ‘snakes’, and which are the Seemann teria typical ‘ladders’? Why? ES a | Starting point * Being determined to succeed Standing up for chat you believe in, Keeping in with ey people. Taking the nitive coming up with your 1 Whatisthebestcareer 2 Sires Ente eee sacislon jeugvermans 4 Tang more risks than others + Taking account ofthe ethical and moral PP ‘© Appearing active and fast moving dimension in business decisions, 2 Looking back at your ‘© Staying ahead of the game. «Takings minority position you believe tt feeettaasce thats Managing others in pursuit of isright Beenie you srould your ese, + Sticking up for your tam blindly taking Tevage or doditterenty? + Holdingontosucceses and blaming the blame formistakes they make Why? 7 Why not? fallaes on others. + Doing a good job quietly, without taking + Standing ct fram thecrowd—geting the rect a r : noticed by the"right peep + Looking out for problems others have not seen in a decision, and highlighting them, ‘© Getting on vith your lif outside work. Locking out for your colleagues / team. 3 Read the rest ofthe text and see if you chose the correct lst in 2. Do you find any of the eal snakes and ladders surprising? Why / Why not? Making the right move Tomany aspiring corporate climbers the firs ist appears tobe the ladcers ta sucess ar the second st, the snakes of falure. Of curse, this trategy doesnt standup to sratny in a good company with good management, and in the endit these companies that you wl want tobe in 1fyou really want to move onto the next ung ofthe corporate ladder youu need to play by diferent rules, Yes, ou guesed it those things that : Tooke te adders ar elite snakes, Ofcourse, some people do ge up the socalled snakes, utthey are not what Icallthe True Super Achievers andthe struggle to cling onto what they achieve ‘AF\) Unit 2 | Careers Axessoro & Joosi0y aanoeraiet « D wea nok se 9 pur 1p uroyy Azeingeooa jo sway mau ayy jo AueUI se asr) Lea AYN astaDeAd OV SUITH Bx, ‘qe 24 20} aurfIno ue yp dn ‘wioo puv ‘siutod aueriodus x16 uo aproag ‘Inoge 9161 01 Bujo# ase nok yeYA sends ainyno ayesodioo « sowayos Buyowaur « suomuivar » —swaadsoud uonowoud siustwidde « sieapeqqes + Burmopeys qof « ——_sapunjroddo Buyuren + soadse Suymofjoy 943 30 autos 1apisu0) ‘Auedwoo snoé ye senyunyioddo juawdojenap sa0reo jnoge saaKo|dua mau 10} ¥[e) WOUS ¥ aAiB 0} axedaag “OME vy HOM, OT ‘por aed uo g aly aanaerg 01 o8 ‘sosiauax9 azour 10d — spew pey nok ssaiBoud Kur jo sioayo ayy joour> — moje suone nui, watina uewa saquiry dojanap 119M gol anof op ued nos axays auIod ® 0 dojanap — aay ausod v 01308 — a8paymouy / aouauada anos aswaiouy — wopenys nok anosdusy — sanmqisuodsax pue Azejes soy e 10j sqof @BueyD — jensnun so yeursu0 Bunpawos op & Usareo wo ano woxy sa[durexs jnoqe a[e) 0} saseryd asayy jo Aue asn Nod UED “mojaq Y-® SuORIUYap auf 0} g UI PauLdO} NOK saseayd ayy YOTEIA YoULIEM w YAM OM G sqed yeuonuaauos ss9]y — jjasinok nd g gofanos jo adoos ayy B — dase ome 2 ‘Aiqeiwozy0y 3 — puotaqo8 9 ajormok 9 — wopeoig § uontsod soiioq eu p — worst » araym aBeise > — om moss ¢ spreayoeq 4 — snow z suozuoy inok @ — ojos 1 a v si2msue anok yoyo pure ures MarAsoqUt uy 03 UOAStT WOU, *matAsoyUT yy wouy saserud poxt uii0y oF @ ut soseayd 9x1 03 Y UI SqIOA AIH WOE 480 — axvat 01 01s mow 01 s28euELH 10} aaHonposdioqunoD S11 SHUN ous — ‘jenpiarpur un jo Anmigisuodsa aun st ssaufoud seaxeo we sanatag wesns Z — wo so08 marsoru ata se sara sss fq paoutatoD a1oUs SauI00—q FOMATALOIUT a, 1 Ua) 9876520 (1) any syuowayers SuumorioN OM Oxy ~sOEIUM Wess YoRoD J9AIw HAIN MeLAroTUT au) 03 UIST 480 L. Mundued nok m pass ayn wo4f yo pues 0 mood $) :apdumxy “suonsenb mof sexo yore xse 07 sun, oxey, ated rou Wor ‘suoM 10 siseze9 inoge suosenb eam pue ‘p UI SqraA PoMMINUL a1 JO XIS BS00G) g ‘NOK doy 0} ¢ pu z Ut s3xo} a4} UI X10 ‘yy Suysn ‘p ur squ9a puompynUr otf 10} suORTUYE Jo yUIY, ToMIEd v INIMALOM G ‘woyy no pa uy ‘edn yuuauo yopesye (2x) 10) dn ordn sojino (gx) 010 a pues ——— eno = —— oo Pe. dssq ———— suo ——— up.“ ——— puss 8 = ——— Ans ens | ——— puns ¥ suomsue ano& yoaqp pur ureBe six9t atp peas WatLL “¢ pu Z UT SIXET tT WON; sqzeA romper wo} 01 'q ut suonneuiquio> wonsodesd ou} 01 ¥ UI SqlOA AMA UOTEBusiness communication skills Context Meetings | Managing the discussion | Sharing ideas ‘The partners at Coben Walsh, a small, but expanding ‘accountancy company, are considering making changes to their reeruitment policy, Inthe past they have always recruited graduates, but they are finding it increasingly difficult to attract suftable candidates. Heidi Dawson, the HR Manager, and her new Deputy, Arun Chauhan, have been investigating the option ‘of offering jobs to school- leavers. They have now called ‘a meeting with the partners, Andy Coben and Rachel Walsh, 1. Can you predict what kind of issues may be discussed during this meeting? 2 09> Listen to Extract 1 from the meeting while referring to the agenda. Heidi is chairing the meeting and the handwritten notes are prompts to herself. Note down 1 the points on the agenda that are covered 2 the points where any digressions or interruptions occur 3 the phrases Heidi uses to express each of her handwritten prompts. stort meeting and establish meeting objec Agenda: Recruitment policy meeting ‘Attendees: Heici Dawson (chair, Arun Chauhan, Andy Coben, Rachel Walsh 1 Outline of current recruitment issues + recruitment difficulties jo present his findings + staff retention g run to talk about this 2 Propossl to recruit school-leavers 3. Discussion 3 10D Listen to Extract 2from the meeting and answer questions 1-3. 1 What are the proposed conditions for school-leaver positions? 2. Why does Heidi think school leavers would want to work forthe company? 3. Why does Rachel think it would be beter to focus on improving graduate intake? 4 Match phrases a-d to categories 1-4, 1 Putting forward ideas: Expressing reservations / disagreeing: Interrupting Dealing with interruptions / digression; You're absolutely right, but You probably won't like this idea, but Can I suggest we come back to this point a bit later on? Could I just say something here? 5 09, 10> Listen to Extracts 1 and 2 again and make a note of other phrases you hea: ! for the categories in 4 16| ado 9 sepmye waajyp any sain WBISHIP EUG WKH NOK 20U Ky Aus 20 0p ok 3eia seep|2z2qu0 Aveda nakog, « uonsanb ainyyn> squnqoress « oompion sanceont e¢ ng "Bis Ajanjesqe 24,0, > hyenize esneeq “yen Aes pincus nok Bunsasanu $1, oneAsasa! 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With its HO in Berlin, Germany, the company employs over 75,000 people worldwide. in 2002 the company implemented a c system in order to help staff plan their long-term careers with the company. + The organization was growing reply. It trad plars to launch 22 new drugsonto the market in the next five years, and further # 15 inthe following two years. Its share ofthe primary care sector ~ Le. drugsprescribed by family doctors ~had grownby ‘one year. ‘Axtrin found itself having to look outside the ‘company to recrutt new sales and marketing teams, rather than being able tofind the necessary talent intemally For the longer term, twas essential that people inthe organization were aware ofthe emerging career possiblities at Axtrin As an innovation focused company, Axtin's suecess depends onthe creativity, performance, and achievements ofits staff levels. They have to anticipate and tpmg ¥ Axtrin: The case for establishing a career review process respond quickly ta fast moving commercial ‘The company already had performance review procedures in place, helping Individials to develop in thelr rale. A longer term view, enabling staff to plan their carers ‘and tobe aware ofthe real possblties inthe ‘company, was also needed, Without a formal career review process In pace, there was a danger that talented people, painstakingly and expensively recruited, would leave. The coss to individuals and tothe company were potentially enormous, and avoidable. Axtrin became a client of tpg, the performance management consultancy, With expertise In HRrelated services and software At tomg we fully understand the high-value areas of HR systems in terms of building and enhancing the capability of people, and we can help you to find ways of managing the performance and development of your people. ‘We provide leading companies with an innovative blend of HR-related services and software, We are the market leader in customer-focused web too's designed specicaly ta support top performance, and we focus on quality conversations between art-individl and their colleagues, an individual and their line manager, or individuals collectively anc their organization The software we have developed enables us to work with you on + ‘collecting 360-degree feedback via electronic questionnaires from menagers, peers, and even extemal contacts and customers conducting employee surveys using an emall-suppor powerful, and cost-effective results + developing effective career review and performance management processes, Web tool for flexible, fast, Our customers are In many sectors, such as financial and professional services, media, publishing, retaling, pharmaceuticals, transport, universities, and government. We are particularly proud ofthe fact that our relationships with these leading organizations are usually long-term. Listen to a manager from Training and Development at Axtrin explaining how they set up the career review process with tpmg's help.Eee motey 2| Careers een eres td eerie or Poems c Pe rect Pertenece erty ro erent th era ore nto ete eerily nS be Ele Uojssnosip Jo uorsnjau09 « suanisodoud Busch « Uy S804 any uj 8q 01 1UEM am avEUM Auedusoo ou us uonenys Wu epuabe BuneoW poypvas 10 suo|sioap owos eins axeyy Bunaous ayy areyp [tla dnoxp wos uosted ou ‘mojaq epuade ax mol[od 1212803 720m nnof way auop aq pinoa ym 103 svapt puBALIO} Ind on BuyaaWL [eraUI We PlOH {uUSyTD amp 0} sanTIgIssod wos 403 ppr aBed wo ge aTLA OF uM, "y dnosD HEN Suppiom 12036 0} inoge axe nod pur ‘Swucy 105 syueynsuod axe nok ‘g dno ‘nox 105 op 03 Study 24 pInom nox yey aproap puw Auvduos smos uy armonays 19azv> qUALIND aX ynoge sjrevop 103 pI aed uo Tz opty 09 wany,“s1souoM YH axv NOK “y dno, ‘seapr feptuy ‘Ssnostp pu uoppwsosuy amp peas pnoys dnos® yoeg ‘sdnor# omy HI 20M, Aeduoo aya 4 Keys 0} us[e3 Mau BuySeno2U9 Jo som, uy oy Suey pn 0m 0 pappep mou ancy Aoup aseD UN [rySEAIONS 943 J0 preay Sunny aanzanns s0aze9 utiojw dn Burp Jo ssenqud ay si queuniedap 1UH ot pue Apuaoasyeys mau 30.0] 8 uo uan[ea se uoIsuedxe pidea BuioZapuN si yoiyen Auediuoa yeanneoeuueud pezisunypaw‘Sunod es] weydeyi2 essoooad omp dn Supzos yim podyoy Suidy wosy induy ayy ur NOK op MOH augers su / uy padjay ssacoad mayaad saaie9 v Jo uaMIys|IqeIs9 atp AUT NOA Op sem YEU UY coved uy Apwosqe sem yeu ssa001d maraas aoueutos10d ys woay soystp uiarxy Je ssas0ud maraad s9aavo & Jo JUSUIYSTIGEISe BUN PIP MOH,sda ae ae Ye Oe ‘| Change Cee er eer! ees oa Working with words | Discussing working practices ESERRGEEMENS TREE © 1. Read this text. Which description is closest to your organization? eis ‘s ‘Quite afew organizations invest n new offices and information systems in order to improve efficiency, but they do comparatively itl to transform a corporate culture tat i often rooted In ® previous era. Others seek to implement innovations in their working practices and procedures ~ suchas flexible hours, teleworking, policies fr worklife balance ~ without putting place the necessary infrastructure of facilities and technelogy. Some companies manage to combine poor Infrastructure with an aversion to any kindof cultural change. But of curse there ae a ew that ge Starting point it right, combining both innovative working practices andthe means to make them work 1. What do you like or dislike aboutyourplace of work? Think about space, layout, lighting, equipment, noise, Corry Se enone How good is your organization at changing with the times? Decide to what exter you agree writh the statements below in relation to your company. eaticated! 4. The company buildings create a dynamic working atmosphere, t2aae 2 Staff are judged by the nours they work, not what they achieve 12346 2. What does ‘flexible 3. Staff need te have excollent IT ski. 12348 ‘working’ mean to you? 4 In order to be able to work here you need to access paper fies. 12345 3 Willthe way you workin 85 Saf can work wherever and whenever is most effective for the job inhand, 12 3 4 § the future be different? If Mootings have @ sense of purpose, and result in decisions. 12348 ES isr oie 7. The demands of working at the company put pressure on people'shome Ines. 123 4 § (ms 852221255 !20h 00 across al our sitos enables us to perform competively 12 3 4 | 9 Wost STAT arent gen the option to work flexible hours 2348 10 Stat! are consulted before any new procedures are putin place. 12348 Strongly 12.34 & Suongly sage 3 Look at the texts in 1 and 2 again. Find words in bold that are similar in meanin; to the words in italics in sentences 1-10. 1 Weneed to come up with ways of being more efficient in our work, ‘We're entering quite a difficult period, and there are plenty of challenges ahead. At the interview you have to prove you have the abity to do the job wel. We like to give all staff the opportunity to come back to us with any comments. ‘We have changed the job description quite significantly It's important to carry out thorough research before redesigning jobs. It’s quite a lengthy process from agreeing the changes to implementing them, | don't really understand the meaning ofthe last paragraph. He's in his sixties, but he's stil an energetic man with lots of new ideas Call IT and ask them to install ll the software you need,“a Arest0i9) « spORHOM sARBEITET vee spuebas e068 ‘va4uuny SQ SSM25Ip 03 By PO J! 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As the management team is cross-functional, specialist terminology and jargon may not be understood by everyone, aE 1. Work with a partner. Discuss the following questions. + How often do you give presentations and what kind of audiences do you present to? + How do you fee! about giving presentations? + How often do yu listen to presentations and who gives these presentations? + What ifficuties do you have when listening toa presentation in English? 2_15-18b Listen to four extracts from a formal presentation. Fillin the notes on the slides below. 4 3 Introduction: eee Flexible working — by 2050 most See eee! enn er ont ets Beetles a SS eee keno pestis re ere Pee ies oi i ert ed aan Notes Notes By ry Cone SE ea ea ail i eon eterna Re i nen eo Se ane Be eer ee eg ees Seu ett) erin cor ! 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Look at extracts 1-10 from the presentation. For each one, answer questions ‘a. What structure is used? How certains the speakerin each sentence? ‘Could the structure used be replaced by any other future structure? How would an alternative structure change the meaning of the sentence? - aoe ‘The flexible working revolution means that management will become more about resourcing and measuring results. 2. It’sestimated that by 2050 most people will have been working flexibly for more than a decade. 3 It’s anticipated that as many as twelve million people in the UK will be working from hhome by 2020, 4 The 2ist century is going to be about a new generation of ‘career nomads. 5 The trend towards home working could have other positive social side effects, 6 We anticipate that this trend will only increase, 7 Home-based businesses are likely to revive local communities. 8 By the mid-21st century a major cultural change will have taken place, 8 People are expected to be working more flexibly in the future, 10 Solving this dilemma must surely become a key priority. ) For more information, to Language reference Unit 3 on page 127 2_ 19 Members ofthe Federation of European Employers were asked: ‘Do you think there will be a major change n the way we work in the future? Listen and note down phrases they use to make predictions li 3 Put the phrases you noted in 2 into these categories, 1 certain 2 probable 3 possible _ 4 unlikely 4 19> Listen again. Make a note of four phrases the speakers use to refer to a point or period in future time. YD For more exercises, go to Practice file 3 on page 107. 5 Work with a partner. Give your predictions for possible changes in your company / department. Think about the aspects below. * the business * your working day budgets + relationships with colleagues / boss the competition + your role / prospects + technologies + your colleagues' roles / prospectsUnit 3 | Change sso pue sosioiora.¢¢ HoomuoN sAnDwIaIUT &D) arsem jeonsesd / Suppueysiopun /onaueduuds MoH “ssEIO yp YE Wa[qosd nod 0} UORDEAL 5 19U}Zed MOA ssNasIC_g SseUIsLIyD 8 30M 01 nEy shemfe Aax asnEDEq parean AjHEFUM [29] OU eas SsoyptiyD auv 22249 ‘YaaMoH ‘UaIPYYD [[eMIE YA asO4N 0% OF PINOYs ALOU (995 ‘no pue yo oun s1uem auoKsag ‘poued seuNsiayD ayy JoAO Buyers Ueyd O1 aney NO, Buyuueyd AepHOH :z wayGOLg 2uokseno 204 aun ajqerins @ ye Bupaow e [29 01 INDIBTP Az9A 831314 "Dafoe ayeutpro0a 0} pau No, ‘PHM axa puns [Te sSaIyJo YUM AUBdWIOD w 10} 10M NOR Soouasaytp OUI, :| WeIGOLa ‘Ajareudordde puodsas 0} pue ‘wajqord amp wreydxe 0} sua) axe, *mojaq suraqqoud ‘349 Jo ouo sn ‘AjoaHBUsaHY “20M Ie aAvy ApUDLMD Nos Wro[goud v MOgE TUL, | pe] and uo saseayd jas 01 of uorstaas pur uoqsuarxa 10g .Asjou 001 Bupr98 s} auyut ~ saoiyjo aBuEYD on paat |, F ‘asus aous jus90p isnt uodau ML, Surpurquoa Aran sem uoneiuasaud Au 4uIN LUOP 1, ‘40.1109 ayn YAM paHsow am souls AjjeoneuIEIp pasvaioul sey PeOpHIOM Ay, ‘Surpueysiopun Moys 0) 19p10 ‘uy puodsex pinom no& soy ssnosiql"p-I SeouaIUs ye Yoo] VUTEd B YIM AON Ee — suounjos onze Busy. 9 Meu —— :uojgoid ova puessiapun 0 ajge ave nok ym Buuureidxa pe wiajgosd ayy pueisiapun nok wey Buoys fien 2 esaseayd roxjo Aue ppe nos wep “2-v saqso8aqw 0} ¢ UI sasBaud amp HOWE jesonas ei + ei 08 ps ————— 94 oF ‘Brow ‘uteBe asanbas oq) —————— g “2820 34) I “OUSSOIBRE ‘uedwioo ase] Aus» ————] g 00) 34 Sa 05 3 pon o} : un Ue WEI NOR JM BUND — i me! 104 jo 101 830} 19 4) a ¥00, 984 Hem ,UOP | WS satel a iat yews ue Buspuas ———y, » 4 Yse) eepnd y BupUy WL! é WON € “sug aamb sat je>upay may eayrb arom aia € ‘nowy 1 Te? ‘01-1 soseiye ayajdunoo pure ured waist 40z % -o-e SuKuoUs Ym apuodsar ST seseayd ui aynb aoeidey —=—ssouaisy| amp op mon {surajqosd axp axe yeyM “suoRESs9AUOD 1n0} 02 UAISIT 40Z J aqinb | pom Kay 5u|pueisiapun Bulmoys | Bupyeads AyeonoeldParelect Parelect isa multinational sroup operating in the energy, Phil Marsden, Facility Management Director at Isustain, has written to Carlos manufacturing, and healthcare Medici at Parelect HQ about plans for changes to the working environment at sectors, which specializes Isustain, He has also sent Carlos plans of the current building layout for reference. in electrons and electrical Carlos has now sent a reply encineerng The company has = around 400,000 empioyees are Fe * % fees terms camps ote Paste Tinton spor (scion wc s tahaio stem EMaeene eee a Hi Phil ‘Thank you for your email, AS you know, we have been looking at redefining work space standards across our industry, and it's good that you are now thinking about how this could be achieved at sustain. Please find attached for reference a summary of a report from RM-Circut, where they initiated the Fst project of its kind. Tis 's now the benchmark in the Parelect group for redafining office space. Some key points worth noting about this new workspace concept are + Improved communication between staff and management + Flexible design, e.g. Kentical desks used in the computer-aided design department (CAD), laboratories, and office areas makes it possible to change the compostion of teams and working processes without great expense. Change within a team's working space doesn't have to affect neighbouring work spaces. + Ergonomics and healthy workspaces, e.g. desk height can be adjusted electronically Kind regards Carlos Medlet Facility Management Director Parelect HQ‘ureysns] 105 594 30m prnom resodoud Yor aprD9p ‘Sse esy ‘agpyo ayy Jo 3891 atp 0} SuoRBIUaSE:d INO 3AID, ‘Aueduroo ayy 3845818 2% oy wang aq pinoo yeip uopeiuasaad v exedaud ‘sdnox3 amok wy ‘sonssy Suyuurejd aovds aoujo s,Auedwioo oy3 105 asodord pjnom nok suon nos yeu Ssnastcr “ufessns] 40} syUEyNSUOD aouds aotyo ax NOX ‘sdnosB UL OM, iaoeds 2oyyo Buyusisap pus seeAojdure Buryeooja1 uayan passarppe aq 0} paau yur NOK op sansst oy ey cAnsnpuy ay wr yeuTyPUIG se pasn st unaut9-Wwy we ydaouoo Suruueyd oeds souyo ayy UI NA op AM gareysns] jo mnoxe] ayy yA 9s NOK WED suUa|Goad eK rooloud aig ut 862s Au29 Ue Ye j)88 0 uoWanonut ain Used sey aBueyo a[eas-abue) YONS JO Ss909Ns ay) 0} Jo}De) AvoInquIUoR yo wojsea) aniisod ay) ua ‘rysseaons Used seu Joofoud ol nsey ‘ssasn jojd eso\n wins UoRIENMsUOD Ul apeUL 10M S3BUeYO pUE ‘syjuow a1jam) jSoWye JO} Seve aSeU) Ul parI0M OSIE 14818 AU) ewOS “eu Jo Suojever si yim ino paddew sem uolNByucD aoeds “auUaD waLUdo}ENaD ‘84} Olu parow Auedwod 24) 220)9q Je8A w ino paLeD seM Jo9faid 11d y suojesierico jequap|ju9® 10) meypigin 01 ajge Buleg se ia” Se “eunjonuis Ld Luado 24) ul Swe} 01) YAM HS PyNoo WaWeBeUEW ou, “sOuNodW Jo) scoads Se jam se ‘pasinba: sem uoyentueducd Ja12a40 Uaum papinoud eq pnoo seexe BuDHOM ppue ‘esuocka je016 inoym pebueyo aq pinoa Sassacoid BupyoM pue sulest Jo uojisodwoo ey) yey) 08 ‘sdousyuoM uy Peuyap seM 1da0v00 Bay)O SIVA YZ ‘Suojssn9sip og J2%0 ul spoyyeu Bupiom aumyny pue Aep-Iuasaid jo sIsKouy s8000ld, erro dieu eoueysis Benen See es eo) Per taints a Meet Eeore ics ra Seer nicest ts] preteen Neckar Se ee ‘snp a4) Uy eUnQUEQ ese 28 0 ue AFaNPOXS esee:oU c} PoUBAA sem Buping sty ‘Oupyna v0 u peremLaauod Bram SoU My “UoReASLIpE pus yvawdojarop "uoyanpoid oy SOuPING Oz Ui BOWHO esH Ye dh es aim Says leu snoy Buuueyd eoeds eayjo axjoyja Bros LOHEDLIMLALCS BOWL oh ty poloid ynou19-WH We oeford Buuueld aoeds 29440 rect a eens Opec pot Pee eet cet oo Malj Yadxy ayLor Brees Pea Secure ace Peete Seta Beene satel Starting point ‘Living at risks jumping off the cliff and building your ‘wings on the way down.” Ray Bradbury 1920-, novelist *You can't cross a chasm in ‘two small steps. David Lloyd George 1963-1045, British Prime Minister “Expert prediction is rarely better than rolling the dice.’ ‘Tom Peters 1942, ‘management writer 1. Discuss the quotes. Do ‘you agree or disagree? Why? 2. Doyou consider yourself arisk-taker? Why / Why not? Working with words | Talking about different kinds of risk 1. What kinds of risks do businesses face? 2. Read this review of a new risk management software package called ‘Watchma What does the writer say about the following points, Do you agree? + risks in our everyday lives + risks in the telecommunications sector + the link between survival and chang + technology versus human skills A bold new solution for Risk Management The worlds often a dangerous place todo ‘business in, For an organization to survive itmust become adept at identifying and ‘managing possible risks. n our personel ives we do this every day, often without thinking about it, Before we cross the road, we lok around to make sure thee isnt vehicle heading towards us, And every parent weighs up all potential dangers before allowing their child torun the risk of riding a bike outside, Businesses have to ‘make predicting, recognizing, nd minimizing risk as natural and habitual as this, ‘Some risks affect all businesses, such as the unpredictability of economics eg. inflation polities (eg. new legislation, and business realities (eg, late payments). However, there are also risks speciicto each sector. Inthe volatile telecommunications sector, a mobile phone company has to anticipate shifting customer taste ina market that is moving so fast it's hard tolook one year into the future, let alone te, e's been said that the species most likely to survives the ane most responsive to change. The problem in risk assessment is that progression and change in today's world is no longer linear and predictable. The only successful business will be one that accepts uncertainty and s flexible enough to respond to ‘change ast comes, That's where Watchman can help. This impressive software accepts a variety of inputs and then produces a stunning three ‘dimensional graphic display that allows you to view various risk factors ata glance, all ageln {an nteractive timeline. ntutive controls allo ‘you to filter the output to compare probabil determine the relative importance ofeach risk actor, and evaluate potential impact. ‘And, ofcourse, you can alter the variables to gauge how diferent conditions make an {impact ~ in the hope that this knowledge wil help you to avoid exposing your organization tounnecessary risks. Soit’s great as far ast goes, but theresa problem, ifthe input you provide is incomple this wil affect the quality ofthe risk analysis ‘Watchman can't do the thinking for you and it cart determine whether a threat is direct! relevant to your company, I's sound progr but it's no replacement forthe skilled, nuit ‘work done by an experienced risk manager.Unit 4 | Risk Aressorp « jooqiom sanoztanay € @) ‘sishyeur saa mo4 wo sanBeajo> snok 01 39"eq HONS TT tonnadiuco ay fo poayo daay 01 soap) ranpoud au yi pjog 29 0) &a pynoys 2M 2ubys yayupu Buso) fo ys 241 uns ay pnw. 244 "911d 19m} 0 10 1anpoud aps youn) 1y2hu hay, 28013 uy 5} suoyyaduoo uno fo sup (owowcog) :2yduunxy ‘syst asauy 01 asuodsau ut siwiod uuonoe ajqissod Aue pu roafoud / Kueduio9 sof soy sys parerDossE ay INOGE MUNA Z HOM aya 40 noo smek ‘03098 snof ul saBueyD a1qssod uuOISUIEIG T siskjeue sad ayy uy Az08a7e9 yee 104 “Auedwiod mno4 snoge AU, (suoneorumunuos Jo sso Supsumy‘saxSojoUYIE, Mow 7a) [eOxoO[oUNDAY, (a8tueyo wonemndod ‘sopmnnye 40 ‘}sey “woTuTdo aFqd Jo asuURYD Fa) TeTYIND y THOS ‘(anojawyaq ,sxoypaduieo Jo youd 's}S00 pus Addins snoqer jo aftueyp *¥9) Nou (wopidn.209 Jo aed :uorers8oq o oBueyD uOUTUIaNOH Jo OBEY B') (UNL ‘ypofoad v 0 'ssautsng v ‘uonEZrteSLI0 te IaH spur yeup sxoyaey [eULIA}xA Kay NO} BuyssyeUR Jo Em S| SISAIEUE LS “sisAyoue 1saa © oge uoREMLOsUY siHy Peay ONZE YIM OM OT (301 aed uo p ayy aapoesg 01 08 ‘sasjo1ax9 asow sos gumo mos 0} apmynye sau) st Te[TUNS MOH “4SU SprEMo? apnynye som aquosaq “saspefou v ‘uosiad snourgy v ‘ssoq / anBeajoo snotAaid 40 quaLno v ‘pudty v 9 ‘MOU NOx 9uODWOS nogE UY, THU e YIEAHOM G ‘sysu &q paiomun AjeBue| si pue sieBuep snoiago sasous} éyareidwoo zeM0T, ‘SAS| JO Maa jryasea pUaFoyMs B aE) WUSBOP HONEA, ‘s¥s11J0 AIA oNsTIBAL"PaoUETEG ® sey eISEIEEUY, Z SASH maj 40 OU Say SIM, 1 48H spzemo} sopmynye stays 9q139s9p 0} 25n NOK pInoD gut seansafpe ayy Jo yom “sHiodad resterdde eafojdure woxy sy>es3x0 ano} 959%} peoy a) woe)ouuos aanezan vaney yoTym PUL (+) uoReIOUUOD aanisod e aay 9 UF saAnoafpe 9M Jo YOUN snonno>-iaso jwepruduy —pjoq sapzoal Apuoyoof juapnid —asiono-ys.u sot snojinoa—ayg}suas saansalpe asayy sasn zeyvads yorym a10u pure uIeBe WaISTT g (qi2n 1) Suruaddey peq Sunpawos jo se8uep axp sorunoou 4, (qion 1) Suryromos wows paysoroud you sy 9194 uORMYS w UE BurToUIOS ind g (qi9n 1) ana] ayaissod ysaifews oxy oy Bummyewos Zuronpal § (quan 1) woystoap e fupyeu as0jaq Burypauios jo sisadse peq pue poos sepisuo0 5 (sqi2n 2) st 124m mouy pue Sumpouos 295. (sqran 2) aoueriodusy 10 anjea sy aproap pur Buyyawos inoqe Ary=ED AUN {equ04 2) uaddeu ium Burmnowos yey ssonB pouuroyut we ayeUL “6-1 suopuyap 01 z Ut 1x93 auf UI Plog UT saseayd quon pue squOA ay YOIEHTORTI a=MeCOl ANTE O Ta) Corel aCe) NSIT UG Context Frangipani Travel organizes luxury specialist tours and safaris in Kenya, Brazil, India, and Egypt. Their main target clientele is well-off European couples. However, Telephoning | Taking part in a teleconference ‘bold reorientation to focus 1. Work with a partner. What advice would you give to someone participating {na teleconference in English for the first time? Compare your ideas with the suidelines in File 10 on page 138. 2 22> Look at the agenda, then listen to four extracts from the teleconference and note which guidelines from 1 are (or aren't) followed by the participants, Agenda Conference call 23 November 10:00 GMT Moderator: Jean-Luc Boyer 1 Introductions. 2. Proposal 1; redirect Frangipani entirely towards ‘Green-Stay' tours (Joana). 3. Proposal 2: introduce 'Green-Stay’tours alongside traditional Noliday offers (Greta. 4. Decide on conclusions to take to the board. Agree action points, 5 ACB 6 ‘Set cate fr follow-up meeting 3 Put phrases 1-15 from the teleconference into these categories. Inviting / nominating someone to say something: ‘Checking if you have understood something correctly: Stating that you are not persuaded or have doubts about something! Managing the discussion and the behaviour of the participants: —___ Summarizing / ending the discussion: b a 1 I'd be interested in hearing what you think about this 2. I'm not fully convinced as yet. 3 Can I just ask everyone to sum up their views? 4. Maybe we're digressing a little 5 Am right in saying that the general opinion is we can go ahead on this? 6 Could you let Greta finish, please? 7 Maybe we can let Joana answer that. 8 You're saying that i's not worth reconsidering? 9. [dike to draw things to a close, 10 Can I just check ~ we are now talking about the alternative smaller-scale proposal 11 I till have serious reservations. 12. Joana, could you talk us through this? | 13. T'm having some second thoughts about it | 14 We seem to have some sort of consensus. ul 415 If could just bring the conversation back to the agenda, 32suondnuayu 9 Ausra {peas 8 Saino WaIaIP wou axdoad yup nokog. « onde ue Bune aojoq 49p1su0D ROK pynowt suDe} EY ‘y89) nok ayews ‘1480p mou 's yf asBuysoUL Uy paydnuequy uayyo NOK ary uonsenb ainyng Lae auegeseana « oogpiogy sansesamuy « @ sway sou dh uns 0 euokino se sn 1 ue “e801 © 0} SAU MEAP CY 3 “snsuasu0a Jo os aus atey 0 365 9h Sunoow ayy Suipuy “epuage 949 0} Yoeq UoREsi8AuOD 24 Bug snl pine (4 “emyniue ‘sh 2u38 5 ig ans ou wy or quia | 49g "x Bupsaxayuy sy IL @BuSsasBp aya aqkey {ese01d “say A 21 Mok ino "x Auos squedioned 24) / Uorssnasip ay BurBeUE Wy ds in “-swnowypuoses Bu “ats paouino fn} 04 ws sono, snus 2 45 | wounadesp /sanop Bussodrg "ey sue x 7] UeD aM oqeHL ‘WM Moge MUNN OK sey Buuesy wy paysesAU! 29 P roa 92 MOK pyneo "x ‘Bunypouios Kes op ‘uoouos Sunymut 40 SueUIWON 2 yoqe Burge ‘nou ate am— yo—49 38 | UeD E> yey Bus 24704 2 81 vouldo esau un et Bue Ut aL | wy ‘Buypueysiopun 8up}204, suo|ssaidxe Aoy 3 4 t = s rem ¢ YooquoM aanpessusl @ ‘souez9juoD9I9} 24} BAEY PUL ‘10yeI9pOUL wesooyp ‘sdnos8 jpeurs wt 320M “get aed uo 11 afty 01 wand ‘KjoapeUsONTY ‘suo|snjou00 aulos yoeau pur ans ay) ssnostp 03 soua1ajUODaIa ay UI ed aN MON ‘onsst siya snoge eouatayuodefay e 40} upueBe LOYS e aI, Z uors1>ap ¥ Bupyour uaya s9pisuos 03 s101985 yueyoduy ‘papinap aq 01 spaau yeu, ——— sanssy ‘moj9q sSuipeay atp Japun anssy ayp Inoge sMIOU ayEW T €-1 Sitiod moljoy pure 20 ano ur wo}qoud 40 onsst JUBLIMD BJO UII, BOM J0 Prey sews UI 40 Aueduzoo sures ayy ur ajdood ypim sdnosd jpeuts UO J 201 28d uo p ayy aanseLg 01 OF 'sas}a1ax9 auoW 10g EE “ples aavy r42yur royeads yoes yeym ssnostp ‘wonDa [PAUTESpUN yoea 104 ‘anBeatIo9 sty 0} MeO aU BuIquIDSap st spuRdFoALTed 94} J0 349 "Bapy aq 01 suonoe=2 feRTUT axedui09 0} aau=1ayuODa|a} HONS w UL avd 34001 syeys Aay awi0g “pjiom axp punose seoqyo [Te Uy Aud paye[as-douPULI0}z0d ‘Suronpoxu jo Aupiqissod aya SunesysoAur sx AuBdwoo nog soUsEd vA ALOHA auayadue sn Bune ssn amns iu wy g ase 0$ euvor ivadsar im aei9 soMsue euPoC 9] HED 9m a9 KOHY 2idor sy yg Bu amunveo 040% up FuDHa4 74 OL sewol] Bunsova $3041, 1 ‘aqdurexa ax moqjog “9509 yea ut suvow fess seypads amp eye apisaq “sous9j4099I91 AKA HON} HENIXD 99H Ov UDIENT EZ 0:80 0 9m snsuasuod jo W0s wos aney 0) RS 39h 2 yoay> 1D 2°" 3990p aml wD -junrnos ey sn aL“ Moge TUNG NOK HS Suzy w PoreOLON Oa PL E asi uo si uo peoye of tea peeye o8 01 aa:8e re noK oq am S| uoqutdoyesouD8 au yea BULK HBL TY 3y oqe 5 TL {stn Box sr pe NOK PINOT @ ¥ warp woomgoq ssouss0yn ain ae EH uy saseryd aarewsoye oxy pte y uj ouDsaptOD9qo3 x UIOy) saseayd ox 109007Language at work | Referencing using pronouns 4. Turnto page 154 and read audio script 22. Then look at these extracts, For ea¢ one, say exactly what the underlined pronouns it, this and that refer to Example; How about now, Greta? Is that any beter? ‘The word ‘that refers to the sound quality ofthe cal, probably after some technical difficulties, ‘That's interesting Thomas ... but | think t's probably best left for another meeting. Well, i'you remember, we did explore this last year ~ that was just before you joine us Khalid — and we decided ... it wasnt the route to go down. 3 Greta —I'd be interested in hearing what you think about this ‘4. What do you think of this? We offer customers the option of paying 5 [think that’s where we've got to. Is that right? Joana? 6 7 ‘To me, jt sounds a lot more manageable. It’s been quite hard ~ but I think we've made the right decision. It would have been risky to 2 Lookat sentences 2 and 4in 1 and choose the correct answer from the words in itc 1 If you want to refer to something that is clearly distant orin the past, use that / it. 2. Ifyou want to refer to something new, important, more current or relevant, use this / ) For more information, go to Language reference Unit 4 on page 128 3 Underline the correct answer from the words ies. 1A We used to use QuarkXpress for all our desktop publishing, B That / This was a really good design application. 2. A We hope to double Central European sales within two years B It/ That's excellent news. 3A Do you think we've made the right choice? B Yes. That / t would have been a mistake to raise our prices now. 4. A He left the company five years ago B Yes this / that caused big problems for our department. 5 A Agnetha - do you have any other suggestions? B Well, what do you think about chs / shat: we open a new outlet in Medina? 6 A Have you seen the new photocopier in the resources room? B Yes. This / {tis very impressive, isn't it? 9 For more exercises, Practice file 4 on page 109. 4 Work with a partner. Choose a topic from the list or think of your own, Discus your opinions on the topic using referencing language where possible, ‘Example: A Have you seen that email about bonuses? What do you thnk its going to mean for us? B I think i's going tobe pretty negative for us, I's going to mean we get less money. This is going to make a lot of people angry. recent presentation ‘notice on the staff noticeboard ‘recent email giving news about your company anews article conference a meetingSa Suoim shnof Kyemoe ‘ayerpau yim JJeep 2q snus yein Buiyjawos ‘mon0 B12 sonynoyyp fue aycsap @ opens a4) p jueyodu si 9 4 Unit 4 | Risk lpigord 9160} snoues ‘oueSin jo seyeW ea) ‘seyeU SILL 9 “ByoUls op | 798) Jo eyeure sy g "25:08 SIoHOU oye jm FOUL ‘Feym sajew ou 4) Op ILENE veyjous SuBne Ou S3\ Zz. veew 249 sey opeu Me LT saseIyS YEN Janew | paom hay swsoy, pur saspoioxg & yoomyoy aanoeronuy & @) Uuro nok se ¥ wows Loder Surystigerse Jo} spowoul Kuew se asf] “uoRsad Y>ed OAIEL 1M / HOM — | o8e s1eas aay a Aus up pasediuoo aouatoytp 198814 2H, —$—— — 2 Buta wh KON, S@N|OAUATUTPU! ION A, st Aopor sep ay, ‘2yH| aanany AMOK mnoge mojaq saIoU aEYN AUD ,sieek any ui Bujop 9q 1yBlur nox yeu pur aq wyBIUH NOK auayIR AUN 09 aN P axEL 1 ‘aurp Buo| # 105 wraty Jo Aue UEds 3,uEAeY NOK “(1949~0) atp pud) sev NOK uur azom oy ajdoad ayy yam dn yout 0} yU2A2 [EID0$ v 0} parLAU WDAq aABy NOR ‘paystuy Buoy sey mou Suop a1v noé asanoo ayy ze — sangny ayy UY s1va aay st E 10 saseaud [nyasp 01 08 uoqstAas pu uoysua:Ke 0g ¢ serving spomnem diysuoneiny Eng ‘a1qe) up a39[dw05 ‘os op 0} wr9Yy B[quue yeu} seseiyd oxp puL “yoddes YstqeIse oy asn Ao: F woxy spoyyout oun ‘szaqeads au; woemiaq drysuonEper a[qissod ayy uo ‘apfoap woness9AuOD Dea Jo4 “SUORESIAAUOD WoL} SIOBIXe BAY 01 UST APT E Uwonesiaauoa 241 pustxe 01 19p10 uy pom Kay w uo dn Suppo f sjuwanarype anoge \sepou Sujq. 1 ylasinof ynoge Buryof aiour Aes 0 wowp aBeinooua 01 uosiad saxo axp Butonpe F Auoysiy 1ua994 sno yo Asewuins jouq e Bus 5 Ur Jsnf anBy MO Uostad w ynoge HuNaIIOS MOU KpeadTe NOK yexp SuMOyS @ ausno{ sauoawios inoge Suse uonsanb dn-Mojjoy 8 uzyse 2 uowitduioo v Suvied q lwowwioo wu siuana ised Suyeoar ¢swadsoud s9a1v9 snok anoudut djay pines ow 19eIUOD ssaUIENg e BUsON LOY g Zu Buoj © 2oye wre puoty 0 anBeayfoo e Sunsow uaue 7 aun is1y op 20} auoawos BunaaU Yay 1 ‘sn nok pinom yroddes Burystiqeisa soy f-v spore ay J0 HIM T ysasallll Buymoys pue yoddes Bulysiqersy | Buryeads AyeonoedMcCain Foods Ltd MeCain is one of the world's most important makers of frozen food, drinks, snacks, and ready meals It specializes in potato products including potato chips (French fries) as wel as waffles, hash browns, eroquettes, wedges, and roast petatoes. McCain is believed to supply around a third of the worldwide matket for chips. Out of the frying pan Recently, there has been growing concern In Europe about the prevalence of obesity, especially among children. Newspapers, ‘magezines, and TV have all taken up the call for ‘a healthier let In order to remain successful ‘McCain needs tobe aware of such trends and the potential risks they pose to the company. Ithas always seen itself as careful to listen to and respond to public demand ~ and has a successful track record in introducing new PEST analysis for McCain Political products to meet the changing environment Back in 1979 the company was the first 0 Introduce a chip that could be cooked in the Coven rather than the deep fryer and tis sno widely seen asa healthier and easierto-prepan alternative to the fried chip. The mare recertly launched McCain Home Fries™ oven chip is huge seller, The challenge for McCain now is toensure that they are able to market their products in increasingly ho leconditions. ‘The growing pressure to make foods healthier has led to widespread discussion ofthe possiblity of higher taxes on unhealthy food, restrictions on advertising (e.g. during children 7V), regulations limiting what may be sold in schools, requirements to label fat, suger, and s content more clearly and even the suggestion of health warnings on packets Economic Because all adults work in more and more households, the market for quality prepared food seems likely to continue growing, People generally have more money but less time, and seek product that allow them ta prepare good Food quickly. People have been prepared to spen« more on sophisticated, higher-quality prepared products, but a downturn in the economy could see a choice of more basic items. Social & Cultural Recenthealth advice given to the public has ed toa change in consumer demand. There have been many warnings about eating too much salt and saturated fat. The media regular include chips within the category of unhealthy or unk food. Technological New technology has led to new kinds of functional food! items e.g. margarine that hel reduce your cholesterol levels, yoghurts the help your digestion, etc) to appear on the shelves, claiming to offer positive health benefits. Potatoes are naturally high in vitamin and natural carbohydrates — but the technological challenge is retaining nutritional value and flavour while making the product easier to use, or usable in new ways.Vac mcg eer et See erent] eee ett st Ts Reet enett Src eer Peon eters Peers Seren eee erry Se Serene ti ete tt) rt aes Rootes tty eet reverie are Pre its! 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Read the text and compare Conny these team roles with your ideas in Starting point aie What kind of team player are you? ~~ STeamworker Workirg dosely with everyne, they ke 0 steer dear of coionttion They ae good Starting point 1. What problems can occur ‘when working with other lstenes and can help o calm stuatons by eople? ns talking trough problems with colleagues i pena Howes athe do kang es, 2. What different types of 1 Plant may find itlificult to make decisis. Personalityareneededfor = Yalyedin ateem frtheirebilty tocomeup 6 Completer Finisher ‘successful team? with trangeand innovativesolutions. ike the The team's perfectionist. They take themse PM 21 rn reed pressor invertors. they often very seriously - Keeping to schedules and spend time quietly working alone, which resus in maintaining qualty are equaly important solutions o problems, but they may have trouble them, and they pay painstaking attention te communicating thet deas effectively deta, Caleagues may have trouble relating 2 Resource investigator tothem as thoy ate poor deegstos andthe This person contributestotheteam with tend to worry excessively about minor det bbouraiess enthusiasm atthe startof the project. 7 Monitor-Evaluator They ae excellent networkers who express ‘They are gocd at judging the stuation due themselves clearly and they vigorously pursue great ality to analyse logically. They as ‘opportunities outside the team. They tend tolose periodically and look at al the aval momentum towards the end ofa project. options objectively. However, their work ca 3 Coordinator fall short of expectations as thoy can lack The natal charpenon,oblew detach tharales dive ard eiffel pasion | tom the deta toss the bigger pou They ae _ othe wrk mature good degingand ang tees. 8 implementer olthe torn a rech cocaine Thr manager Th peon tr cpndarccan bee | slddngang peearmaymanitinjJotrpsy to prbra alana eriocope wth | cnoughatienionteerowndites stork” things racial They tnd nto vate 4 Shaper fom at pathandcan de dc ‘They spur theirteam into action. 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Duvergeris a well-established European kitchenware ‘company and it is about to ‘stand in Vienna has just been delivered, but they don’t look auite right. Negotiating | Dealing with conflict What can go wrong when brochures are printed? Why do these things happen? 27 A meeting takes place between three managers - Jenny, Riccardo, and Paul to discuss the situation. Listen to Extract 1 from the meeting. Compare your answers to 1 with what actually went wrong, 27> The three managers handle the discussion and deal with conflict in differe ‘ways. Listen again and decide who— Jenny (J), Riccardo (R), or Paul (P) ~ 1 attempts to clarify the situation 2. encourages the others to keep to the facts, 3 expresses their concerns diplomatically 4 expresses their concerns more directly, —__ ‘Match phrases a-i from Extract | to these categories. Can you add any more phrases? 1 Keeping to the facts / being objective: —___ Talking about concerns directly: —___ ‘Talking about concerns more diplomatically: Clarifying / checking understanding: Do you understand what I'm trying to say? ‘Would I be right in thinking ...? I don't know if you are aware, but ..? Lets try not to get personal here. Can we try and stay focused on the facts? Tm really not happy with Can I just make sure I've understood this correctly? Tm abit worried about ‘The real issue here is ‘Work with a partner, Discuss what you would say in these ‘conflict’ situations. ‘Then have the conversations. Situation 1 + Student A Tell B about your boss's plans to get rid ofthe coffee area, + Student B You are surprised. Try to clarify what A has sald, + Student A Confirm. + Student B You are very concerned and want to know what staff can do about this decision, Express your concerns directly. + Student A Tell B to focus on the facts ~ there has been no final decision yet. You ‘concerned that staff don't have enough informal meeting space. Be diplomatic Situation 2 * Student A Tell B (the senior manager) you are not happy that a colleague who has been at the company for less time than you has been promoted above you and is n your line manager. Express your concerns directly. ‘+ Student B Tell A to focus on the facts ~ the new line manager is very capable and ‘qualified for the job. 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In which case, Riccardo, can I leave you to liaise with the printer ...? ‘What really concerns me is the way this has been handled so badly by the printers ‘The problems with the artwork I'm prepared to overlook, ‘The thing that bothers me is that we just don't have time Not only do we have a major error on our hands, but we're also not sure how this, happened. 2. Which techniques for adding emphasis from a-d are used in the sentences in 1 ‘More than one technique may be used in each sentence. fa cleftsentences: i’. which / chat, what. is bb fixed phrases used to add emphasis fronting (putting a topic at the start of a sentence for emphasis) 4. adverbs of degree — ) For more information, go to Language reference Unit 5 on page 3 Look at conversations 1-6 below. In each case, add emphasis to B's reply usin one of the phrases from the list. What we must be clear about is What 1d realy ike to know is 1... which Not only... but also Which is why Invwhich case 1A Treally don’t know how to fil in this document. B Wouldn't it be a good idea to sit down and sort this out properly? 2. A Apparently there are hardly any tickets left for the conference. B [ told you to book early. 3. A How should I reply to their email? B It’s absolutely essential that the contractis signed by the Sth 4A Lcan't believe there's no budget let to complete the project! B What'll happen to the team if the project is abandoned? 5 A So they didn't attend? B They didn’t attend the meeting. They forgot to let us know. 6 A The job is challenging enough, without all these extra changes they're asking B The changes make the job interesting. 4. Add emphasis to the following sentences, using the fronting technique. 1 Weneed to think about how we go about this. 2. Ie’s absolutely crucial that we get this right. \ ) For more exercises, goto Practice file 5 on page 111. | Agenda i Agend’ ___________§ Workin groups of three. You are members of a team set up to produce the ‘Communication probiems in company news section on the intranet. The deadline fora first draft isthe en the intranet team of next week. However, poor communication in the team has slowed the proj | 4 Unfocused meetings down. You decide to hold a meeting to discuss the problems. Student A, turn 2: Teemirembera win File 20 on page 140, Student B, turn to File 40 on page 145, and Student C tur different working styles, File 27 on page 142, i| 3 Lack of communication 1 Discuss each problem on the agenda, Use techniques for emphasizing the point | outside team meetings make to each other. : 2. 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How can companies ensure continued progress? 7? La | | Progress Working with words | Discussing factors for success 1 The Creativity Lab is part of ITRI, a Taiwanese hel 1g local companies develop their st) i publicly-funded organization products and manufacturing techniques Read the text and answer the questions, 1 What does the Creativity Lab do? 2 What is Hsueh Wen-Jean’s attitude towards creativity and success? Thinking outside the box With Talwan's successful track record in ‘manufacturing, local electronics companies concentrated on figuring out ways to reduce cost and Improve existing products rather than ‘on developing new products, Taiwan's niche was as an outsourcer for large American IT firms, but that market is now so mature that Taiwan's manufacturing sector has lost ground tolowercost countries. Talwan' IT elite realize change is needed in order to get back on track, ‘and product innovation could hold the key to ner business opportunities. Hsueh Werean isthe driving force behind the recently launched Creativity Lab. She is responsible for helping to greemlight new Projects, and is well aware that she and her colleagues need to think outside the bo, looking beyond their technical training to find creative answers and innovative solutions “inn afp toues workshops top their customers, a diverse group of companies known as the Next Consortium, to develop their creative thinking, Ideas are bounced 2 ‘get back on track think outside the box fall by the wayside stay ahead of the game ‘come to fruition ‘around, after which two or more companies are able to collaborate on projects based on these ideas, The principe is that because so many {ideas fall by the wayside, itis best to come ‘up with as many as possible This should help Increase the chances of hitting on a few good ideas that can generate real income, and help these companies stay ahead of the game. Although most ideas never come ta fruition, t CConsortium's members can work together to try out different possiblities while avoiding ti problems a company can run into by pursuin bad idea on its own, “A culture of success ca tolerate mistakes, and all grat entrepreneurs learn from their mistakes, Hsueh says, So ar, the Lab has not laid dawn hard and fast criteria for judging whether, or how far, to.explorea concept. At this stage Hsueh is reluctant to impose revenue targets, as are numerous projects that do not gat off the {ground or prove tobe impractical. That i ll Part of the process atthe Creativity Lab Work with a partner, Match phrases 1-6 from the text in 1 to definitions a-f. a berealized be started find the path to success again ‘come up with creative / unusual ideas keep in front of the competition fall to make it