dokumen.tips market-leader-advanced-teacher-book

I a I t I U z m o @ c I z m a a LEA E l w on n a DubickaMargaret O'Keeffe FT FIN A N C IA L TIME S PearsonEducation Limlted Edinburgh Gate Harlow EssexCM2o2JE England Education Limited2006 @Pearson Therightof lwonnaDubickaandMargaret O'Keeffe to be identified astheauthorsofthis workhasbeenassertedbythemin 1988. accordance withthe Copyright, Designs andPatentsAct All rightsreserved; no partofthis publication maybe reproduced, in anyformor byany storedin a retrievalsystem,or transmitted photocopying, recording or means,electronic, mechanical, otherwise, withouteitherthe priorwrittenperrnission ofthe Publishers or a licencepermittingrestricted copyingin the United Kingdom issuedbythe Copyright LicensingAgency Ltd,90 Tottenham CourtRoad,LondonW1P9HE Firstpublished2006 Thirdimpression 2oo7 Pack; ISBN:928-1-4o58-4347-8 Bookfor pack: ISBN: 978-o-582-85463-5 for pack: CD-ROM ISBN:978-1-4o58-4266-2 Setin 9/upt Metaplus Printedin SpainbyMateuCromo,S.A.Pinto EditedbyCatriona Watson-Brown Designed by OxfordDesigners & lllustrators Prolectmanaged byChrisHartley Produced for Pearson Education by PhoenixPublishing Services www.market-leader.net Acknowledgements Wearegratefultothe followingfor permission to reproduce copyrightmaterialsr FinancialTimes Lirnitedfor extractsadaDtedfrom 'Whv I refuse to hobnobfor advantageat vanityfaii by LucyKellaway, publishedin the FinanciolTimes24th)anuary2oo5;'lt's a brave newworldout there...so shouldyourelocate' by HenryTricks, publishedin the F/nancialTimes2othMatch2oo4;'Goodbyeto published oldJashioned ideology'byDettaBradshaw, in the FinoncialTimes7stAugust2oo5;'Emphasisshouldbe on more published skillsinvestment'by GillPlimmer, in theFTRepoft, Profession0l Development2oo4 TtthOclober2oo4:'An ltalian iob takesits toll on Austrianroads'bVAdrianMichaels, publishedin the Finonciollimes 22ndAptil2oo5;'lndia and its energyneeds:Demandis risingbut lagsrestof theworld'by KevinMorrison,publishedin the FlrdrclolTimesltn )anuary 2oo5;'Nuclear energy:Come-back kid or ugtyduckling?'by FionaHarvey,publishedinthe FinoncialTines 14th0ctober 2oo4:'Offshoring: A lossofjobsor a gainin profits?'by Erian Groom,publishedin the FinancialTimes BusinessReporis, FutureofWo* 2oo4 2zthSeptember2oo4;'Businessbowsto growingpressures' byAlisonMaitland,published in the FinoncialTineszgthNovemberuoo4;'WhyDeutscheresists published nationalchampion status'by PatrickJenkins, in the FinanciolTimes76thFebruary2oo5;'Floodgatesopento a new style'by DanRoberts,from FT.comrorhMarch2oo5;'Adviceis oncemorein demand'bySimonLondon,pubtished in the FinancialfimeszSthApril2oo5;'A tougheroutlookfor BritainS advisors'byMichaelSkapinker,publishedin the Finonciol Iimes z8rhApril zoo5;'Planto think strategically'by Morgen Witzel,from the FfSunmer SchoolSeties9thAugust2oo4; 'Whyso manymissionstatements aremissionimpossible'by SathnamSanghera,publishedin the FrronciolTimes 22ndluly 2oo5;'Groceriesby the vanload'by JonathanBirchall, publishedin the F,nancialTimes2otnAp(il2oo5;'Technology that put a shineon a growingbusiness'by MarcusGibson, publishedin the FiranciolTimest6thMarchzoo5; 'Assolan's babiesbattle for marketshare'byJonathanWheatley, publishedin the F,rdncialTimesr6thMarch2oo5;and'Advent published ofthe lTmarriage broker'byMaiiaPesola, in the FinoncialTimes 5rhAugust2oo5. SarahMurrayfor extractsadaptedfrom her articles 'Partnerships: Campaigners usepeaceas a weapon',fromthe Ff Repoft,lntemational PublicSector5tnMay2oo5;'OLder people:Ageand experience', from f7Buslress Repofts, Business andDivercity lothMay2oo4;and'Business modets: published Takea goodlookat the localissues', in the Frorfloi fimes z4t^)une zoo4. Photocopying grantspermission ofthose ThePublisher forthe photocopying pagesmarked'photocopiable' according to thefollowing conditions.Individualpurchasersmay makecopiesfor their own useor for use by the classesthey teach.Institutional purchasersmaymakecopiesfor useby their staff and students, but this permission doesnot extendto additionat institutions or branches. Underno circumstances mayanypart ofthis bookbe ohotocooied for resale. DavidBowenfor an extractadaptedfrom his article'Websites needto havebothhardtoolsandsofttouches'.oublished in Financiol nmes 14th February zoo5, the JayCongerand EdwardLawlerfor an extractadaptedfrorntheir article'Peopleskillsstill rule in the virtualcompany',from Ff SummerSchool2oo526rhAugust 2oo5. In somecaseswe havebeenunableto tracethe ownersof copyrightmaterialand we wouldappreciate anyinformation thatwouldenableusto do so. Introduction MarketLeaderAdvancedis the latestadditionto this five-leveL series.Likethe otherCourseBooksin the series.it reflectsthe fast-changing world ofbusinesswith materialsfrom authentic sources.suchas the financialTimes.TheAdvanced Course Bookcontains12mainunitsandfourrevisionunitsandretains the dynamicandeffective approach that hasmadethisseries so successful in Business EngLish The classes worldwide. CourseBookis accompanied by a PracticeFile,TestFileand Teacher's Resource Book(with photocopiableactivitiesand TextbankmateriaD. MarketLeaderis an extensivenew BusinessEnglishcourse designed to bringtherealwortdof international business into the language-teaching classroom.lt hasbeendevelopedin associationwith the f7,anciolTimes,oneot the worldt leading sourcesof professionalinformation,to ensurethe maximum rangeandauthenticity of business content. Thecourseis intendedfor useeitherby studentspreparing for a careerin business or by thoseatreadyworkingwhowant to improvetheirEnglish communication skills.lt is most suitablefor usewith studentswho are at an advanced languagelevel. Ma*et Leadercombinessomeofthe moststimulating recentideasfromthe world of businesswith a stronglytaskbasedapproach. Role-plays andcasestudiesareregular featuresofeachunit,Throughout the course,studentsare encouraged to usetheirownexperience andopinionsin order to maximiseinvolvementand learning. An essentialrequirement ofBusinessEnglishmaterialsis that they caterfor the widerangeofneedswhichstudentshave, includingdifferentareasofinterestandspecialisation, different skillsneedsandvaryingamountsof time availableto study. MarketLeoderoffetsteachersand courseDLanners a unioue rangeof flexiblematerialsto helpmeettheseneeds.Thereare suggestionsin this book on howto usethe unit material extensivety or intensively,and howthe materialin the Practice Fileintegrateswith the CourseBook,Thereare optionatextra including components, a Business Grammar, videosanda seriesof specialsubjectbooksto developvocabulary and photocopiable readingskills.Thisbookcontains extensive materialin theTextbankandResource bank. CourseBook Thisprovidesthe mainpartoftheteachingmaterial, divided into12topic-based units.Thetopicshavebeenchosen followingresearch amongteachers whicharethe to establish areasofwidest possibleinterestto the maiorityoftheir students.TheCourseBookprovidesinput in reading,speaking and listening,with guidancefor writingtasks,too. Everyunit contains vocabulary development activities anda rapidreview grammar. of essential Thereis a regularfocuson keybusiness functions, andeachunitendswitha motivating casestudyto allowstudents to practise language theyhaveworkedon during theunit,Formoredetails Bookunits,see ontheCourse Overview ofo Course Bookunitbelow. Therearealsofourrevisionunitsin theCourse Bookthat revise andconsolidate theworkinthemainunits. PracticeFile Thisgivesextrapracticein the areasofvocabularygrammar, business skillsandpronunciation. Thereis a specialfocus on collocations, textgrammaranddeveloping fluencyin spoken English. ThePractice Fileincludes an audioCDto enabte studentsto work on their own as appropriate. Audiomaterials All the listeningactivitiesfrom the CourseBook(interviews with businesspractitioners)and the PracticeFile (pronunciation exercises) areavailable on cassettes andaudio CDs,dependingon users'preference. TeachefsResource Book Thisbook providesyou with an overviewofthe wholecourse, togetherwith detailedteachingnotes,backgroundbriefingson business content,theTextbank(24optionalextrareading texts)and the Resource worksheets bank (photocopiable practising communication skills). TestFile Fivecopiable testsareavailable to teachers andcourse pLanners progress to monitorstudents' throughthecourse. Thereis anentrytestplusfourprogress testsandanexittext whichreview theworkdonethroughout thecourse, A typicalunitconsists ofthe followingsections. Llsteninganddiscussion Students havetheopportunity to thinkabouttheunittopic andto exchange ideasandopinions witheachotherandwith theteacher. Thereis a varietyofstimulating suchas activities, personal preferences listening to shortextracts, expressing questions, andanswering Throughout, students are encouraged experience. to drawupontheirlifeandbusiness Theauthentic listening textsarebasedon interviews with peopleandexpertsin theirfield.Students business develop listening skillssuchasprediction, forspecific listening information, ordering facts,note-taking andcorrecting summaries. llntroduction EssentialvocabuLary relatedto the listeningtopic is presentedand practisedin eachofthese sections,througha varietyofcreativeand engagingexercises. Studentslearnnew words,phrasesand collocations,and are giventaskswhich helpto activatethe vocabutarythey alreadyknowor havejust learnt.Thereis furthervocabularypracticein the PracticeFile. Therearea numberofdiscussion activities throughout the book.Theirpurposeis to activatestudents'worldknowledge, improvetheir fluencyin Englishand providethemwith opportunities to respondto the contentofthe recordings and texts. Reading andlanguage Studentsreadinterestingand relevantauthentictexts fromthe FinancialTimes and otherbusinesssources.ThevdeveloDtheir readingskillsthrougha varietyoftasks,suchas matching headingsandtext, orderingitems,completingsummariesand pairworkinformationexchange, Theyalsopractiseuseful businesslexisfromthe texts. Thetextsprovidea contextfor the languagework and discussionin this section.Thelanguagework develops students'awarenessofcommonproblemareasat advanced level.Thefocusis on accuracyand knowledgeofkey areasof grammar,text cohesionand idioms.In manyunits,morethan one languageareais presented,and thereare extrapractice exercisesin the Grammarreferencesectionat the end ofthe CourseBook. Business skills Thissection helpsstudents to develop theirspoken and writtencommunication skitlsin thekeybusiness areas,suchas presentations, problemmeetings, negotiations, telephoning, solving, social English, business correspondence andreport writing. Eachsectioncontains a usefullanguage box,whichprovides students withthesupportandphrases theyneedto carryout thebusiness tasksin theregularroleplayactivities. The Writingfileat theendoftheCourse Bookalsoprovides guidelines. students withuseful modeltexts andwriting Accessibility for teachers Lessexperienced teacherscansometimesfind teaching Business English a dauntingexperience. Theymaybe anxious abouttheirlackof knowledge ofthe business worldandof the topicscoveredin the cou$e.MarketLeadersetsout to provide the maximumsupportfor teachers. TheBusiness briefsection at the beginning ofeachunitin theTeacherS Resource Book givesan overviewofthe businesstopic,coveringkeyterms (givenin bold, andwhichcan be checkedinthe Longmon Dictionaryof BusinessE glsh) and suggestinga list of tittes for furtherreadingand information. Authentlclty of content Oneofthe principles ofthe courseis thatstudentsshouLd deal with as muchauthenticcontentas their languagelevelallows. Authenticreadingand listeningtextsare motivatingfor studentsandbringtherealworldof business intothe classroom,increasingstudents'knowledgeof business practiceand concepts.Dueto its internationalcoverage,the FinancialTimeshasbeena richsourceof text and business informationfor the course. Thecasestudiespresentrealisticbusinesssituationsand problems, andthe communication activities basedon themgroupdiscussion,simulationsand role-plays- serveto enhance the authenticity ofthe course. Flexibilityof use Demandsof BusinessEnglishcoursesvarygreatly,and the materialaccordinglyneedsto be flexibleand adaptable. MarketLeaderhasbeendesignedto giveteachersandcourse plannersthe maximumflexibility.Thecoursecanbe used eitherextensivelyor intensively. At the beginningofeach unit in the Teacher!ResourceBookare suggestionsfor a fast route throughthe unit if time is short.Thisintensiveroutefocuses mainlyon speaking andlistening skills.lfyou wantto extend this concentrationon particularskills,optionalcomponentsare availablein the course(seeExtendingthe courcebelow). Casestudy Eachunitendswitha casestudylinkedto the unit! business topic.Thecasestudiesare basedon realisticbusiness problems or situations andaredesigned to motivateand activelyengagestudents.Theyusethe languageand communication skillswhichtheyhaveacquired whileworking throughthe unit.TypicaLly, studentswill be involvedin problems discussing business andrecommending soLutions throughactivegroupwork. Allofthe casestudieshavebeendeveloped andtestedwith studentsin classandaredesigned to be easyto presentand use.No specialknowledgeor extramaterialsare required.For teachingtips on makingthe bestuseofthe casestudies,see Cosestudies that work below. Eachcasestudyendswith a realisticwritingtask.These tasksreflectthe realworldofbusinesscorrespondence and willalsohelpthosestudentspreparing for Business English exams.Modelsof writingtext typesare givenin the Writingfile at the endofthe CourseBook. Thefollowingteachingtipswill helpwhenusingcasestudies. 1 Involveall the studentsat everystageof the class. Encourage everyoneto participate. 2 Drawon the students'knowledgeof businessandthe world. 3 Beverycarefulhowyou presentthe casestudyat the beginning,Makesureyour instructionsare clearand that the task is understood.(Seeindividualunitsin the TeachertResource Bookfor detailedsuggestionson introducingthe casestudyJ thatallstudentshaveunderstood the caseandthe 4 Ensure keyvocabulary. the studentsto usethe languageand business 5 Encourage skillsthey haveacquiredin the restofthe unit. A short reviewofthe keylanguagewitl help. Introduction I Focuson communication andfluencyduringthe casestudy activities. Language errorscanbe dealtwithat the end. Makea recordof importanterrorsandgivestudents feedbackat the end in a sympatheticand constructiveway. lfthe activityis developingslowlyor you havea groupof studentswho are a little reticent,you couldinterveneby askingquestions or makinghelpfulsuggestions. Allowstudentsto reachtheirownconclusions. Manv studentsexpectthereto be a correctanswer.Youcangive your own opinion,but shouldstressthat there usuatlyis no single'right' answer, Encourage creative andimaginative solutions to the oroblems exoressed. Encourage skills, studentsto usepeople-management suchasworkingin teams,leadingteams,delegating and interactingeffectivelywith eachother. Allocatesufficient timefor the maiortaskssuchas negotiating. At the sametime,do notallowactivities to dragon too long,Youwantthe studentsto haveenough time to performthe task,andyet the lessonneedsto have Dace. 5tudentsshouldidentifythe keyissuesofthe caseand discussalltheoptionsbeforereaching a decision. Encourage studentsto activelylistento eachother.Thisis essentialforboth languagepracticeand effective teamwork! Specialsubiectseries Manystudentswill needto learnthe language of more specialist areasof Business English. Toprovidethemwith authenticand engagingmale(ialMorketLeoderincludes a rangeof specialsubiectbookswhichfocuson readingskills andvocabulary development. TheseriesincludesEonkingandfinance,Business law and lnternationalmanagefi€rt. Eachbookincludestwo testsand a glossaryof specialised[anguage. LongmanDidionoryof BusinessEngllsh Thisis the mostup-to-date sourceof reference in Business Englishtoday.CompiLed from a wide rangeoftext sources,it allowsstudentsand teachersrapidaccessto clear, straightfomarddefinitionsof the latestinternationalbusiness terminology. MarketLeaderwebsite http: / /www.market{eader.n€t Thiswebsiteoffersteachersa wide rangeofextra resourcesto suDDortand extendtheir useofthe ilarket Leaderse(ies,Extra textsoftopicalinterestareaddedregularly, togetherwith worksheetsto exploitthem. Linksto other relevantwebsites are postedhere,andthe websiteprovidesa forumfor teachers to feedback comments andsuggestion on the courseto the authorsandpublishers. TheTestMasterCD-ROM Somestudents'needswill requiremoreinput or practicein certainareas,eitherin termsof subjectmatteror skills,thanis providedin the CourseBook.In orderto mettheseneeds, MorketLeoderptovides a widerangeofoptionalextra materials andcomDonents to choosefrom. TeachefsResource Book TheTextbankprovides twoextrareading textsperunit, withcomprehension exercises. together andvocabulary TheResource bankDrovides cooiable worksheet-based communication activities, linkedto theskillsintroduced in the Bookunits. Course Business Grammar Forstudents needing moreworkontheirgrammar, thisbook provides reference andpractice in allthemostimportant areas lt is organised and of Business English usage. intostructural functionatsections. Video Fou(MarketLeadervideos are now availableat intermediate andpost-intermediate levelsto providestudentswith authenticandengaging examples of Business English in use. Eachvideois ac€ompanied by a set of photocopiable worksheetsand a transcript. TheTeacher'sResourceBookincludesa TestMasterCD-ROM whichprovides an invaluable testingresource to accompany the course. . Thetestsare basedstricttvon the contentofthe corresponding levelof MarketLeade\ ptovidinga fair measureof students'progress. . Keysand audioscriptsare providedto makemarkingthe testsas straightforward as possible. . Mosttestscomein A and B versions.Thismakesit easier for teachersto invigilatethe test by makingit harderfor studentsto coDvfrom eachother. . Theaudiofilesfor the listening testsareconveniently locatedon the sameCD. Typesof test TheTestMaster CDcontains fivetypesoftest: . . . . . Placement Tests ModuleTests ProgressTests Mid-Course Test Endof CourseTest Flexible Teachers canprintthetests outandusethemastheyare- or Wordto edit theycanadaptthem.Teachers canuseMicrosoft@ themasrequired to suittheirteaching situation, theirstudents ortheirsyllabus. TestMasterCDsareavailable fotMarketLeaderAdvanced andalllevels ofl4orket leod€rNewEdition. Contents Unltg Strategy Unltr Beinginternatlonal Ata glance Buslness brief Lesson notes 8 9 10 Unlt2 Trainlng Ata glance Business brief Lesson notes 702 103 704 Revision unltC Unitro Dolngbusinessonllne 18 L9 20 Unlt3 Partnerships At a glance Businessbrief Lessonnotes 118 tt9 120 Unltil l{ewbuslness At a gtance Business brief Lessonnotes 28 29 3o Revlslon unitA 38 Unit4 Energy At a glance Business brief Lesson notes At a glance Businessbrief Lessonnotes 42 43 44 At a glance Business brief Lesson notes 130 L37 L3z Unitrz Projectmanagement At a glance Business brief Lesson notes r40 Revision unlt D 150 Teachefsnotes 155 r4L r42 Unlt5 Employment trends At a glance Business brief Lesson notes 54 55 56 UnitI BelngInternatlonal Unlt6 Business ethlcs At a glance Business brief Lesson notes 66 67 68 Networking Relocating 156 158 Unitz Tralnlng Revlslon unit B 75 Unlt7 Flnance andbanking At a glance Businessbrief Lessonnotes 8o 81 82 15o L62 Unit3 Partnerships Tollsystems Partnerships withNGOs 164 166 Unit4 Energy Unlt8 Consultants At a glance Business brief Lesson notes Business ideology Professional development 92 93 94 India3energyneeds Nuclear energy 168 770 Unit5 Employment trends Offshoring Olderpeople 772 774 Contents I Unit6 Business ethlcs Business responsibilities Business models Unit7 Flnance andbanklng 176 178 Business vocabulary Unlt8 Consultants Unit7 Finance andbanking Internationalbanking Corporate recovery quiz/ salesnegotiations Consultant's 782 184 186 Unit9 Strategy Whatis strategy? Missionstatements 190 192 794 196 198 Unitrz Proiectmanagement Proj'ectmedlators Remote management 202 Textbankanswerkey 204 200 Teacher's notes UnitI Eeinginternational Networking 2Lg Unit 2 Training Telephone strategiesr clarifo ingandconfirming 219 Unit3 Partnerships Negotiating: beingvagueandbeingprecise Unit4 Energy Problem-solving Unit5 Employment trends Resolving conflict 223 Unit6 Business ethics Ethicalproblems Unitro Dolngbusiness onllne Presentations 229 Telephone strategies 230 Unltrz Proiectmanagement Unit fl l{ew business Technological innovation Increasing marketshare 228 Unitu Newbusiness 188 Unitro Doingbusiness online 0nlinegroceries Usinga website Unltg Strategy Brainstorming Unit8 Consultants Thegrowthof management consultancy Management consultancy 227 18o 224 Functions andculture 23L international lraaor t3 Lbtcnlngard dlscGslon (pages5-z) Eachlessonis obout 60-75ninutes,fhls time doesnot include adnlnlstmtionandtlne spentgolngthtpugh homewo*ln dny lessons, Discussionr PublicspeaklnF PracticeFite publicspeaking, 5Sareencouraged to discuss inspirational Wordpower(pages4-5) presentations speakers, effective andinternational audiences. Listening: Experiences of tlvlng presentatlons peopletalkabouttheirexperiences Threebusiness ofgiving presentations in intercultural settingsandgivetipsforspeaking to international audiences. Vocabulary: Tlpsforgivlnt presentstlons 55 lookat sometipsforgivingpresentations to international audiences anduserelated vocabularv incontext. Discussionr Tvpesof Dresentstlon SStalkaboutsettingup roomsfordifferenttypesof presentations, colour connotations, audience reactions and adviceforgivingpresentations in theircountry. lrsson 23 nadl endla:6urgr base6&9) Eachlessonis obout 60-Z5minutes. Vo€abulary! Slan& buzzwordsandisrgon SSlookat examples of slang,iargonandbuzzwords. Readlng:lrowrot to soundllkeo fuol SSreadsomeadvice onhowto adaptyourlanguage and presentation styleto ensuresuccess whenspeaking to an international audience. Languager€vlew:B[slnessldloms SSlookat somebusiness idioms. Eachlessonis about 7j-9o mlnutes. lr3son {: C&.6hrdy (pages12{3) Eachlessonis about 7S-9onlnutes. Tert bank ORBpagesl5G-159) GJtmmarrefercnceand practice (CBpage 118) PractlceFile Textand grammar(pages Gt) 1{etworklnF Resourcebank 5S discusstipsfor communicating with peopletheydon'tknow ORBpage218) or don't knowverywell: listento somedelegatesmeetingfor the Wrltlngfile first time and networkingat a conference;introducethemselves (CBpage134) to anotherparticipantat an internationalconference. PrdcticeFile Wdtingi Replyintto a formalInvltstlon Skillsandpronunciation 55 lookat a formale-mailandwritea reply,accepting the (pages8-9) invitation. Workins for Lorlstald A non-governmental organisationin Amsterdamis trainingsome logisticsmanagersto be relocatedto Indonesia.SSlook at the iob advert,exchangesomenotesfrom the courseon intercultural trainingandnetworkduringthe breakwithother participants.SSalsowrite a replyto a formalinvitationto a dinnerheldat the Regional residence Governor's in Jakarta. Fora fastroutethrough the unit,focusingmalnlyonsp€aklngskllts, sectlons. iustusethcunderlined Forone-to-one mostpartsof th€unltlendthemselves, situations, wlthmlnlmslad.ptatlon,to usewlthindividualstudents. Whcrethls is notthe case,altenatlve pro(€duresareglven, 1 Belnginternational J Manypeoplehavea fearof publicspeakin&but a certainamountofadrenalinand nervescanhelp makea presentation moresuccessful. Plentyof preparation time,knowingyourtopic,reheatsing and adaptingyourtalkandpresentation styleaccording to the audience arealsoessential. Apartfromthe actualcontent ofa presentation, speakers shouldalsoconsiderthe following: roomset-rp,seatirg arangements,paceof deliveryandtone of voice,gesturesand body lan$age, signs of approrralor disapproval,whichmayall varyaccordingto cultureand audiencetype. Msuat aids makea presentationeasierto follow,but speakersshouldacquaintthemselveswith technicalequipmentbeforehandto avoidany unnecessary embarrassment shouldthingsgo wrong. PowelPointis a usefulandcommonlyusedprogramfor presentations, althoughsomespeakersstill preferto usean ovetheadproiectorwith transparcnciesor s[des as well as handouts. Presentations, it is oftensaid,needa beginning, a middleandan end.Theuseofbumouror appropriatean€cdotegto opena presentationcanhelpto engagethe audlenceor get them on your side,althoughhumourdifferswidelyin eachcultureandshouldbe usedsensitively or notat all.Another wayto start offa presentationis with somebrief,interestingor surprisingfactsand figures.At the start of anypresentation, speakers shouldatsointroduce themselves briefly,if theyhavenot alreadybeen formallyintroduced by someone else,beforegivingan overview of the talk.Likewise, afterpresenting the productor research company, findings, etc.,the speakerneedsto summaliseor conclude the main pointsof the presentationbeforesignalllngthe end and lnvltlng any furtherquestionsfrom the public. Thequestion-and-answer session,or Q&A after a presentationis sometimesconsideredthe most partofspeakingin pubtic,as not allquestions challenging Thepresenter, canbe anticipated. however, shouldbe prepared to a certainextent,if onlyto be ableto referthe m€mberofthe audience to another authorityor suggestfurthere-mailcorrespondence to followup a particular issue. l{etworklng Somemanagerssayan importantpart ofgetting work doneis building relationshipsand havingan e*ensive networkof contacts. Networksare largelybuilt throughwork contacts,for example,in meetingsand conferences and by doingfavoursfor others.Managerscanparticipatein companyretreatsandtraining programmes,as wellasgeftlngtoknowpeoplesociallyduringcoffeebreaks,business lunchesoron the golfcourse! HoweveL the extentto whichemployees socialise outsideworkinghoursvariestremendously according preference, to personal company andnationalculture. Erchangingbusinesscards,llsteningadively, makingeyecontact,askingsuitablequestionsand findingcommongroundarealLpractical waysof networking, althoughcertainpractices or behaviours witlvaryfromcountryto country. In-workstudentswill be ableto talkaboutcompanypresentations theyhavegivenor thosetheyhave attended. Theycouldalsocomparepresenting stylesfromdifferentinternational settingsor different presentations areas,suchas technical vs.commercial ones.Pre-work studentsmayhaveexperience of attendinglecturesor talksgivenat schooland university.Theycanalsotalk aboutthe speakers/lecturers they knowthat are goodat presenting.lt mayalso be appropriatefor both typesofstudentsto express concernsaboutgivingpresentations and sharetips for speakingin public. With networking,in-workstudentswill be ableto discussoccasionswhenthey maynetworkor socialise in English andthe potentiaI difficulties ofstartingconversations at business lunches, coffee breaks,etc.Pre-workstudentsmaytalk aboutthe advantagesof makingcontactsin businessin general. Readon DaleCarnegie:Thequickand easywayto effectivepublicspeak,r,g,Pocket,reissueedition1990 GertHofstede:Culturesond organisations: softworeof the mind - interculturulco-operationond its importancefor survivai,McGrawHitt,1996 TomLeech:Howto preparc,stageand deliverwinningpresentations,3rd Edition,AMACOM, 2oo4. peopleacrcssc!/tures,Capstone,2oo4 FonsTrompenaars: 44anaging lil@E Education o Pearson Limited zoo6 I r BelngInternational Suggestedanswers t Youcangiveyourown examplesof givingpresentations or'speakingin public'asa teacheror trainer,Encourage SSto talk abouttheir generalfearsor concernsof speakingin public,in their own languageand/or in English. 2 SSmaysuggestanyofthe followingtechniquesusedby effectivespeakers:goodpreparationand knowledgeof the topic;an abilityto explaincomplexthingsclearly; proiectionor gooduseofvoice and styleofdelivery without readingslides,notesor handoutsword for word;unusualor attention-grabbing openingto the presentation; abilityto establish rapportandengage the audience witha warmpersonality or useof questions; useof humour;smartappearance; regular eyecontactwiththe audience andabsence of irritating gestures, SS'sdiscussion mayhighlightsomecultural differencesin Derceotions ofwhat makesan inspirationalspeaker. couldincludeanyofthe following: an 3 Answers interestingtopic;expertknowledgeofthe subject matter;an engagingspeaker;goodpreparationand organisationwith appropriateintroduction,middleand conclusion;presentations that are succinctandto the poinUuseofvisualaidsi appropriateroomset-up;a stimulatingquestion-and-answer sessionat the end of the presentation:effectiveuseoftechnicalequipment andtechnologysuchas video,PowerPoint, figuresand graphsand so on-SS'sdiscussionmay highlightsome culturaldifferencesin perceptionsofwhat makesa goodpresentation. 4 SSmay pre-emptsomeofthe speakersfrom the listeningand suggestanyofthe following:cultural sensitivity to localcustoms or traditions; carefuluseof language; avoidingidioms,slangandcolloquialisms; adjustingpaceandtoneof deliveryso thatallthe (non-)use jokesor audlence understands; of suitabte anecdotes;seatingarrangements; differentwaysof showingapprovalor reactingto the speaker,e.g. clapping, noddingyourheador knocking on thetable and so on. Writethreeorfourofthefo owingviewson public speaking ontheboardor ona transparency. Ask55 which onestheyagree/disagree withmostandwhattheymean. Onlythepreparcdspeakerdeseryesto beconfident. (DaleCarnegie, American writerandlecturer, 1888-1955) Telltheoudiencewhatyou'regoingto soy,soy itt thentell themwhatvou\e said. (DaleCarnegie, asabove) AllthegreatspeokerywercbadspeokeRat first, (Ralph WaldoEmerson, American essayist andpoet, 18o3-1882) Talklow,talkslowonddon'tsaytoo much, (ohnWayne, American actoranddirector, 19oZ-tgZg) It is deliverythatmakestheoratorSsuccess, (ohannWolfgangVon poet,L749-!832\ Goethe, German Mostspeakers speaktenminutestoolong. American lawyerandpresidential speech 0amesHumes, writer) Thercis nothingin the wo d likea persuasive speechto fuddlethementalapparutus. (MarkTwain, American humorist andwriter,r835-t9ro) Atternatively, ask55 whattheyunderstand bythetitleof theunit,'Being internationa['. . Tellthe SSthat they will be tookingat 'beinginternational' in the contextofinterculturalcommunication, namely givingpresentations to internationalaudiencesand networkingat conferences or meetings. a Gothroughthe overviewpanelat the beginningof the unit, pointingout the sectionsthat SSwill be Lookingat. Quotation o GetSSto look at the quotationand ask themwhat they think it means,(fhe ideais that understanding the power oflanguagehelpsus notonlyto communicate but to understandeachother morefutly.SSmayalso be invitedto commenton the powerand usefulnessof understanding Englishand other languagesand the importanceof communication in the businessworld.) SSareencourag€d to dlscusspublicspeaklng,Insplratlonal speakers,effedfuepresentations andlntematlonal audlences. Threebuslnessp€opletalk abouttheir erperlencesof glvlng presentatlonsIn Interculturalsattingsandgtvetlps fol speaklngtoIntemationalaudlences. @ @O'.' question a Discuss 1withthewholeclass.cet SSto discuss questions ther€maining in pairsor smallgroups andthen gothroughtheanswers withthewholeclass. a Playthe recordingonceand ask 55 to choosethe best summariesindividually.Replaya secondtime if necessary. o As a follow-up,you coutdask the SSto guessthe (l American, nationality ofthe differentspeakers 2 Belgian/ French,3British). 1 BeinginternationatI 7C 20 3D O Q'.' a Explain thatthe firstspeakeris calledMichael, the second Arianneandthe thirdsteve. o Playthe recording a secondtime,pausingif necessary to allowSSto takenotes.Youcouldalsooauseafterthe answerto the first questionto elicitthe answerfrom the classas an example.Replaya third time, referring55 to the audioscriptson page162if necessary r Afterlistening, SScomparenotesin pairsanddiscussthe answers withthewholeclass.Aswith allculturalissues, discussthe differences in international audiences with sensitivitv. Suggestedanswels (stang) t Hewasusinga lot of language that people didn'tunderstand. fun andpersonal. Peoplemightnotfindit funny 2 Casual, because theydon'tunderstand himor hissenseof humour. theiargonandcolloquial 3 Reviewit to remove/reduce language andaska colleague to checkit for him. guests She found VIP out that andpeoplein senior 4 postssit in the frontrowofthe audience. theatrestyle. 5 5henormallyusesa semi-circular, 6 Sheput somenicerchairsat the frontfor important members ofthe audience andarranged forthemto be escortedto their seats. 7 Byclosingtheireyesandnoddingtheirheadsup and downslightly. 8 By knocking on thetableinsteadof applauding. Bringthe classtogetherandencourage 55 particularly to talk aboutadvicefor givinga presentationin their country and how it might differfrom othercultures. @ o Gothroughthe threedictionary definitions asa wholeclass. Youcouldexplainthat the termscolloqu,alism,idiom and cl,thi arealsosometimesusedto referto slangor buzzwords. Drillpronunciation ofthesetermsif necessary highlighting wordstresson the board.Elicitthe firstanswer GetSSto lookat the cartoon.Askthemwhatbuzzword is used?(proactive leadership) Ask SSto do the exerciseindividually,then comparetheir answersin pairs. Gothroughthe answers withthe wholeclass.AskSSto provideexamples in English ofjargonusedin their particular school,university or business sectorthatother peoplewouldnot understand. Askthemto giveother examples ofcontemporary buzzwords currently usedin their organisation,suchas cuttingedge,synergy,blended leornrng,etc.Ask SShow theyfeelabout usingthis kind of language. ta 2b 3b 4a sb 6b SSreadsoneadviceon howto adaptyourlanguage and presentation styleto ensuresuccess whenspeakingtoan international audience, @ vocabugff!ffi 55 lookat sometipsforgivingpresentationg to International anduserelatedvocabulary in context. audiences @ I Dothe exerciseas a quick-firewhole-classactivity,then discussthetiDswiththewholeclass. tvisualaids2script 3handout4pace 5delivery 6 rephrase7 gestures 8 greet Rowis notused. 55 discussthe practical aspects ofa presentatlon. @ 6 Get55 to discusstheiranswers in pairsor threes.Goround the room,helpingwherenecessary withvocabulary. o As a lead-into the atticleon Hownot to soundlike a fool, ask55 whethertheyhaveeverbeenin a situationwhere theyfeltembarrassed abouttheirEnglish. lf 55 arenotvery givean exampleofwhenyoufelt forthcoming, embarrassed aboutspeaking in publicin a foreign language,Exptainthat nativespeakersmayalsosuffer fromfeelingembarrassed whenspeaking in theirown languagein public.Alternatively, ask SSwhethertheythink itt a goodideato useidiomatic or colloquial language presentations. whengivinginternational Don'trejectany ,uc ds dr uI5 5r d6E. @ AskSSto readthe questions andexplainthatthe ideais to scanthe articlequicklyfor thisinformation. Theyshoutd ignoreanywordsor phrasestheydon't knowat this stage and focuson the task.In orderto makethis a quicker readingexercise, seta timelimit.As a guideline, read throughthe textquickly, do the taskandtimeyourself. ThenaltowSSabouttwicethe timeyouneededto readand do the task- orobablv aboutfourorfiveminutes. o BeforeSSread,askthemto predictthe advicegivenin the articleaboutusingcolloquial language, idioms,ctich6s, slangor buzzwords. @ AskSSfor theirreactions to the articlebeforechecking the answers. Didtheypredictcorrectly? @ Gothroughthe answers withthe wholeclass. I I BeingInternational Youmayalsotell SSthey will be lookingat presentation introductionsand presentingcompanyinformationlater (UnitZ),aswellassummarising anddealingwithquestions (Unit10).lf 55 are particularlyinterestedin givingtheir own presentations in classduringthe course,you maywish to dealwith thesesectionsat an earlierstage. Suggestedanswers t lt! very colloquial,andthe writer usesit to illustratethe pointthat manypeoplein an international audience wouldn'tunderstandit. 2 Suggestedrewording, Wercally apprcciote the oppoftunity to talk to you, our colleaguesfrom lapon. Wehovesome new ideos we wont to discusswith you which we thinkyou will be very impressedby. 3 Theway you giveyour presentation. 4 Simplifoingthe languagefor a non-nativeEnglish speaker(paragraph6) andsuggestinga colleague reducehis talk (paragraph9). The Departmentof Commerce, embassies,local 5 publications, businesspeoplewith relevantexperience, organisations specialisingin internationalmeetings, managers of international hotelchains. 6 Makesureyou understand the questionandbe patient if it takesa whilefor the audience to comDrehend Vour message. lf 55 are keento practisegivingpresentations, tellthem that at an appropriatestagein the coursethey will needto preparea four-or five-minutepresentation,or the start ofa presentation, on a topic oftheir choice.For55 with little or no experienceofgiving presentations, suggestthey use themselvesas the topic.Otherpossibtepresentationideas are:explainingthecompanyor organisationwherethey work or study,their produclor service,or a specialinterest. Encourage SSto varythe seatingarrangements, usevisual aids (PowerPoint/transparencies and/or handouts)and experimentwith differentwaysofstarting a presentation, suchas with surprisingfactsor figures,a ioke or an anecdote. Record theirpresentations on video,making noteson five or six languagepoints,Givefeedbackafter praisinggoodexamplesof presentation the presentations, languageused,reviewingshort sectionsofthe recorded video.SSwho listenshouldtake notesandwrite downany relevantquestionsfor the speaker.Ask SSto evaluatetheir own presentations and say howtheywould improvethem. youreyes,nodding your Yawning, closing orshaking head,frowning, smiling,waving, staring. o AskSSfollow-upquestions aboutgivingandattending presentationsin Engtish.Howdo they (or wouldthey) rehearsetheir presentation? Howmuchtime do they think (Someexperts is necessary to preparea presentation? recommenduDto ten hoursfor a 2o-minuteformal presentationJDo they prefernativespeakersto simpliry their Englishin presentations or usemoreidiomatic languagethat is moreadvancedor'authentic'?Whatkind of presentations, speakersor accentsdo theyfind the most difficultto follow? MakesureSSare givensufficienttime and noticeto prepatetheir talks beforespeakingin pubtic.SSwho do not knorveachotherverywell maybe retuctantto speakin publiceartyin the courseand/or reluctantto givefeedback on eachothersoresentations. G^^ro, ) ,"1"r"nce: Businessidioms pa1e 7tB o Thereis a furtheropportunity to practise business idioms in theGrammar reference section. SS look at somecommonbusinessidioms, rb 2a 3b 4b 5a 6b tb (c ) Get55 to readthe articLe again,explaining thatthe paragraphs arenumbered. lfa 5S asksa question, throwit opento the wholeclasstofindout ifsomeonecanprovide an explanationbeforeansweringit yourself. o o ExDlainthis is an exerciseon transformations with vocabularyrelatedto presentations andthat SScanonly usea maximumoffive wordsfor eachgap.Gothroughthe examplewith the wholeclass.AskSSfor the answerto item 2, then get themto do the restofthe exercise individually. SScompare in pairs,thengo throughthe answerswith the wholeclass. lfyou are shortof time, dividethe classinto pairsand ask SSA to find items1-4 Oaragraphs1-4),and 55 B, items 5-8 (paragraphs 4-1t. SSthen exchangeanswers. Gothroughthe answerswith the wholectass. l Thestakescanbe high (andthe pitfallsmany) 2 (a) riskybusiness 3 set the stagefor 4 futlblown 5 headdownthe wrongtrack 6Tap into 7 informationoverload 8 can'tfigure(you)out a lf SSare interestedin findingout more,givethemthe detailsofthe titles in the Readon section(page9) andTom Leech'swebsite,www.winning-presentations.com 8a | (example) 2 give(us)a simpleexplanation 3 4 5 6 7 8 made(the)ar.angements for provideda summaryof someonewho/that specialisesin to bringthe seminarto opento (mis)interpretation makeanyassumptions r BeinginternationatI Otherposslblequestions Whereareyoufrom?Howlonghaveyoulivedthere? Howlonghaveyoubeenworkingfur --./wo*ing os.../ livinghere/comingto thisevent? Couldyourecommend a nicercstaumnt(neorhere)? joumey/trip your Howwos to theoffice/event/this city? 55 dlscusstipsfor communicatlngwlth peopteth€y don't kno$ or don't know rrerywell; listen to some delegat€s meetlng for the first time and nirtworking at a conference; introduce themselves to another participant at an intemationalconference. a Youmayliketo usethisquoteon communication asa warmer: 'Goodcommunicationis os stimulating os black coffee and just as had to sleep after' AnneMorrowLindbergh, writerandaviationpioneer (1906-2ool) 6) As a lead-into the section, askSSr Whotdo you understand by the tem 'networking'? Whendo you network?Where? Whowith? ln what situations have you/do you netwo* in English? Do you enjoynetworking?Vhy(not)?Howis it useful? o Get5S to lookat thetips individually. c Gothroughreactionswith the wholeclass. @ 6 Ask5S ifthey would usequestionslike Hownuch do you earn?ot Do you come herc often?Why (not)'! Ask55 to lookthroughthe questionsindividuallyfirst and add someof their own. GetSSto comparetheir answersin pairsor threes.This way,if SSonlythinkofa fewoftheirownquestions, they canadd thoseofother SSto their list. questions quicklywiththewhole Gothroughthe additional class.ss's answerswillvary dependingon their culture, guestions Suggested for networklng Whatdoyoulikemostaboutqivingin .../yourjob /this even0? What'syouropinionon (thisrestaurantrtventlflace)? Whatdo yourecommend ldo/see(inyoul town/country/region)? Allareexamples of neutral andopenquestions. your What\ the weatherlike in country/city/region at the moment? Whatdoyouthinkofthenewboss? What\ thepoliticalsituotionin yourcountry/cityhegion at themoment? question Thefirstoneis anacceptable fortheBritish,but possibly a non-starter inothercultures. Theabovequestions maybeacceptable in somecultures, butnotin others. questions Unsuitable for n€tworking Howmuchdo youearn? Maybeappropriate in IndiaandotherAsiancountries, but notAnglo-American andEuropean countries. Doyoucomehereoften? Considered to bea clichdin English-speaking countries; alsoa yes-noquestion. @O * ' o ReferSSto the list. Playthe recordingonceand get thernto marktheiranswersindividuatty. Replay a secondtime if necessary. o Gothroughthe answers withthe wholecLass. Melanie Konrad y' r Askforconfirmation 2 Greet someone r' someone / t Compliment a compliment 4 Accept 5 Agreewithsomeone 6 Express interest / conversation 7 Referto a previous 8 Exchange business cards / a/ / 1/ 9 Referto futurecontact 10 Introduce someone to a usefulcontact Afterlistening,inviteSSto commenton James's interventionandwhy Melanieand Konradhadto stoptheir conversation. ReferSSto the audioscripton page162.Playtherecording a secondtime if necessarywhile55 readthe dialogue, underliningor notingthe expressionsusedfor the functions in the list.Pointout thattheseexpressions are importantandworth learningby heartfor situationsthat requirenetworking or socialEnglish. @ o Ask 55 what kind ofdifficultiesthey experiencewhen socialisingin Engtishin a professionalcontext,suchas an internationalconference. Askthemto brainstorrnother situations whentheymightgivesomeone theirbusiness card,for exampleat a business [unch,meeting, training courseor withthe passenger sittingnextto themon a flight. Explainthat they are goingto do a role-playas delegatesat an international conference. Theywillpractise startinga conversation andtryingtofindcommongroundwiththe otherdelegate, usingsomeofthe tips in Exercise A andthe questionsin the Usefullanguageboxon page10. Gothroughthe expressionsin the Usefu[languageboxon page11withthe wholeclass.Ask SSto highlightor underlineexpressions they find particutarlyuseful.Drill pronunciationof expressions, highlightingsentence stress and intonationon the board,ifnecessary. I 1 Beinginternationat DivideSSintopairs.55 A and55 B Lookat their corresponding informationon pages142and 49. Ask SSto take notesofany questionsthey mightasktheir partner beforethey start the role-play.ForSSwho knoweachother well, ask SSA to inventtheir name,company,job position and personalinterests.lf SSdo not knoweachothervery well. tell ss A to be themselves. $ lf peercorrectionis appropriatein your sefting,SSmay comparetheir repliesin pairsaftercompletingthetask. ls it the right length?Whatformalphrasesdid they both use? Whatcouldbe imDroved? good Gothroughfeedback withthe wholeclass,praising examples offormallanguage andstyleandpointingout fiveor sixareasthat needfurtherwork. Monitorand circulateroundthe classas SSdo the roleplays.Makea noteofSS who carryout the task successfully, any usefullanguageusedand five or six languagepointsfor correction,includingintonationand pronunciation. lf necessaryphotocopythe followingsampleanswer,or write it up on the board.Youmaychooseto elicita simitar modelfiom 55, writingit up on the boardsentenceby sentence,or gap-fillpartsofthe letter. AskSSwhat they found mostdifficultwhennetworkingin English.Givefeedbackto the wholeclass,praisingthose SSwho foundcommonground,remembered to exchange businesscardsand set up a futuremeetingsuccessfully. Sampleanswer DearMr McCarthy/ AndrewMcCarthy, Thankyoufor invitingmeto speakat the conference to be hostedby the Chamber ofCommerce in Edinburgh next month.I would be delightedto givea plenarytalk on the subiectof'Mergingcompanies: mergingcultures'and will sendyou my speakerproposalformshortly. In the meantime,couldyou pleaselet me knowhow long the talkneedsto be so that I canplanit accordingly? | wouldalso be gratefulifyou couldconfirmthe conference venue. I look forwardto receivingyour reply/ meetingyou at the conference. Bestregards, jaumeGrau BranchDirector Savings Bankof Girona,Edinburgh Askoneortwo ofthe pairsto actout partoftheir conversations again,bearingin mindthe previous feedback, Gothroughfeedbackwith the wholeclass,praising appropriatelanguagefor networkingand useofopen vs. closedquestions.Writeup any pointsthat needfurther nork on the board. SSlookata formale-mailandryrltea reply,acceptlngthe Invftatlon. @ @ As a tead-into this writingsection,ask SSwhat kind of formalcorrespondence 0ettersor e.mails)they generaLLy receiveor write.Ask SSin work what kind offormal correspondence they receivein English,ifany.Ask prervorkSSwhat recentwritingtasksthey havedonein English.NoterDo not spendtoo muchtime on discussing lessformalsituations,as Unit 2 dealswith writingeffective e-mails. . GetSSto readthe e-mailandunderline examples ofany formalor politelanguageused,e.g. l,y€are Miting to; subsequentlyarose; Wewould be honoured; extremely groteful; at your eorliest convenience;should you requirc. . Ask SSif theythink the peoplein the e.mailknoweach other or not. Oheyprobablydo, as the exprcssionsDeorMr Grauand Wamest regardsare usedJ . Explainthat althoughthis is an e-mail,it is a formal invitation froma Chamber ofCommerce. lt is similarin style and languageto a formalletter,with the exceptionperhaps ofthe ending.AskSShowthe correspondence mightendif it was a letter,not an e-mail.(A letterwould probablyend in YouRsincercly,but this is not usedin e-mails.) . SShaveto rvritea replyacceptingtheinvitationto speakat the conference, includingquestionsconcerningconference detailsand promisingtosenda proposalforthe talk. lt shouldbe formal-or at leastsemi-formalin style. . Circulate, monitorandhelpSSwhiletheywrite.Makea noteofany usefulexpressions usedon the board, writing Jitepage94 o Alternatively, dividethe classinto pairs.SSA acceptand 55 B dectinethe invitation.55 then readeachother's e-mailsandcomoare. t Earlyfinishersmaywrite a short replydecliningthe invitationpolitelyor rewritingthe invitationin a lessformal style.Thesewritingtaskscouldatsobe set for homework. ( 60) In In thlscasestudy,a non-gryernmental organlsatlon Amsterdamis trainingsomelodstics manag€nr to be relocatedto Indonesla.SSlook at the iob advert,erchange somenotesfromthecoutseon Int€rcultural tralnlngand networkdurlngthebreakwlthotherparticlpants, 55 abo wrltea replyto a formalInvltatlonto a dinnerheldat the Reglonal Governor's resldence ln lakarta. lf thisis thefirstcasestudyyouhavedonewiththeclass,be sureto prepare it carefully beforehand. Readtheinformation in theintroduction ofthisTeacherb Resource Book(pages 4-5). Inclass,payparticular attention to clearlybreaking down thecasestudyintothedifferenttasksandmakingsurethatSS understand andfollowthestructure ofwhatyouaredoing. There is noaudiousedinthiscasestudy. lt focuses mainlV onspeaking skills,although a writing taskisatsoincluded. r Beinginternatlonal I Background . . Get55 to focuson the photoof the lorry.As a lead-into the casestudy,ask SSthe followingquestions: Whatdo you understond by the tern 'NGO'? you arcfamiliorwithin your what aresomeofthe NGOS country? (not)? Wouldyou be interestedin workingfor an NGO?Why Readthe backgroundinformationaloud (orask a S to read it). Explainthat Logistaidis a fictitiousorganisation.Deal withanyotherquestions 55 mayhave. o Writethe headingsfrom the left-handcolumnofthe followingtableon the boardand elicit informationfrom 55 to complete the right-hand cotumn. Organisation Logistaid Purposeof organisation AnNG0thatprovides emergency assistance in more than80countries Basedin Amsterdam Training required Intercultural of training logisticians/logistics managers forrelocation to lndonesia Training company Centre forlntercultural Communication Purpose oftraining Helpmanagersto adaptto the newenvironmentand improve interactionin socialand workplacesettings Taskr € Ask55 whatthey think a logisticsmanagerdoes,then refer themto the job advertand askthemto checktheir answers.Get5S3 initialreactionto the iob positionand askthem ifthey would be interestedin apptyingfor it. o Gothroughthe answerswith the wholeclass. Suggested answers required: SkilLs andexperience leaderships skills,good English command of andanotherlanguage, witlingto travelandwork in a challenginginterculturalcontext, experiencein logisticsdesirablebut not essentiat, relevantexperiencein logistics,e.g.purchasing, transportanddistribution, maintenan€e aswellas general trainingandadministration and liaising/ co-ordinating. Possible candidates for the positionmayincludeanyof the foltowing: candidates witha willingness to traveland cultures, learnaboutother suitablevoluntary work experienceand a strongbackgroundin workingfor youngmanagerswith no famity similarorganisations, possibleprofilecouldbe an another commitments; olderpersonwho hasbeenmaderedundantand is lookingfor newchallenges. o Timepermitting,you mayask pre-workSSto write a formal letterofapplicationfor the job position,or set this as homeworkat the end ofthe class. Taskz @ ReferSSto the brochurefromthe Centreof Intercultural Communication on theirlnternational Relocation Programmes. AskSS: Whydo you think intercultural training would be importont fot monogersbeing rclocated to lndonesio? Whotdo you think this kind oftraining consistsof? lfappropriatefor SSin work,askthemifthey haveever doneanyintercultural trainingin theircompany or organisation. lfappropriate, askSSifthey haveeverbeen to Indonesia or South-East Asiaandwhattheythoughtof it. ForSSwho havenot beento the area,askthemto focus on the generaI ideaof relocation andgoingto workin a foreigncountry ratherthan Indonesiaspecificatly. Note:it is not necessary for 55 to haveknowledgeabout Indonesia in orderto completethe tasksin this casestudy. a GetSSto look at the InternationalRelocationProgrammes andaskthem: Whatis tulture shock'? Whatdo you think willbe the most difficult aspectofbeing relocatedto a country like lndonesia? o DivideSSintopairs.Explain thatin this role-play, theyare traineelogisticiansfor Logistaidin Amsterdamon their lunchbreakand that they eachhavesomenotesmissing andneedto swapinformation. Dealwithanyquestions the may have 55 beforethey beginthe task. o Circulate andmonitor,checking SSarecarrying out the task correctly,Makea note ofany usefullanguageused and pointsfor correctionfor laterfeedback. o After55 haveexchangedinformation,go throughthe pointsquicklywiththewholeclass.AskSShowtheyfeelat this stageas traineesbeforerelocation,for example nervous,excited,anxious,etc. Task3 o DivideSSintothreesandtell themtheywill be gettingto knowsomeofthe otherparticipants fromthe courseand thattheyhaveto findsomecommongroundduringthis networkingtask. a ReferSSto their role-playinformationin the Activityfile. Explainthat they alt havedifferentwork experienceand haveworkedin differentcountries,but they keeptheir own nationalityduringthe role-play. o Emphasise the importance of team-building andbuitding relationshipswith peoplefromthe course,as they willfeel very isolatedoncethey havebeenrelocatedto Indonesia andmaywantto keepin contactwiththe other participants. TellSStheymaybeworkingtogetherwiththe othercourseparticipants in the future,but this hasnot yet beenconfirmedbeforethey beginthe task. | 1 B€ingInternatlonal Circulateand monitor,checkingSSare compl€tingthe task correctly.Makea note of key languagebeingusedand pointsfor corection. Dealwithany basicerrorsafterthe role-playifnecessary.Dealtvithother points,suchas intonation in questions, duringfeedback whenSShave completedthe casestudy. Alternatively, the rote-playcardsin Task3 canbe omittedif SSdo not knoweachotherverywelhthey canthen carry out the task as themselves,so that the task becomesan authenticone. Writing a TellSSthat threemonthshavenow passedslncetheywere retocated.Askthemto imaginehow theythink the experiencehasgone,for exampleadaptingto cultural differences,difficultiesat work, missingfamilyand friends. o GetSSto focuson the photoon page13.Askthem what theythink it is. TetlSSthey havereceiveda dinner invitationfromthe RegionalGovernorofJakarta,and it is importanttheyattendas a public-relations exercise. Explain theyhaverecently foundout thatoneoftheir colleagues, whomtheymeton thetrainingcoursein Amsterdam,willalso be joiningthem soon,and theywould preferto attendthe dinnerwitha colleague.Explainthat althoughthey are working'inthe field'as representatives of Logistaid,they would occasionallybe expectedto attend this kind of formaIevent. AskSSto readthe letteranddeal with anyquestionsthey may nave. SSwrite a short,formalreplyof no morethan 1oowords, acceptingthe invitation andmentioningthe nameoftheir €otleague, takingcareto word their requestpolitely.TellSS it is bestto addressa personofauthority usinghis/het officiattitle. Refer55 to the exDressions usedin the Businessskillssectionfor writingformalcorrespondence. Thistask maybe set as homeworkor an out.of'class activitv. ) *,,,,,ntr,",.r" ,ro Circulate andmonitor,checking SSarecompletingthe task correctly. Forearlyfinishers,or as an extraactivity,divideSSinto pairsor groupsofthree.Tellthemthey are norvat the dinnerin lakarta.Twoofthe SSare reDresentatives ftom Logistaidand one is the RegionalGovernorofJakarta.Give moreconfidentSSthe roleofthe governor.Explainthey haveto talk for five minutesbeforedinnerand find some commonground.Alternatively, with SSthat don't know eachotherverywell, ask SSto givea short presentationon theircompany and/ortheiriob. Feed back a WhenSShavefinishedthewritingtask,bringthewhole classto order. pointsandworkonfiveor six a Praise thestronglanguage pointsthatneedimprovement, in relationto especially ground, languag€ usedfornetworking, findingcommon openandctosedquestions andintonation in questions. a Askoneor twogroupsto saywhathappened in their groupsandwhattheydiscovered abouttheother participants. o tuk oneor two55 to readouttheirreplyto theinvitation or,ifappropriate, askpairsofSSto readeachother! and comment onanydifferences in language used. Alternatively, andifshortoftime,collectthewritingtask andgothrough writing errors atthebeginning ofthenext class, rtol a Gothroughtheinformatlon in theCourse Bookwith yourstudent.Explain InTasks 2 and3, anydifficulties. youandyourstudent areparticipants onthetraining coursefor logisticians. InTask3, choose onlyt$/oofthe role-play cards,A andB.Don'tdominate the conversation in thistask,butsayenoughto keepit goingandallowyourstudentto askandanswer questions. a Atthesam€time,monitorthelanguage thatyour studentis using.Notedownanygoodexamples of [anguage andpointsthatneedcorrection or improvement. Comebackto theselater,afterthe studenthascompleted Task3. a Praise anygoodexamples of language usedandgoover pronunciation. anyerrors,including ThenrepeatTask 3, swapping roles,ortakingrolesA or BandC,Record the secondrole-play ifpossible.lfthe studentis reluctant to dothewritingtask,explalnit is veryshortor dothe additionaL role-play for at thedinner asrecommended earlyfinishers. Gothroughfeedback withthestudent afterthefinaltask. 1 BeinginternationatI L Trainin Lesson r: llstenlnganddlscusslon (pages r4-r5) Eachlessonis obout 60-25minutes.Thistime doesnot include odministration and time spentgoingthrough homewo* in any lessons, qrsswork - Cours€Book Furth.rwort DiscussionrTral!!ilg SSdiscusstheirexperiences of trainingcourses, different learning stylesandwhattheyknowaboutcoaching and mentoring. PracticeFlle Wordpower(pagesro-u) Listening:Int€rviewwith a tnlnlng consultant A trainingconsultant talksaboutthe purposeofsomeofthe trainingactivities shedoesandthe aimsof coaching and mentonngprogrammes. Vocabulary:Companytraining 5S learnsomekeytrainingwordsandexpressions andusethem rn context. Discussion:Tvpe! eltlainjlg SSdiscusstrainingcourses, theirviewson mentoring and c o a c h i nagn dth e i rfu tu retrai ni ng pl ans. L€sson2: Readlngand languag€ (pages16-12) Each lessonis about 60-ZS ninutes. Discussion:Online[qajo!!g SSdiscusstheirviewson e,learning, otherlearning stylesand onlineMBAs. Reading. Timeto breok out lrom compus SSreadan articleaboutUniversitas 21Global, an online universily offeringan MBAprogramme. LanguagerevieyvrMultiwordverbs SSlookat multiword verbsrelatedto education andtrainine. Lssson3: Busln€ssskllls (pages18-19) Eachlessonis about 75jo minutes. Tel€phone strategles: clariryingandconfirming SSlistento twotelephone conversations wherepeople needto clarihr andconfirm informatjon. Writing:E-mails SSlookattipsforwriting e-mails, analyse somesample e-mails andpractise wrjting e-mails in moreandlessformalstvles. Lesson 4: Casestudy (pages 2o-21) Eachlessonis about 75-9oninutes. Tralnt|galSrnileco A leadingconfectionery company, basedin the UK,hasrecenflv boughtout a rivalcompany. Thereis nowa needto retrainall the salesforceto updatetheirskillsandinstila senseof teamspirit. Themanagement teamalsowantto rollout a newmarket information-gathering system. Textbank (TRBpages160-163) Grammarreferenceand practice (CBpage119) Practicefite Textandgrammar(pages 12-B) Resourcebank (TRBpage219) lryritingfile (CBpager;5) Pndice file Skillsandpronunciation (pages14-15) Writing flle (CBpage135) Fora fastroutethroughthe unit,focusingmainlyonspeaking skilts,iustusetheunderlined sections. Forone-to'one situations, mostpartsofthe unitlendthcmsetves, with minimatadaptation, to usewithindlviduat students. Wherethisis notthecase,alternative procedures aregiven. 2 TrainingI Mostcompaniesrecognisethe benefitsoftraining employees.lt cangivea companya comPetftiveedgq by increasingprofits,productivity,creativity,staff motivationand customersatisfaction.Thekey liesin developing an effedive tralnlngstratetryfor a businesswhichidentifiesthe skllls and knowtedgethe companyneedsto achieveits aims,the skillsand knowledgeemployeesalreadyhaveand,from that, the skills gaps to be filted. reluctanttospendmoneyandtimeon trainingbecause ofthe aresometimes 0rganisations andmanagers short-termcosts,the lackofa tangiblereturnon investmentandthe possibilitythat staff might leavefor evenwhena company betteriobs or competitorsmight poachtheir highlytrainedemployees.Furthermore, hasa trainingevaluatlonproces6,it is oftendifficultto assessthe benefitsof certaintypesofsoft-skllls leadeGhlpskills, team bulldlng andconf,ictmanagement. trainingsuchas efr€ctlvecommunication, Trainingcan be donefor manyreasonsand take manyforms,As patt ofa pefolmance appraisalscheme,a and recommendtraining.Thecompany managermayidentifoareaswherean employeeis underperforming mayhavea careeror professlonaldevelopmentprogrammefor its staffand managers.Theremayalso be a specificrequirementfor all staffto tearna newschemeand to developcertaincomputerllteracyskills as welt astechnicaland behaylouralcompetences. Althoughmostemphasisis placedon formaltralnlng,peopleoften learnmostaboutthek iobs through informalon-th€-lobtralnln& suchas readingsetf-studybooksand instructionalmanuals,talkingto their of or overlunch.Theimportance managers, dealingwithclientsandchattingwithpeersby the coffeemachine thatonlytakesplacein a in the beliefthattrainingis something thisInformaltralnlnt is oftenoverlooked classroom. form with specificlestnlng oblectlves.lt couLdbe in the form of Formaltrainingtakesa pre-determined presentationsor demos.lt canbe provided universityor collegecourses,workshops,seminars,conferences, by an In-houseexpert,but increasinglybusinessesareturningto specialisedextelnal consultantsandtraining providers.Theprogrammes they offer may be tailor-madefor the businessor boughtoffthe shelf. Courses maybe Intenslveor extenslveand be held onslteor offslte.Manycompaniesalso usethe cascadetralnlng modelto maximisethe benefitsfrom training. tu informationand computertechnologyhasdeveloped,it hasbecomepossibleto offerdlstancelearning coursesto businessvia the Internet.Someofthe advantagesofthis modelarethat employeescan havemore flexibilityand controlovertheir trainingprogramme,and it is generallymoreeconomicalfor companies. However,not allcoursesare suitedto the e-leamingformat,and itb also importantto bearin mindthe preferences and l€arnlngsgles ofemployees-lt seemslikelythat blendedleaming,combiningface-to-fac€ ctasseswith onlln€ meterlals,may becomea popularmodelfor businesstrainingin the future. Nowadaysmentorlngandcoachlngare popularformsof informal,personaldevelopmentin business, particularlyfor seniorexecutives. Thetwo areverysimilar,but in general,coachinglastsfor a set periodof meaning'atrustedfriend,counsellor or teacher'. time.ThewordmentorcomesfromGreekmythology, managersto be pairedwith a Mentorlngprogrammestend to be longterm andthey allow new,inexperienced person,who is not their directboss.The mentoroffers'a friendlyear' and adviceas the moreexperienced progresses newcomer in her/hiscareer. In the past,manycompaniescouldoffer an employeea iob for llfe. ln today'srapidtychangingworld, individuals,as well as companies,areawareofthe needfor contlnuousand self-dlrectedlearnlngthroughout one'slifetime.Moreand morepeopleare nowtakingmoreresponsibilityfol planningtheir owncareerpaths. In-workstudentswill be ableto talk aboutthe trainingstrategyoftheir companyand othercompaniesthey mayknowor haveworkedfor. Pre-workstudentswill haveexperienceoftrainingfrom schoolanduniversity. All Theycanalsotalk aboutthe companiesthey knowthat havea goodreputationfor trainingprogrammes. lifeskills,suchastimemanagement. students will havegeneralworld experience oflearningall-purpose P.NickBlanchard, JamesW.ThackerandAn&ew Slul'; Effectivetruining- systems,strategiesand practices, Prentice Hall,2oo3 MarciaL.conner:learn morenow - 10simple stepsto learningbetter,smatter,ond fasfeliWiley,2oo4 DavidKayand RogerHinds,A practicalguide to mentoring,HowToBooks,2oo4 HenryMintzberg:/Vdnagersnot MBAS:o hard look at the soft prccticeof managingand nanogement 2oo5 developme nt, Berrett-Koehler, SuzanneSkimngtonand PerryZeus:Ihe completeguide to coachingat work,Mcc.aw-HillEducation,2ooo l@ o Pearson Education Limited zoo6 l 2 Tra ining AskSSto brainstorm allthe learning situations they've beenin as a childandadult.Seta three-minute timelimit for this activity.To makesure55 understandwhat they haveto do, elicit or givetheman example,e.g.learningto tie yourshoelaces, swim,ridea bicycle, cook,drivea car, etc.WriteSS! ideasup on the board.Thenask55 to work in groupsofthreeor fourto discusswhattheyremember aboutanyoftheselearning experiences, whotaughtthem, howthey felt and how they weretaught. SSllstento Rosasoler,a traininganddevelopment consultant bas€din Barcelona, spain,whoworkswith multinationals, localcompanies anduniversities. Inth€ first partofthe interview, shetalk abouthercompany and describes someofthetralnlngactivitiesshedoes,In the secondpartofthe intervle$shetalksaboutthedifferences progammes. between coaching andmentoring @O,.' GetSSto focuson the photoof Rosa,thento workin pairs andlookthroughthesentences. Explain anydifficutt vocabulary andaskSSto try to predictthe missing information. @ TellSStheywill be lookingat differenttypesof trainingand orofessional develooment. panelatthe beginning @ Gothroughthe overview of the unit, pointingoutthesections that55 willbe lookingat. o Plavthe first oart of the interview, a Get55 to checkanswersin pairs,then playthe recording Quotation again,stoppingin sections to aLlowSStimeto writeif necessary. Replay anydifficultsections a thirdtimeif neceSsary @ Ask55 whatthe quotemeansandwhattheythinkof it. @ AskSSifthey havetheyeverhada mediocre/good/ superior/great teacher. 55 maynot feelcomfortable being negative,so leaveout the questionaboutthe mediocre teacherifyou thinkit is inappropriate. Whowerethese teachers andwhatmadethemmediocre/good/superior/ great? 5S checktheiranswers in smallgroups.Circulate anddeal queries withany theyhave.lfyou canseethataltSShave youmaydecidenot to go th.oughall the correctanswers, the answersin openclass,simplyconfirmfor theclassthat everyone hasthe correctanswers anddealwiththe problemquestions. Thissavesclasstime. analysing/assessing/evaluating/observing; training (programmes) 2 bridge-building; interpersonal leadership; prioritise; management skills; copeunderpressure 3 coaching; mentoring 4 55 discusstheir experlencesoftraining courses,different learningstylesand what they knowaboutcoachingand mentoring. @ @ 55 workin pairsto discussthe fourquestions. Seta threeminutetime limitfor this.Thengetfeedback asa whole ctass.HelpSSwiththe namesof differenttypesoftraining coursesin English.55 wiLlprobablysaythat the learning stylesthey prefermaydependon what theyare learningelicitsomeexamples. lt isn'tnecessary to spendmuchtime contrasting face-to-face withonlinelearning, asthis subiectcomesup in the secondlesson.Forquestion3, ask SSiftheycanprioritise the qualitiestheyhavelisted.Adda few morequalitiesif SShaven'tmentionedthem,e.g.have a goodsenseof humour, andask55 for theirviews.55 will havesomeideasalreadyaboutmentoring andcoaching; if not,givethemthe sectionin the Business brief(seepage 19)as a shortintroduction. lt is not necessary to spendtoo longon this,as it formspartof the [istening section, @ Q,." @ GetSSto readthe statementsand predictif the answe.s are true or false. o Playthe secondpartso theycanchecktheirpredictions. Ask55 ifthey needto listenagainandplaythe secondpart againif required. z TrainingI 1 True 2 False 3 True A False 5 True : 5 True Basically,when you coochpeople, you improveon their skillsso thatthey condo a betterjob ... Theseskilb moyincludemony businessmonogementskills,suchas negotiating, tine managenent, preparing meetingsandpresentationsot organisation. But coachingisn't only for managers. Anyonein a companymight do thissott of programme. ... they are long-term coreerproqrommes which are speciolly designedfor a selectfew in multinationals. Thementoring progrummeis in fact only poft ofa bigger picturc becousethe porticipant, or mentee,moy probably be attendingothertruiningondpersonal developmentprogrunmes. ot he or she might be studyingforon MBA ..-butthe mentorcannotbe the mentee's direct manageror boss. Usuolly the mentor is soneone who is high up in the compony, who hasa lot ofexperienceand know-how... It hasto be someonewho canbe objectiveif the menteehasa problemat workorcomes 55 dlscuss trainingcourses, theirviewson mertorlngand coachingand theirfuturetralnlngplans. foradvice. Theyinvest a lot of time and energy; it3 very difficult to frnd the right peson. @ Youmaywantto referSSto the audioscripton page163. It's oftenvery usefulfor 55 to listenand readthe audio script.Youmaywantto iust listento onepartofthe interview again,depending on the timeavailabLe andsS's needs.Thenask SSto pickout a languagearea,suchas ten wordsrelatingtotrainingor somemultiwordverbs (e-g.end up beingmanogers,comeup with solutions). However, don't spendtoo longgoingoverthe audioscript in detail. 55 learnsomekeytrainingwordsandexpressions anduse themin context. @-@ € Explainthe tasksand get SSto work in pairson them. correctany € Goroundthe roomand helpwherenecessary. misspellingof words. Withthewholeclassgo throughthe answers. Drill pronunciationofdifficult words(e.g.coach,evaluotion, mentoring,consultant,oppraisal,participonf)and hightight word stresson the board.Note:mentoreeis also sometimesused.insteadof mentee. D 2 coaching; coach 3 evaluation4 mentor; mentoring consultant6 assess; 5 consulting/consultancy; assessor7 appraise; appraisal8 instruct;instructor participant 9 participate; E r training 2 assessment 3 training/coaching participants instruction(s) 6 mentor 4 5 8 appraisal 7 assess/evaluate o @ GetSSto discussthe fourquestions in pairs. @ Withthe whoteclass.askSSto reDortbackon theirviews and futuretrainingplans. SSdlscusstheirviewsone{eamin&otherleamlngstyles andonlinel/lBAs, @ Thissectionreturnsto the conceptsofface-to-faceand onlineor e-learning introduced in the firstlesson.lt introduces the ideaof blendedtearning, whichcombines youmightwant the two.Beforediscussing the questions, to askifany 55 arealreadystudyingfor an MAor an MBA or are planningto do so in the future.Ohisfollowsup from the discussion in the lastclass)lftheyare,askthemmore questionsaboutthe course(s):methodof instruction,why they chosethat course,how long it is, what the course requirements are,whatarethe advantages ofhavingan MA/MBA,etc,lt maynot be appropriateto ask about coursefees. @ ReferSSto the threequestions anddealwithanyproblem words.Thenask the 55 to work in groupsofthree or four to discussthe questions. As feedback, askeachgroupin turn to giveyou an advantageofdoing an MBAonline,andwrite eachnewsuggestion on the boardso thatthe groupscan B. compare theirideasandtheyareprepared for Exercise youcould @ lf youthinkyourSSwilLappreciate the humour, teltthemthisjokeandthen,on a moreseriousnote,ask themwhat they seethemselvesdoingin five years'time. Manager: Whatdo you see yourselfdoing in five yeaE' time? Employee:ldon't know.ThelV guide onlygoes up to the end of the week. SS readan article about Unlversltas2r Global,an online universityofferlngan MBAprogramme. l: Training @ € Onceyou havethe list of advantageson the board,refer55 to the articleand ask themto find the advantagesofonline MBAsmentionedin the text. ExDlainthat the idea is to scan Tellthess the articlequicklyfor thisspecificinformation. theydon't thattheyshouldignoreanywordsor phrases knowat thisstageandfocuson thetask.In orderto make thisa quickerreadingexercise, seta timelimit.As a guideline, readthroughthetextquickly, do the taskand time yoursell Thenallowyour SSabouttwicethe time you neededto readand do the task.SSwill Drobablvneed aboutfour or five minutes. e Ask SS,in pairs,to comparetheir list of advantagesand alsoto compareit with their list on the board.Whatpoints hadthey madethat werenot in the text andviceversa, Discussthe answerswith the wholeclass. o Askthem for their initial reactionsto the Dointsmadein the article.Dothey agreeor disagreewith the advantages mentioned? Arethereanydisadvantages they canthink of now after readingthe article? Schoolof TheMBAdirectorat the Brisbane Graduate BusinesssaysE{earring is engaging,authentic (paragraphz) - althoughthis is debatable,it maybe moremotivatingfor certainstudents,andthe useof newtechnologiesmakesit appearmoreup-to-datethan traditionalclassroommethods. Moreaccessible/ lesselitist than other MBtu: /t also aims to break awayfron the elitist modelofhigher education by making teftiory education occessibleto more people. (pangraph 3) An online courseis more democratic,everybodyhas a voice, whereyou don't haveiust yourtypical Anglo' saxon who is loud ond talks more,'says Mr Williams. (paragraph atthoughit! d Thisagainis debatable, possible thatstudentswho maysit quietlyin a classwill contribute rnorereadilyto an onlinediscussion. 2l Globalsoys lt's cheaperthan othet MBAS.Univercitas that it is offering an alternative route fot students in Asia, who connot afford to pay for higher educationor travel to the US,UKor Austrouo.Tomake its online MBA progrommeafiordoble, the institute chorgesvarying tuition fees, depending on where the students come fum. ban{aph s) olderworkingstudentscansavetimet...fiexibilityof bothtimeandcuriculum,offerso hugeincentivefor (paragraph g professionols. workin 7) (9 o Get5S to readthroughthe summaryof the articlefirst to question, lfsomeoneasksa vocabulary checkvocabulary. throw it opento the wholeclassto find out ifsomeoneelse canprovidean explanation.lf not, explainwherenecessary. e SSreadthe text againand completethe summary individually.Circulateand checkanswers,clari! any doubtsand confirmcorreclanswers. SScompareanswersin pairs.lfthey needextrahelp,put the missingwords on the boardwitha fewdistractors and get SSto chooseanswersfrom there. lfnecessaMcheckanswerswith the wholeclass.lf not, then confirmthat SShavecompletedthe summary correcltv, Discuss SS! reactions to the information againas a whole classandaska fewmoregeneraldiscussion and comorehension ouestions: Whydo you think Universitaszt GlobalMBA is popular in /ndrr?(Education is highly-valued anda levellerin a society with a castesvstemJ Whyis it difficult forthe university to break into the Chinesemorket?Ghegovernmentis still decidingwhether to giveapprovaland alsothe courseonlycosts25%ofa face-to-face MBAcoursein China,so there mavbe resistant from Chineseuniversities) Whotis the typical prcfile ofo student studying ot o'bricks and mottar' unive6v How is the student profile at 2l Globaldifferentand why?(University ss are Universitos usuallyyoungandsingle.Thisonlineuniversity!55 are - presumably married, workingprofessionals because they haven'tgot the time duringthe dayto attendface-to-face preferring classes, to studyat homeat nightsand weekends.) Do you think Univesitas21GIobal\pricingpolicyis workoble? Whatwould Universitas2l Globalhave to do to becomea recognisedbmnd in your country? How do people poy fortheh educotionin your country? Whotis being donertan be done to help people who con't afford to pay for higher educotionin your country? Alternatively, if you are shortoftime, or SSdon't want to readthe wholearticleagainin orderto complete the summary,then write the iumbledanswerson the board atongwith a few distractorsand get SSto completethe summary usingthewordsyou havegiventhem. 2 universities3 (tuition)fees I online/international abroad education/fees 6 market 4 5 recognised/accepted 8 mature/senior Z @ o Explainthat the paragraphsin the articlea/e numberedand is. showSSwherethe numbering Dothe first itemtogetheras a wholeclass.Thenask 5S to They workin pairsto findthe otherwordsandexpressions. mayfindtheycando someoftheseitemswithoutreferring to backto the text,buttheyshouldlookat the paragraph checktheiranswers. Circulate andconfirmanswers or indicatein which sentencea word or expressionoccurswhereSSare having difflculties.Getearlyfinishersto comparetheir answers with anotherDair. 2 TrainingI Asfurtherpractice, tellSSto workin paksto writeslx sentences oftheirownusingthesemultiword verbs. Alternativety, askSSto workin pairs.Theywritegap-fill sentences forthreeofthe multiword verbsfromthe exercise andpassthemto anotherpairtocomptete, Doan example onthe boardto makeit clearwhattheyhaveto do,e.g.I'll haveto studythisweekend to ..,..,.,,myMBA coursework- a lf necessarycheckanswerswith the wholeclass.lf not, then confirmthat SShavecompletedthe summary correctly.lfyou'd like to offerfurther practice,askSS, individually,to write true exampleSentences about themselvesusingsomeofthese words,e,g.post, degree. Also,drillthepronunciation ofany newwordsthatSS mightliketo haveas partoftheiractivevocabulary professor3 tapinto r tertiaryinstitutes 2 (associate) 4 degreeconferred5 criticalmass 6 bricks-and-mortar universities Grammo, ,"lerence:Multiwordverbspagen9 Q a Refer55 to theGrammar reference forfurtherinformation andanotherDractice exercise, SStookat nultlwordverbsrelatedto education andtrainlng, @ 1 breaking awayfrom 2 fallenbehind with 3catchup 4lookinto 5droppedout6putherthrough Tcoping with 8 followedup a As a lead-into this tanguagereviewsection,referSSto paragraph3 ofthe articleand askthemto find examplesof two multiwordverbs(tapinto andbrcakawayfton).fhe meaningoftop into utasalreadyexploredin ExerciseD. Nowask 55 to try to work out the meaningof breakaway Fom in the contextgiven. Put55 in pairsto do the samewiththe sentences in ExerciseE.Notethat sentence2 is breakawayfrom. Point out that thereis morethan one multiwordverbin sentence 6. Circulateand helpwherenecessary. @ a 55 to do the gap-fillexercisein pairs.Circulateand helpas necessary. o Gothroughthe answers withthe wholeclass. o Discuss SS'sviewson the article. thype(it)up 2bringin 3setup 4getto 5think ahead 6 Duton GothroughSS'sideaswith the wholeclass,askingeach pairto givetheir exptanations ofthe meaningsand find out ifthe restofthe classagrees. you canusethesesynonymsto confirmSS Alternatively, answersor givethem to 55 to matchwith the multiword verbsafter they haveidentifiedthem in the sentences. 1 stop doingsomething,suchas a course,beforeyou havecompletelyfinished 2 leave/ escapeftom 3 divideinto separatepartsto analyseit 4 payfor someoneto studya course investigate failto do something by thetimethatwasexpected 62 do something that needsto be done,butwhichyoudid not havetime to do before. 7 willdropout = willleavebeforethecoursefinishes 2 brcl<e owoyfrcm: stoppeddoingor gaveup (something mainstream) t breoklngit down- makingit clear/ summarising through= makingits employees 4 pufrlng its employees studyordo or investigating 5 havebeenlooklngrinfo= researching 6 fellbehlndwith= couldn'tcomplete \ cotchlng up with= studyinghardfor/ makingthe sameprogress asothers 55 llstento twotelephone conv€rsatlons wherepeopleneed to clarlfyandconffrmlnformatlon. tryhatis staff indudion? programme A planned induction fornewstaffis a very partoftheemployment process. important ltt an opportunity to makenewemployees familiarwiththe procedures operating of thecompany. Theyshould also understand thecompany's business obiectives, andwhatit is tryingto achieve. A typicalprogramme mightincludea tourofthecompany facilities, dealingwithpapenvork such ascontracts andthestaffhandbook, a presentation about (e.9.thehistoryoftheorganisation thecompany anda description ofthecompany organigram), someinformation aboutthejob,hoursofwork,dresscodeandpersonal development withinthecompany, @ O".r'".+ o Ask5Sif theyknowwhat'staffinduction' involves. Youand theymayhavesomeanecdotes ofyour/theirown exDerience of staffinductions. lz Training lf SSdon'tknowwhata staffinductionprogramme is,tell themthe information on page23.55 canlistenandthen,in pairs,reconstruct verballywhattheyheard.Repeat the informationso SScanget moredetailsifnecessary. Discussthe reasonswhy companieshaveinduction programmes lfthereis andwhethertheyareworthwhile. getSSto designan induction timeandinterest, programme for theirowncompany or institution, if oneis not alreadyon offer. SSlistento the first phoneconversation and saywho the speakersare (e.9.a manager,a new memberofstaff, a receptionist,someonefromthe humanresources andwhatthe purposeofthe phonecallis. department) @ O''+ @ Ask55 to lookat the roombookingformandput the grid on the board.Explainthat they haveto listento the second conversation againand correctthe form,addinganyextra infotmation.Playthe recording.Allow55 time to compare ideasin pairs.Thencompletethe grid on the board,asking the SSfor the correctdetails. @ Ask55 to tistento the secondconversation and get them to findexamples ofcheckingand confirming. Wheredid the speakersusea) echoing/rephrasing, b) questionintonation or c) directquestions?lf necessary, 55 canalso readthe secondaudioscriDtto checktheiranswers. Checkanswersin pairs,thenconfirmthe information as a wholeclass.SScangiveanydetailstheyheard. € Repeatthis procedurewith the secondphonecall. e Withthewholeclass.askSSwhichcallsounded more formalandwhy. 1 In the firstconversation, the mainpurposeof Leoni is Taylor's caLltoMelVanDerHorstin HumanResources to find outwhere shehasto go to attendthe induction course.In the secondconversation, the receptionist, Pierre, callsMelto adviseherthatthemeetingroom hasbeendouble-booked andthatshehasto moveher inductionsession to anotherroom. 2 Thefirst conversation betweenMelVanDerHorstand is moreformalthanMell conversation with LeoniTavlor the receptionist,Pierre.Thatb becauseMel and Pierre are clearlywork colleagueswho knoweachother quite nevermet,so they wel[.MelandLeonihaveapparently aremoreDoliteandformalwitheachother, @ C),.r @ Checkthe vocabuLary with 55, particularitemsa-c, and explainfunctionslike'echoing/rephrasing' if necessary. @ SSdo the exercisein pairsbeforelisteningto the first conversation againto checktheir answers, c Drillthepronunciation ofthe phrases that usequestioning intonation. @ ReferSSto the Usefullanguagebox,wherethere is a summary ofthe expressions used.Askthemif theycan thinkof anymoreexpressions thattheyusefor these purposes.Tryto sensitisethe SSto Englishsentence stress,linkingand intonation.Don'tget them to repeatall just one ortwo from eachsectionthat the expressions, might be difficultin termsof pronunciation(e,g.Wouldyou mind ...?ot CouldI askyou to ...?). @ Refer55 to the audioscripton page163andaskthemto practisethe dialoguein pairs,usingthe correctintonation whencheckingand confirminginformation. rb 2C 3b 4a 5 b p.m. Room a.m. 82 f11 Chairmant meeting 11- Staffinduction (for restofday) B3 f12 Staffinduction 2-4 Salesteammeeting Cr a 2-5 Interviewing Forfollow-uppractice,go to the Resourcebankon page 279. SSlookat tipsforwrltlnge-mails, anatyse somesample e-mailsandpractise wrltlngmoreandl€ssformale-mails. {D) @ AskSSto workin groupsofthreeor four.Startwitha discussion of SS'suseof e-mail.Whodo theywriteto?How oftendo they usee-mail?Doestheir writingstylevary accordingto the recipientofthe e-mail(howand why)?Do they everhaveto write in English?Howoftendo theywrite e-mailsin English andwhoto? @ CircuLate, monitorandassistwiththe discussions. Makea noteof anyusefulvocabulary SSuserelatingto thetopicof e"mail,andthreeor four commonerrorsfor correctionwith the wholegroup.Writetheseon the board,in two separate sections, whileSs arecompletingthe task.Earlierfinishers canbe referred to the boardto seeiftheyknowallthe wordsandifthev cancorrecttheerrors. o Gothroughthe languagepointsfor praiseand correction on the boardwith the wholeclass. a As a round-upofthe discussion,askSSwho writesthe moste-mailsin Englishin eachgroupand find out more detailsaboutthis. @ AskSSto workin the samegroupsof threeor four, Brainstormfive tips for writingeffectivee-mails.Tellalt 55 to write downthe tips as they will needto referto these later.Seta five-minutetime limit for this. Circulateand monitorwhat SSarewriting. o RegroupSS,so that they now havea partnerfrom a differentgroup.Getthem,in pairs,to compareideas, 2 Tralnlng I AskSSto readthetipsandseeiftheirideaswere mentioned. Gothroughanydifficultwordsandphrases(e.9. subjectline,headline,invertedpyramid,headings, proofread, recipient, on the receiving end)withthe whote class. In pairs,askSSto decideifthe e-mailsfollowthetips.What thingsare goodabouteache-mail?Whatcouldbe befter? It hasn'tbeenproofread:therearetwo spelling mistakes(1./'usl, sees/or)and a punctuationerror (Everyone). lt doesnot havea strongsubiectline.On the plusside,the sentences areshortandclear. Thise-mailisgenerally better.Thereareno proofreadingerrors,and it leavesa betterimpressionon the reader. Theonlyproblems arethatallthe information is in onelongparagraph whichcouldbe splitup.Also,essential information likethetimeand dateofsession1is missing. \9 ln pairs,SSlookat the e-mailsagain.As follow-up, askfor somemoreexamples offormalor informalopeners and closersin e-mails, SSmaymentionsomeofthe informal SMSabbreviations, whicharealsocreeping intoe-mails thesedays,e.g.CU2noro and TTFN. . Suggestedanswers E-mail2is moreformal. Moreformol D e a r,. . It is my understanding that... I suggestthat... Please confirmthat... Bestwishes Lessformol Hello that... Justa reminder seeyouthere Thanks All the best Otheropeners:Hi, 60od morning,Goodafternoon, Goodevening Otherclosingremarks:. Withbestrcgards,Speakto you soon,Byefor now, o a AskSSto workin pairsto writean c mailtogether. Refer backtothe teleDhone conversations in Exercise A. fukthem to predictwho mightsendan e-mailtowhomafterthese phonecalls,e.g.fromconversation 1,the HRmanager mightwrite to all new recruitsconfirmingdetailsaboutthe inductionday.Or,from conversation2, the receptionist mightwriteto the HRmanager to confirmthe newroom arrangements for the induction day.AskSSto chooseone ofthe Dossible scenarios andwritean e-mail. a Setout a templatefor an e-mailmessage on the board, similarto the oneson the page. ReferSSto the modele-mail in theWritingfite(CBpage 135).Gothroughthe featuresof a typicale-mailwith them. Circulate, monitorandhelp5S.Makea noteofany useful exoressions SSuseandDuttheseon the board. To helpSSbe moreawareofthe impacttheir e-mailshave on the reader,put eachpair ofSS with anotherpair.They exchangeand readeachothers'e-mails.lfthey spot any wordsand expressions they don't know,they canasktheir colleagues whowrotethee-mailaboutthe meaning. lf peer correction is appropriate in yoursetting,55 couldalsobe askedto proofread eachothers'writing taskandpointout anyspellingmistakeor grammaticalerror theyspot.Beon handto helpwith this, if necessarybut leavemostofthe feedbackand discussionto 55. lf necessarychangethe pairsaroundand repeatthe process. Gothroughanycommonerrorsandthe usefulvocabulary and phraseson the boardto roundoffthe activity. practice, lftheywouldlikeor needfurthere-mailwriting SS cando ExerciseFin classor as homework.Repeatthe oroceduresabove. A leadlngconfectlonery company, basedInthe UK,has r€centlyboughtouta rlvalcompany, Thereis now. needto retralnall thesalesforceto updatethehsklllsandlnstll8 senseof teamsplrft.Themanatem€nt teamalsowantto roll outa newnarketlnformatlon-gatherlng syst€m. Background o Get55 to studythebackground information intheCourse Book. a Writetheheadings ontheleft-hand sideof thetableand elicitinformation fromSSto complete theright-hand side. Company SmileCo Basedin UK Industry confectionery / fast-moving goods(FMCG) consumer Recent acquisition Reedley Combined salesteam over200 What! neededfrom the salesteam up-to-date / timelymarket information onthecompany and including rivalproducts, promotions, merchandising, number andtypeofcustomers andrivalsales-force activity Whythis information is important Sothat it canbe analysedfor planningpurposes. l: T raining ListeningQ 2.5 @ GetSSto readthe listeningtask.Askthemto try and predictwhatmightbewrongwiththe presentinformationgatheringsystem.55 maybe ableto predictfrom reading the backgroundthat the informationis not beingreceived on time or that new staff fromthe acquiredcompany haven'thadadequatetrainingwith the system,or that the systemitselfis antiquated.Don'trejectany ideasat this stageor givethe answersaway. Listen @ 5s listenand compareideasin pairs.lf necessary, points again.Gothrough with the wholeclass. e Discusstheir initial reactionsto the problem.Whatdo they why?Ohereis thinktakespriorityin termsoftrainingand no rightanswerto thisquestion. 55 mayor maynot reacha consensus.) Problemswith the salesteamt currentinformation gatheringsystemare: o lackofinformation andout-of-date information; @ staffcan'taffordto sDendtime in the office completing whattheyseeas a complicated database,so it just gets left; a internaltrainingfor the regionatmanagerswas inadequateand theyweren'tequippedto traintheir staff; @ salesteamfrom Reedleyhaveonly hadvery ad-hoc informaltrainingwiththe system. Solutions discussed: UseiPAQ,a sort of palmpilot whichthe salesteam coulduseto recorddetailsdirectlyin the shops.The via information is thenbe uploaded immediately modemfor anatvsis. Trainingneedsinitialtyidentify: @ Trainingforthe new|PAQsystemimplementation. Needto ensurethat the regionalmanagersbuy in. Kamalsuggeststhat they needto train staffup as quicklyas possible firm andthata consultancy shoulddo it. o Updating salesskills,e.g.customer awareness trainingto help salesstaff becomemore'pro-active' in their approachto selling. c Themergedteamsaren'tintegratingwell. lt could becomea Drobtemfor staff motivationand morale. Teambuildingis needed. TaskI € e Divide55 into two groups.Refereachgroupto a different rolecard:StudentAturnstopage43 andStudentB turns to page15o.Askthemto readanddealwithanyquestions thev have. Pakthe SSup with someonefromthe othergroupto do the role-play.sincethe role-playis in the form ofa phone call,it is usefutfor SSnot to sit facingeachother. @ Circulate andmonitorthe language theyuseduringthe Makea noteofany keylanguage role-play. usedandany commonerrorsfor correction. a Afterthediscussion, drawattentionto somekeylanguage Alsoworkonfiveor that5Susedcorrectly andgivepraise. vocabulary, sixpointsforcorrection, e.g.pronunciation, structuralerrors. Taskz o Revise someoftheexoressions 55 usedintheBusiness skillssection forclarifoing andconfirming information. pairs work roLes @ 55 in againandtakethesame asinthe previous role-play. StudentA turnsto pageq3 and StudentBturnsto page15o.Askthemto readandcheck theirrolecardsbeforestartingthetask. o Circulate andmonitor, checking thatSSarecompleting the taskcorrectlV. 1to 1 a lfthis is a one-to-oneclass,youtakethe roleof GeraldineParkerin Task1. Sincethe role-playis in the form of a phonecall,it is usefulnot to sit facingeach other.Thisavoidsvisualcluesandatsoallowsyouto take noteswithout distractingthe studentfrom the task. e Monitorthe languagethat you both use.Afterthe discussion,drawattentionto somekey languagethat yourstudentusedcorrectlyand givepraise.Alsowork on fiveor sixpointsfor correction, e,g.pronunciation, vocabulaMstructural errors. o lfthereis timeandinterest, do the role-play again,this time swappingroleso Repeatthe procedureforTask2. @ lt's alsowell worth recordingactivitiessuchas roleplays,summaries andpresentations witha one-to-one classfor intensivecorrectionwork from time to time. Reading Ask55 to readthetextaboutthetraining course runby Everly Consultants, Gooveranynewwords,e.g.setsoutto, makethemostof, salespitch,paidoff. Askthemto discuss whether theythinktheywouldliketo dothistypeoftrainingandexplain why(not)-tuk themto consider ifthistypeoftrainingwould begoodforthe Smileco salesteam.fihereis nocorrect answer to this question, butgiventheconversation 55 haveheard about outdated thiscourse skillsandtheneedforteambuilding, mightseemuseful) Task3 @ Put55 in groupsof threeor fourto discussthe questions. 0ne studentshouldbe appointed secretary to makea note ofthe decisionreachedand feedbackto the class.Another shouldchairthe discussionand makesureeveryone participatesandthat a consensusis reached.Seta 10-15minutetimelimitfor thistask.lf mostgroupsstillhaven't finishedthe discussion afterthistimelimit.allowthemto runon a few moreminutes,Remind anygroupthatfinishes earlythat the secretarywill be askedto presenttheir decisions to thewholeclass,andthattheyshouldhelp her/himto preparefor this. 2 TralnlngI Calltheclassto order.Askthesecretary fromeachgroupto givea two-minute presentation. SSlistento eachpresentation andsaywhichoftheir programmes coincided anddifferedandjustifutheir programme in thelightofanydifferences. Alternatively, ifthe classsizeis morethantenor 12,askall SSin eachgroupto makea noteofthedecisions reached. ThenregroupSSsothatonepersonfromeachofthe reportsto thenewlyformedgroup.This originalgroups ensures SSgetmorespeakingtime andspeedsupthe process. feedback Theymaythenwantto continue the discussion untilthey reach a newdecislon. Toroundofftheactivity, summarise someofthe presentations, statingwhethertherehadbeenany consensus between thegroupsonthetrainingpriorities, intensive/extensive courses, etc.andhighlighting thebest ideasin howallstaffcouldbenefitfromthetraininga few peoptereceive andhowto buildteamspiritwithinthesales team. Writing Brainstorm the information thatshouldgo in the e-mailand put thesepointson th€ board.Alt this informationhascome up in the role-playsin Tasksl and 2. AskSSto look at the writingtips in the Businessskills sectionagainand the modele.mailin the Writingfile (CB pager35). GetSSto write the final e-maileitheras a classactivityin pairsor for homework.Thiscouldprobablybe quite a long e-mailif 55 Includethe background information as to who needstrainingand why the trainingis necessary. Alternatively, this couldbe madeinto a report-writingtask. ) writingnu pageg5 Partnershi l-esson1: Llstenlngand discussion Discussion:Privateprovisionof Dublicservices involvement in public SSdiscussexamples of private-sector servtceS. Eachlesson is about 60-75 minutes. Thistime doesnot include administration and time spent going through homewotkin any lessons. Listening:PPPSin the UK whereexpertsdebatethe pros SSlistento a radioprogramme andconsof PPP5 in the UK. PracticeFile Wordpower(pages16 1Z) VocabularyrPPPs 5S lookat wordsrelatingto publicprivatepartnerships. Discussion:Viewson PPPS 55 discusstheirviewson PPPs. L€sson2: Readlngandtanguage (pages24-25) Eachlesson is about 60-75 minutes. Readin$ lnftastructurc, Expe enceof the t99os hos put people off andfailuresof PPPDroiects in ss readaboutthe successes developing economies. Lesson 3: Business skllls (pages26-27) Eachlesson is about 7S3o minutes, l{egotiatingrbeingvagueand being precise for negotiating, listento a conversation 5S lookat expressions wheretheyareusedandapplythemin a role"play. L€sson 4, Casestudy (pagesz8-29) Eachlessonis about 75-9o minutes. KonoonickaAirporttakesoff projectfor an airportin SSget information aboutthe expansion in a role-play involving Potand. Theythenparticipate the negotiation of a PPPagreement. Textbank (TRBpages164-167) Grammarreferenc€and practice (CBpagesl2o-121) LanguagereviewrVerband dependentpreposition;passive forms and causativehove PracticeFile SSworkon two language areas:verb+ preposition collocations Textandgrammar(pages andthe passive verbform. 18-19) Reportwriting: Layoutand structure 5S talkaboutwhentheyneedto writereports,completereportwritingtipsandwritea shortreport. Resourcebank [TRBpages22o-221) Writingfite(CBpages 13a-99) PracticeFile Skil[sandpronunciation |pages2o-21, writing file (CBpages138-139) Fora fast routethroughthe unit, focusingmainlyon speakingskills, iust usethe underlinedsections. Forone-to-onesituations,most partsofthe unit lend themsetves,with minimaladaptation,to usewith individual students.Wherethis is not the case,alternativeproceduresare given. 3 Partnerships I -fheLongman Business English Dictionarydefines a partnership asa relationship between twopeople, In business terms,it is usuallyanassociation oftwoor more organisations or countries thatworktogether. peopte whoto intopartnership bypoolingresouresandsharlngowneEhip,Iesponsibility, control,profits, to thebusiness, lossesandllabllitiesofthebusiness. Eachpersoncontributes something suchasideas, moneyor property. Thepartners definetheirmanagement righGandpersonal liabilityin a legal expertise, or partnership andsharesin theprofitsor contract. A silentpartneris a person whoinvestsin a company losses, butdoesnottakepartin management ofthebusiness. is a strateglcalllancebetween twoor morecompanies to achieve a setof Anothertype of partnership goalswhileremaining alliances comein manyforms,including independent businesses. Strategic speciffc (e.g.supplychain)to increase processes ofcommon andinvestments, andthedevelopment iointventures theperformance of bothcompanies. peopleor groupswhoagreeto share between A thirdformof partnership is a co-operative relationshlp goal.Forinstance, witha local responsibility forachieving somespecific a charitymightcollaborate government department in ordertoco-ordinate services, ln thiscase,theremaynotbeanysharedequityor formallegalcontract. (PPP) A publlcprlvatepartnership is anagreement between thepublicandprivatesectorontheprovision of proiects. publicinftastructure Ina PPBor P3,scheme elements of a servicepreviously runsolelybythepublic a government agency andoneor moreprivate-sector sectorarenowprovided througha partnership between lJnlikefutlprivatisatlon, whentheservice is expected to operatelikea privatebusiness, the companies. government in a PPPin somewayandmaymaintain ownership oftheassets. continues to participate However, Whenpublicandprivatesectortry to worktogether, thereis oftena clashofcultures. thereis a lot fromtheexpertis€ fromworkingtogether. Thepubllcaectorbenefits and to begainedforbothpartners resources Theprivatesectoroffersbetter-quality services andresponds morequicklyto of privatebusiness. public publicdemand. to theprivatesectorofworkingon large,lucratlve Thentherearecommercial benefits publicpolicy-making. contracts. A privatecompany canalsoenhance its imageandtryto influence Thisprivate-sector involvement Whyshouldgovernments turnto theprivate is notwithoutits controversy: provided Aren'tprivatecompanies less sectorwhentheyhavetraditionally theseservices themselves? thangovernments to thepublic? Willprivate companies takeshortcutsin ordertoincrease accountable profits? Willtheneedforpublicprivatepartnerships increase? In manydeveloping countries, thebusiness sectorhasvirtuallytakenoverthedeliveryof publicservices projects. largeinfrastructure thesegovernments do nothavetheresources to undertake Poor because mayberequired to llberallsetheirindustrial, service or agricultural sectors throughtrade countries arguethattheremustbegovernment negotiations at theWorldTradeOrganisation. Criticsofthisapproach controls to ensure thatbusiness delivers faif services to people. partnerships will beableto talkaboutthestrategic alliances andbusiness formedby Yourin-workstudents Theymayevenworkfora business thathaspublic-sector cLients. Bothpre-work andin-work theircompanies. ofservices students willcertainly haveviewsonpublicversusprivateprovision - getthemto talkabouttheir Theymayalsohaveviewsontheprivatisation ofstatemonopolies andthequalityof public experiences. private intheircountry. versus services HelenSullivanand ChrisSkelcher:Workingacrossboundariet PalgraveMacmillan,2oo2 AlanTayloret at.:Port?ershipmadepoinless,RussellHousePublishing,2oo3 lI@!E @Pearson Education Limited zoo6 | 3 Partnerships @ AskSSto brainstorm famous'partnerships' for a few minutesthiscanincludecomedydoubleacts*,singingor partnerships. actingduosandbusiness Givethema few examplesyou think they'll be familiarwith (seeanswers below)to getthemstarted.Alternatively, if 5S enjoytrivia games,givethemsomeofthe firstnamesofpartnerships from the list belowand askthemto giveyouthe second name.SSthentellyouwhattypeof partnerships the pairs *A'doubleact',alsoknownasa comedy duo,is usedto describe thecomictraditionofa pairofperformers. Oneofthemostfamous double actseverwaslaureland Hardv. a LaurelandHardy(earlyfilm comedyduo) @ Batman andRobin,'The Dynamic Duo'(cartoon andfilm actionheroes) (singing @ SimonandGarfunkel duo) € Thelmaand Louise(filmcharacters) @ Starskyand Hutch(197os TVdetectiveshow) @ Cagneyand Lacey(198os TVdetectiveshow) € RomeoandJuliet(tragicloversin ShakespearetpLay) @ LiloandStitch(Disney cartooncharacters: an orphaned Hawaiiangirl and her extraterrestrial 'dog') @ TomandJerry(cartooncat and mouse) o FredAstairandGingerRogers(dancing andactingduo) @ PaulMcCartney andJohnLennon(singer-songwriter teamfor the Beatles) Fortnumand Mason(luxurygoodsdepartmentstorein Piccadilly, London) @ Marks& 5pencer(Britishdepartmentstore) @ Benandjerry(USice-cream company foundedin the 197osin the USby childhood friendsBenCohenand who haddonea correspondence JerryGreenfield, making) coursein ice-cream Procter & Gamble(world! no.rmakerof household cleaning,beauty,healthand baby-careproducts. WilliamProcter andJames Gambte formedtheir partnership in the 19thcenturyin the US.one a soap maker,the other a candlemaker,thev had marriedtwo sistersandwereencouraged to go intobusiness togetherbytheirfatherin-law.) of USproducer lohnsonandlohnson(leading healthcareproducts,rangingfrom toiletriesto pharmaceuticals andmedicaldiagnostic equipment. In 1876,RobertWoodJohnsondeveLoped a newtype of ready-to-use surgicaldressing,set up shopand formed jamesWoodand a partnership with hisbrothers, EdwardMeadJohnson.) Tate& Lyle(foundedin Englandin the late19thcentury, the leadingsugarandingredients companygrewfrom the separate sugaFcane refiningbusinesses of Henry Tateand AbramLVle) @ Tell55 theywill be tookingat the subjectof private-sector involvement in Dublic-sector services. panelat the beginning @ Gothroughthe overview of the unit, pointingoutthesections thatSSwillbe lookingat. Quotation @ fuk SSifthey've heardofJohnD. Rockefeller, who made hisfortunein the 19thcenturywithoil refineries and becameso richthat he boughtout mostof hiscompetitors andcontrolled almostgo%ofthe oilrefinedin the LJS. This positionbecamethe subiectof much near-monopoly controversyand led to the USantitrustlaws,The Rockefellers arestilloneofthe richestfamiliesin the wortd todav @ AskSSto readthe quoteandcheckthe meaning of any words.DeaLwith anyquestions theymayhave,e-9. found in this contextmeaning'start/beginwith, basedon'. ThenaskSSwhattheythinkthe quotemeansandifthey agreewith it, Discuss the prosandconsofsettingup a business witha friendor familvmembeL AskSSiftheycanguesswhichfamousbusinessman once said,'0ursuccess hasreatlybeenbasedon partnerships fiom the very beginning'(BillGates,founderof Microsoft Corporation). Thenaskthemifyou knowwhich partnershipshe wasreferringto, (Hewas referringto partnerships with industryandgovernments.) lt! interestingto notethat the richestmanin the wortd recognised the importance of partnerships to hisbusiness. SSdiscussexamples of pdyate.s€ctor involvemenl in public services. @ @ AskSSto look at the list of services.In smallgroups,they discusswhatpercentage of eachserviceis providedbythe government in theircountry andifthereis alsoprivatesectorprovision.Theymay mentionany servicesthat were formerlystate-ownedbut whichare now beingor have beenDrivatised. Thevcanalsodiscusstheirviewson the qualityofpublicversusprivateservices. @ As a round-up, ask55 ifthey knowifthe situationis similar or differentin neighbouring countries or countries they mayknowthroughbusiness contacts. t Partnerships I AskSSfor their reactionsto the debate.Whichofthe speakers seemedpro-andwhichseemedanti-PFl? SSlistento a radloprogramme where€xpertsdebatethe prosandconsof PPPS in the UK, AskSSiftheywouldliketo listenagainwhilereadingthe audioscriDt. As follow-upto this, ask 55 to identiryfive wordsor expressionsin the text that relateto privateprovisionof services,e.g. outsourcing, competitive tendering. Help themwith anywordsthey don't understand.Thisstagewill alsobe usefulforExercise D. @Oy o As a possiblelead-into the listening,explainthat in the post-warera ofthe 195os,therewas a majorexpansionof public-sector provision of health,education andhousing services in the uK,andmanyindustries were'nationalised' (i.e.broughtunderpublicownership), including the government railways andcoalmining.TheThatcher ofthe 198osreversedthis trend.Thepublichousingstockhas largelybeensold offto tenants;pubticutilities, nationalisedindustriesandtransoortserviceshaveall beenreprivatised;andthereis increasingprivate-sector involvementin healthand educationservices.However, the vast maiorityof peoplestill usethesetwo publicservices. € Argumertsin favourof PFI Critlclsms of PFIprolects Thegovernment can public commission services it couldn't otherwise afford. Newmoneyis poured intopublicservices. Astheprivatesectoris moreefficientthanthe publicsector, theycan runpublicserviceg mor€ cheaply thanthestate could. Timeandcostoverrun is significantly reduced whentheprivatesector manages a proiect. Beforelisteningto the first part ofthe radiodiscussion,ask SSto look throughthe notes,checkvocabularyandtry to predictthe missinginformation. o SSlistenand completethe notes.Thenthey comparetheir ideasin Dairs, o Playthe recordinga secondtime so 5S canchecktheir notesandgetmoreinformation. e Elicitthe answers andputthemon the board. c Ask SShowthis comparesto their country: Whotseryiceshave been outsourced? ls the privote sector financing public infrastructure projects? Doesthat seem likea viablemodelat the noment?Whv (not)? PFIproiects designed to generate asmuchprofitas possible forprivate consortiums. Buildings might/would becheaperto buildand manage iftheywere traditionally funded. cheap{ooking buitdings beingbuilt.Whenthe buildings become run-down anddatedin a fewyears' will time,thegovernment stiUbepaying forthem. Therealcostwon'tbe known foranother years or so. 30 55lookat wordsrelatedto publlcprlvatepartne]shlps. 1 outsourcing services : cleaning 3 catering 4 publicsectorbuildings 5 capitat-intensive6 increasingpubtic spending 7 schools,hospitals,prisons,roads 8 a decade/ ten years (D) GiveSSthe instructionsfor this exerciseand askthemto work in pairs.Thefirst answeris givenas an example. a Gothroughthe answerswith the wholeclass. @ Or., o Focuson the pronunciationfeaturessuchas word stress, vowelsounds anddlphthongs that55 mighthavedifficulty with. @ BeforeSSlistento the secondpart of the radioprogramme, askthemto look at the noteoad.whichshowsthe first Dointin favourof PFls. € In groupsof threeor four,SSquicklybrainstormone argumentin favourand one possiblecriticismof PFls. 6 PutSS! ideason the boardin two columns. as Derthe CourseBook. t Privatisation 2 competitive;tendering 3 running; maintenance; outsourced 4 spending:privatised; ownershiD @ AskSSto listenandseeif anvoftheirideaswere mentioned. Theyshouldalsomakea noteofanyother Dointsmentioned. € SScomparetheir notesin groups. € Askthem how manypointsthey heard.Thereare four pointsin favourandthreecriticisms, @ SSlistenagainto checktheiranswersandpickup more details. @ Gothroughthe answers withthe wholeclass,puttingkey information on the board. SSdlscusstheir vlewson PPPS. @ o Gothroughthe fourquestions. Ask55 if theycangiveyou a definitionof accounfabillry(lndividualsand organisations for theiractionsandmaybe areresponsible obligedto explainthemto others.) | 3 Partnerships Get55 to discuss th€pointsin palrs,Goroundtheroom andhetpwherenecessary. Makea noteofanycommon errorsforcorrection, anyusefulnewvocabulary andany pointsthatareraisedthatwouldbegoodto discuss with thewholeclass. partsofthe Writeerrorsandnewwordsontwoseparate board.Dothecorrection workwiththewholectassandgo throughthenewwords. Withthewholeclass, SSreportbackonth€lropinions. pointsthatyouheard55 mentionin Raise anyinteresting discussion theirpairwork iftheydon'tdo sothemselves, point about... Clara,would e.g.Claramodean interesting you tell whot llke to us said?fhis showsthat youhave Wu beenlisteningto thediscussions, ensures thatthe discussion isn'tdominated bythesameSSeverytimeand particlpation encourages frompeople don'tnormally speak in whole-group discussions. Obviously, onlyusethis if, in youriudgement, technique SScancopewiththis. SSreadaboutthesuccesses andfelluresof PPPproiectsIn developlng oconomles. @ a PutSSin pairsto discuss thetwoquestions. . Refer55 to thetitleofth€article.Askthemwhatto rut off means(makesomeone someone dislikeor notwantto dosomethind,andwhocouldbeputoffbyPPPschemes andwhy. quicklyandsay a AskSSto readthefirsttwoparagraphs whatthetitlerefersto. a Gothroughtheanswers withthewholeclass. a lf youwantto exploltthevocabulary fromthetextfurther,a goodexercise is lo tellSSyouwittonlyexplainfivewords or expressions fromthetexttoday.SSlookat thetext individually andchoose thelrfivewords/expressions. Then theyagreeonfivewordsln palrsandsoon in a pyramid discussion, untilthewholeclasscomesupwiththefinal ffvewords/expressions. Whatusuallyhappens in this process isthat5Shelpeachotherwiththemeaning of words,canusuallyguesswordsfromcontextandthey makedecisions aboutwhichwordsareessentialto an understanding ofthetext.Allthesearegoodlearnertrainingtechniques. rt 2e tc id 5b 6a Textorderis:1f,2e,5b,3c,4d,6a SSworkon two langurg€.ll.3r verb+ pFposltion collocatlons andthepasslve vcrbform. @ AskSSto workin paiGto dothevocabulary exercise. In the firstinstance, theyshouldreferto thetextto helpthem guessthemeaning ftomthecontext. Circulate andhelpas necessary, Gothroughtheanswers withthewholeclass. 1b 2a ta @ Suggested answers projects lackofinvestment; in countries withhighrisk e.g. politicaloreconomic instability; inefficient government/departments; private corruption between companies andgovernment officials; lackof legalor regulatory structures; nopublicinvolvement in theproiect @ a AskSSto readthetwopartsofthesentence summaries andh€lpthemwithanydifficultwords. SSattemptto matchthetwopartsbeforereading thetext andcompare theirideasin pairs. SSreadthefulltextto checkthelranswers andDutthe itemsin theorderin whichtheyappear. Atthisstage,tetl (some themnotto focusonwordstheydon'tunderstand vocabulary itemscomeupin thenextexercise). 4a prepositions page72o Gmrror reference: Dependent practice Forextralanguage relatedto thearticle,youcan leferSSto theGrammar reference andpractice onpage 12oof theCourse Book. a Gothroughtheanswers withthewholegroups. pairs o AskSSin to writeanexample sentence foranyitems theyhaddifficultywlth.Drarvtheirattentionto thefactthat alloftheverbs,exceptprefer,alwaysrequirea direct obied. prefer, to: advise, forbid,persuade, supply on;advise,build with:build,provide, supply @ a Readtheexample fromthetextwiththewholeclassand ask55 to identirythepassive form:passive infinitive. qulckly passive a lf necessary revisehowthe is formedand whenit is used. 3 Partnerships I AskSSto readaLlthesentences anddealwithanydifficult wotds,e.g.top down, think tonk,underthe table- 2 TheTVcompanyis still tryingto get/havethe joint ventureapprovedby the government. t The Polishministerhopesto get/havea highwaybuilt in IwOyears. 4 Manystill believethe onlyway to get/havebusiness broughtin lineis throughthe estabtishment ofglobaL rules,suchas are beingdiscussedin 6eneva. are typesof contractswherebythe publicsector 5 PPPS gets/hassomekind ofservicebuilt or managedby the Drivatesector. 6 PPPShaveoftenfailedbecausegovernmentshaven't got / don't havethe publicinvolvedin the proiects. SSworkin pairsto complete the sentences. Circulate and help as necessary. Gothroughthe answerswith the wholeclass. r needsto be made 2 will be set up / is goingto be set up 3 fuilD haveto be persuaded/ havebeenpersuaded 4 shouldnot be built 5 hasbeenforbidden 6was/had beensignediwas forced Grarra, nference: Possivepagea2t ) Theprivatesectorhasrecenttybeeninvolvedby several USstatesin international marketing campaigns. Howmuchprivatemoneyshouldbe put into public projects,whenthereis an existinggovernmentbudget? Theproblemhasbeenpartlysolvedby the stateof Alabamaby givingthe privatesectoran almostfree hand. But criticssayit is hardfor the privatesectorto know howfar it shouldbe involvedwhengovernmentfunding exists. Vice-president of the EconomicDevelopment PartnershipofAlabamasayshis departmentwas privatelyfund€dby Zo businessestastyear. Anothermodelis providedby the public-privateIndiana EconomicDevelopment CorDoration. TheIEDCpresident sayscompanies havebeen encouraged to locateto Indiana,and exportpromotion is nowhandLed by the state. Twiceas manydealshavealreadybeenclosedby the stateof Indianacompared withthe sameperiodlast year. Gramnar,"1er"nce:Passivepagep7 Q o Forextrapractice,seethe exercisein the Grammar reference(CBpage1zr). lfdone in class,55work in pairsto grouptheverbs. SSlook at erpr€sslonsfor negotlatln&listento a conversation wheretheyar€uscdandapplyth€mln a role-pl.y. @ o Brainstorm the typeof negotiations we haveto do in our everydaylife, e.g.what to watchon the W, doing householdchores,what to havefor dinner,as well as more formalnegotiationsat work or college,e.g.the deadlinefor a project. o Ask SSifthey haveseenthe filmJerryMaguheandwhat they thoughtof it. Tellthemthat the fitmwas basedon the life of LeighSteinberg,who wrotethe bookLeighSteinberg haso gameplon,basedon his negotiationtechniques. @ tuk SSto readthe six tlps for successfulnegotiationand hetpwith anydifficultwords(e.g.porty,setthe stage,give up). c SSdiscussthe questionsin pairs. . Ask SSifthey think Steinberg'stechniqueswoutdwork in theircountryandaskthemto explainwhy (not).Go throughanyothertips SShavewith the wholeclass. @ @ a Putthe examplesentence(sentence1)on the board.Ask @ 55 workin pairsto matchthe functions andexpressions. SSto identifythestructure(causativehave/get)and elicit how it is formed.Elicita sentencein the negativeand ouestionform as wetl, o Drillthe pronunciation,highlightingthe featuresof sentencestressand intonation. 6 ReferSSto the cartoon.Ask55 whatthevthinkthe manis Why?DoSSthinkhe is beingvague saying? or precise here? AskSSto readall the sentencesand dealwith anydifficult wordsand expressions, e.g.joint venture,bring businessin line. SSwork in oairsto rewritethe sentences.Circulateand nelpas necessary withthewholeclass. Gothroughthe answers 1C 20 3e 4f 5a 5d 7h 8g @ Qr.r a TellSSthey witl hearpari of a negotiation.Askthemto listenand decidewhat is beingnegotiatedand what the outcomeis. o SSlistenandthencompare theirideasin pairs. | 3 Partnerships playtherecording lf necessary againso55 canconfirm answers andlistenformoredetails. Gothroughtheanswers withthewholectass. a Topic:Pricing andspecialdelivery terms(foroliveoil) ofa solo Outcome: Giovanniwill lookintothepossibility discount, @ Or.r o SSlistenagainand completethe chart. a Referthemto the audioscripton page164to checktheir answersand find any moreexpressions that wereused. . 55 in pairstakethe rolesof Kathyand Giovanniand repeat the dialogue,payingparticularattentionto pronunciation. Circulateand helpwith anypronunciationproblems. . SSswaprolesand repeatthe dialogue. SStelkaboutwhentheyneedto wrltereports,complete report-wrltlngtips andwrite a short report. o a Do a briefneedsassessment with the whoteclasson report writing.Ask55 howoftenthey haveto write reportsin English,what type of reportsthey $rrite,who they write reportsfor, how longthey reportsare expectedto be.Ask them howthey olganisetheir reports,i.e.what sections they include(e.9.introduction,executivesummary conclusion,index,bibliography). o ReferSSto the sectionsin ExerciseF.SSwork in pairsto put the sections intoa logicalorder andsayifthereareany othersectionsthey wouldadd (e.9.index,bibliography). o Gothroughanswers withthe wholeclass,discussing any differencesof opinion. speaka. \,tsu. Ptadr€ lsthg E pilislon5 for proclsa usad Infonnatlon Suggesteal exonples Kathy Couldn'tyou ofrerusa 5% discount? thespeci6l Couldyouinclude delivery conditions at no additionalcost? Giovanni ReferSSto the questionsat the end of the exercisewhich askthemto reviewtheir performance. Ask SSaboutthe outcomeoftheir negotiations.Didthey get what they wantedin both role-ptays? Whatwouldthey do differentty anothertime?Getfeedbackfrom eachpair,or if time is limited,get feedbackfrom a oneor two pairsofSS only. we canofferyouexceptlonal deliveryterms.(doesrt speciM Formal reportsusuallykeepto thefollowing order, although thercarevariations d€pending onthetypeof report. a executive summary a introduction . findings a conclusion o recommendations I'll sp€akto my manaSerand seewhat I cando. I can'tprcmiseanythlnS,but ifll be somewherein th€ regionof5%. othersections in a longertechnical reportmayinclude page,graphics, contents bibliography, appendices, etc. @ € AskSSto workin pairs.TellStudentA to turnto page143 andStudentBto turnto page15o.SSreadtheinstructions. Dealwith €) anyproblem words. € TellSSto ref€rto thenegotiating in Exercise B. a AskSShowthey go aboutwritinga report. expressions a Remind situations to rolethemthattherearetwoseparate a Tellthewholeclassto checkthe wordsin the box.Help play. with anydifficulties. GiveSs time to readand checktheirrolecards.SStake a minuteortwo to think aboutwhat they are goingto say. Askthemto try to incorporateas manyofthe useful expressions as possible.In general,the longerSStaketo preparea role-play,the longertheir utteranceswillbe and the betterthe levelof accuracy. SSwork individuatlytocompletethe tips andthen compare their ideasin pairs.circulateand help as necessary. Circulate whileSSaredoingtherole-play andhelpthem when necessary, Makea noteofany pointsfor correction and pointsfor praise,focusingparticularlyon how 55 use the negotiatinglanguage. Callthe classto orderand go throughthe correctionwork, praisingexamplesof good useofthe language. a Gothroughthe answerswith the wholeclass. o In pairs,55discusswhichofthesetechniques theyalready use,whichthey think it would be a good ideato use,and whichthey would neverdo and why. l plan 2 register3 errors 4layout 5 headings 6 Re-edit 7 draft (U a TellSSto readthe sentencesand then readthe reDorton page159. 3 Partnerships I TellSSto putthe sentences in the correctpartofthe repoft.Notethat thereis oneextrasentence.Circulateand checkthat the 55 are comptetingthe reportcorectly, pointingout ifthe answersare not correctto giveSSan opportunity to try again. a SScomDare theiranswersin Dairs. a Gothroughthe answerswith the whoteclass. a AskSSfor thek viewson and reactionsto the contentof oftheairport Name Airport Xonopnicka Location Poland Operatedby (PAA) Polish AkponsAgency Passenger numbers Number of passenger terminals 5,5 millionlastyear 1 passenter Maximum capacity 12 milliona year Expectedgroudh in next four years 9.4 million the reDort. of buildingproiect Scope A second runway, a new passenger terminal, a caryo a catering terminat, base Reasonfor the expansion Tomakeit an international hub airportto relieveair congestionin westernEurope. o a Withthewholeclass,brainstorm whatinformation thev wouLdput in a reportabouteachofthe role-play situations in ExerciseE. SSwork individuallyto chooseone role-playto write about and producea shortfirst draft oftheir report. 55, in the samepairsas they werefor the role"play,read eachother'sreportsand makesuggestionsfor changesor correctanvfactualmistakes. ReferSSto the modelreporton pages138-139ofthe Writingfile. ) writing fite pages138-139 LlsteningO3.4 a GetSSto readthe listeninginstructionsand the partially completednotesfromthe meetin&on the right.handside ofthe page. o Askthemto try andpredictsomeofthe missingdetails.SS maybe ableto predictsomeitemsfrompersonal experienceworkingon PPP5.Don'treiectany ideasat this stageor givethe answersaway. a SSlistenand comDtetethe notes. o Ask SSto compareanswersin pairs.lf necessarylisten again.Gothroughanswers withthewholeclass. SSmayalso like to listenand readthe audioscripton page 154. AskSSfor their initial reactionsto the exDerience ofand advicefrom the UKvisitors. prdectfor a maior SSgetinformatlon abouttheexpansion airportin Poland. Theythenpartlclpate In a role-play involvingthe negotlationof a PPPatr€em€nt 2 Background a Withthewholeclass,lookat thetitle ofthe casestudyand ask SSwhat the word takeso/Fmeansin this context(i-e. Thencontrastthis with the titeral to becomesuccessfu0. meaningofwhen a planetakesoff. Explainthat this useof doublemeaning is knownasa'pun'. Putthe followingtableon the boardandwritethe headings on the left.TellSSto readthe two sectionson page28 with the backgroundinformationand completethe chart.Dothe first item togetheras an example, Elicitthe answers from55 andcomplete the righlhand sideofthe table. 3 4 5 6 7 8 makingsurethat ownershipofthe assetsremainswith the state. agreeingthatthe PAAcontinuesto operateairport services. lowerinterestratesovera longertimescale,but tend to wanl moreguarantees Privateinvestmentfirms:lookingfor a muchhigherrate ofreturn in exchangefor fundingriskierventures. part public,part privatefinance out to competitive tender proposethe methodoffinance. buildingcontractoris responsiblefor delaysin the schedule. Readlng a Ask 5Sto readthe Laumanntext.Askthemwhat typeof text it is (a pressrelease)a Ask 5Sto readthe pressreleaseagainand answerthese threequ€stions: L Whatdid the PM do to get a controctor? 2 Whichprivate companieswill be involved in the exponsionprcject and what are their roles? 3 Do you think Laumonnis o suitoble choice?Why(not)? | 3 Partnerships 1 Putthe prolectout to competitivetender,as suggested in the meeting. 2 Laumann BankWeber-MerkeI - buildingcontractors; providingthe finance 3 Laumannwouldappearto be a goodchoice,as they are a largecompanywith a lot ofexperienceofinternational projects. TellSSthat they are goingto negotiatethe agreement betweenthe Polishgovernmentand its privatepartnerson the airport prolect. o ReferSSto the languageof negotiationon page26. e Elicitfrom SSwhat type of issuestheythink might be discussed in the negotiations. Then,puttheseheadingon the board: Financing 0perations andmanagement Repayment termsofthe loan Buildingschedule Riskallocation Split SSinto two groups.GroupA turnsto page144and GroupB turnsto page151andtheybothreadthe information. Helpwith anyvocabulary itemsSSdon't understand. RegroupSSinto A + B pairs.Alternatively, SScando this role-playin groupsoffour or five.SSappointa note-taker in eachgroupto write downthe decisionsmade.Orthey both take notesofthe decisionsmade,ifthey work in parrs. WhenSSare ready,get themto start their meeting. Circulateand monitorthe languagebeingused.Notedown anypointsfor praiseandanycommonerrorsduringthis stage.Altow55 ptentyof time for the task as thereare a lot of issuesto cover. Feedback o Bringthe classtogetheragainand praisefive or six good pointsthat you heardand elicit the correctionsto Language six or sevenerrorsthat you spotted. o Askthe note-takeror a reoresentative from each group/pairto reportbackon what agreementwas reached on eachofthe five pointsabove.55 in the other groups listenand identiryanydifferencesin the agreementsthey negotiated.Theythen reportbackon their agreements. s SSdecidewhichwasthe bestnegotiatedagreement. There'sno rightanswerto this, and opinionsmayvary. l tOI o lfthis is a one-to"one class,youcantakeoneofthe rolesin the negotiationtask. a Monitorthe languagethat you both use.Afterthe discussion,drawattentionto somekey languagethat yourstudentusedcorrectlyand givepraise.Alsowork on five or six pointsfor correction,e.g,pronunciation, vocabularystructuralerrors. o lf thereis timeandinterest, do the role-play again,this timeswapping roles. o lt's alsowell worth recordingactivitiessuchas roleplays,summariesand presentations with a one-to-one classfor intensivecorrectionwork from time to time, Wrltlng o ReferSSto theexecutive summary sectionofthemodel reporton page138. a AskSSto usetheirnotesfromthemeeting to writea 2oo-3oo-word executive addressed summary, to the Dkectors ofthe PolishAirportsAgency andtheMinistryof Infrastructure. Thesummary mustincludethefivepoints discussed duringnegotiations. SScoulddothisfor homework or inthesamepairsorgroups in class. o lf theexecutive summary is writtenin class,circulate and helpSSwiththekwrittenworkandpointingouterrorsfor correction. @ writinstrtepage Be 3 Partnerships I L Reuision Thisunit revisesand reinforces someof the key languagepointsfrom Unitsr-3, and tinkswith thoseunitsareclearlyshown.Thisrevisionunit,like RevisionunitsB, C and D,concentrates on readingandwritingactivities. Someof the exercise typesaresimilarto thosein the Reading and (Higherlevel)organised Writingsectionof the Business English Certificate examination by the (Cambridge ESOL Examinations University of Cambridge ESOL). practice, Formorespeaking seethe Resource banksectionof this bookbeginning on page211. Theexercises in thisunitcanbe donein class,individualty or collaboratively, or for homework o ThisexercisegivesSSfurtherpracticeof the businessidiomsfrom pages8 and u8. r ranout of I've runout of z got backon track 3 goingover 5 get; input 6 kicksoff 7 kickaround 8 keeptrackof 4 sticksto the point o SSaregivenfurtherpracticein usinglanguagerelatedto networkingfromthe Businessskills sectionson pages10-11. o ThisexercisegivesSSpracticein the theoryof publicspeaking,followingwork on presentations skillson pages8-9. 1e 2a 3f 4d 5c 6b Onlythe preparedspeakerdeservesto be confident.(DateCarnegie) Atl the greatspeakerswerebadspeakersat first. (RalphWatdoEmerson) Onceyou getpeoplelaughing, they'relistening andyoucantellthemalmostanything. (Herbert Gardner) It is detiverythat makesthe orator'ssuccess.0ohannWolfgangVonGoethe) Mostspeakers speakten minutestoo [ong.(James Humes) Thereis nothingin theworldlikea persuasive speechto fuddlethe mentalapparatus. (MarkTwain) @ SSwritea formalletterconfirmingattendanceat a conference andwriteaboutsome interculturalissuesas furtherpracticeto the Businessskillson page11. UnitA RevisionI Sampleanswer DearHendrickie DeVries, Withreference to yourletterof September:.5,I am writingto confirmmy attendanceat the conference Retationships in Business, on Intercultural to be hetdatthe International BusinessSchoolin Amsterdam. Thetitle of my talk is 'BusinessCulturefor the British Manager'. As requested, hereis an outlineof the mainpoints. Research in an hasshownthat understanding localsystemsis essential whencommunicating international contextandthatcommunication canbreakdownfor a varietyof reasons. r Managersmayfind it difficultto adaptto the challenges of livingandworkingin a who havebeenrelocatedto differentculture.I will giveexamplesof Britishmanagers emergingmarketssuchas Brazil,RussiaandChina. z Notonlylanguage difficulties but alsomisunderstandings aboutattitudesto hierarchy peopleneedto I wittsuggestthat Britishbusiness andlossof facecancauseproblems. English'when doingbusiness in an international setting.I also usean 'international recommend that managerstakecareto respectthe hierarchyin othercountriesandthat the useof the Britishsenseof humourdoesnot alwaystravelwell. is especiallyimportantfor manynon-Western cultures.I will 3 Relationship-building foreignvisitorswith regardto highlightthe importance of buildingtrustandentertaining business contacts. networking andestablishing Please do not hesitateto contactmeshouldyou requirefurtherinformation. I lookforwardto meetingyou at the conference. Bestregards EmileLaszlo (246words) gives55 furtherpractice in usingthevocabulary o Thisexercise withtrainingand associated professionaI development(pagesr4-r5). r businessschools z three-yearprogrammes 3 the school 4 trainingfor executives 5 witl be offered 6 coaching 7 developingpartnerships 8 develop o ThisexercisegivesSSfurtherpracticein confirming,clarifyingor correctinginformationon the phone(pager8). rb(ctarifuing/confirming) zf(clarifoing/confirming) le(ctarifuing/confirming) +c(ctarifying/confirming) 5d(correcting)6a(correcting) practising @ SScorrectan e-mailto an HR manager, e-mailwriting(pagerg). lf SShavenot donethis type of exercisebefore,drawtheir attentionto the rubricandthe factthat there isn't an erroron everyline, 1a to l zof ttl 3do 4 o thersl / 5/l managers 6i t Tfor 8/ gthemsel ves @ SSpractisewritingstylesby rewritingthe e-mailin the previousexercisein a moreformal style (page19). Ltryl$rerir1g! __ Sampleanswer DearAngusEliot Westwood, thattherewill be a stafftraining I havebeeninformedby my linemanager, Joanne dayin the nearfuture.I wouldbe gratefulif youcouldsenddetailsabout anddevelopment anddates.Couldyoualsopleaseconfirmwhethercourse this,including courseinformation participants needto payfor this kindof trainingthemselves? in doinga trainingcoursein SixSigma,whereas level,I wouldbe interested Ona personal programmes. an interestin coaching-style othermanagersin my departmenthaveexpressed by alt staffmembersif a feedbackformwereto be Finally,it wouldbe greattyappreciated givento participants at the endof eachcourse.I thinkyouwil[agreethatthis kindof stafftraining needsandplanningfuturecourses. feedback is veryusefulfor analysing | lookforwardto yourreply. Bestregards Carla.lohnson (r47 words) givesSSfurtherpractice in word-building associated withtrainingand o Thisexercise professional development(pagesr4-r5). r Mentoring z lecturer 3 assessing 4 appraisal 5 instruction 6 consultant 7 demotivated 8 trainees associated with pubticprivate o ThisexercisegivesSSfurtherpracticein word partnerships partnerships, pages andvocabulary 22-23. followingthe tistening sections on 6c 8e rh 2a 3b 4 C 5f 7d r privatesector;deliveryof services z lackof money;poorplanning 3 reputationfor; changetheirways 4 far fromperfect;makelife better o ThisexercisegivesSSfurtherpracticein dependentprepositions(pagerzo). r invest z (have)declined I apptying/hoping 4 encouraged 5 expects 6 hopes/ is hoping 7try / aretrying 8 needs 9 depend o ThisexercisegivesSSfurtherpracticein beingvagueor precisein negotiatingby readinga company officialanda manager of a construction shortdialoguebetweena government (pagesz5-27). 2 Butyou signeda contract(P) 3 the projectsuffered r I'mafraidit's lookingunliketyM wouldbe responsible for anydetays(P) seriousdetayswhen(P) 4 yourcompany of this proiect(P) 5 that witt involvetakingon extralabour(P) 6 lookat the refinancing 8 otherwisewe haveno alternativebut (P) 9 seewhatcanbe 7 whateverit takesM ro lookintothe possibitities verycarefully doneM M o ThisexercisegiveSSfurtherwritingpracticein reportlayoutand structurefollowingpages z7 and1.59. SSwritea progressreportas the managerfor the constructionprojectmentioned in the nrevious exercise. UnitA RevisionI Sampteanswer Progress Report Constructionof govemmentoffices Eecutive summary Roberts& WaltersConstruction wascontractedto buildnewgovernment officesas part of a publicprivateinitiative. Following seriousdelaysin construction workdueto the findingsof archaeological remains duringexcavation, the proiectis unliketyto be completed untilearly nextyear.Roberts& Waltersthereforerecommend a seriesof emergency measuresto ensure the workis completed by December. Introduction In accordance withthe presentcontractual agreement, atl riskis assumed by Roberts & Walters.Failureto meetthe expectedcompletiondatewitt resultin severepenaltyfines.lt is thereforea matterof urgencythat riskallocationis immediatelyreviewed.As the existing government officesaredue to be vacatedby the end of December, the newofficeswill need to be completedby the end of this year. Findings Thediscovery remainsduringexcavation of Romanarchaeological hascausedserious in the projectschedule. As thesedelaysweredueto circumstances setbacks beyondour riskallocation is reviewed control,we recommend andthat bothpartiesassume5o%of the risk.In addition,Roberts & Walterswill havethe currentworkschedule revisedandemploy additionallabour,althoughthis wilt affectprojectcosts. Recommendations Westronglyrecommend the followingmeasures to ensureconstruction is completed by December of thisyear: r An urgentmeetingneedsto be heldby bothpartiesto discussthe refinancing of the proiect. z Roberts& Walterswill needto havethe refinancing of the projectaoprovedby the end of this monthin orderto meetthe newproposed completion date. proiect, incurred Regarding any extra labour costs on recommendation is that the our 3 bothpartiessharetheseadditional costs. Conclusion Roberts& Walterswill ensurethe newcompletiondateis met,providedthat riskallocationin the contractual agreementis revisedto allowfor the extenuating circumstances. Furthermore, we recommend that anyresulting additional labourcostsaresharedby both parties. (33r words) ts- Discussion:Sourcesof energvand energvsaving SSdiscusssourcesof energyandwaysof savingenergy. Listening:The future of natural gas in the SSlistento an energyexperttalkingaboutdevelopments gasindustry. PracticeFile Wordpower(pageszz-23) Discussion:Trendsin the energysector of risingenergycostsand mergersof SSdiscussimplications energycompanies. Vocabulary:EnergJy and the environment SSlearnkeywordsusedin tatkingaboutenergyandsustainable business. Reading:A dreomof a hydrogeneconomy hydrogen astheenergy to develop source SSreadaboutmoves ofthefuture. devices Language review:Discourse discourse devices. SStookat theuseofwrittenandspoken Textbank ORBpagesrf,8-t7t) Grammarreferenceand practice (CBpagerzz) PracticeFile Textandgrammar(pages 24-25) Problem-solving Resourcebank lookat the language ORBpagezzz) beingdiscussed, SSlistento two problems of problem-solving androle-play a problem-solving scenario. Writingfile (CBpagesr:8-rlg) Itriting: Proposalwriting proposals anduselinking 55 lookat the structure of PracticeFite expressions for writingproposalsin context. Skiltsandpronunciation {pagesz6-27) Energvsavingat Suoersun SSlookattheproblems of energy costat a supermarket chain forsavings. andmakeproposals Writingfite (CBpagesrl8-rlg) sections. Fora fastroutethroughthe unit,focusingmainlyonspeakingskitls,just usethe underlined withminimaladaptatlon, to usewithIndividuat Forone-to-one situations, mostpartsof theunitlendthemselves, areglven. students.Wherethis ls notthe case,alternatlveprocedures + Energy I Therehasbeenan enormous increase in the demandfor energysincethe mid-zothcenturyas a resultof industrialdevelopmentand populationgrowth.Accordingto TheEnergyand Resources InstituteOERI), the world'spopulationhasmorethantripledin the last15oyears,whilepercapitauseof industrialenerg;y hasincreased aboutzo-fold.About15%of the world'spopulationtivingin the wealthyindustrialised nationsconsume overhalfthe energyusedin theworld.Thenumberof carsandothermotorvehicleshas morethandoubledsincer97o. lt is nowwidelyacknowtedged by industryexpertsthat the enerty market is alreadyoperatingat closeto full capacityas a resultof surgingeconomicgrowthin Chinaand India. Volatiteenergycostsarealsopushingup the pricesofpetrol and products. Untilrecently, the mainprlmarysourcesof energyin developedcountrieshavebeenoil andcoal.There problemsassociated aremanyenvironmental with fossllfuels,primarilythe emissionof carbondioxide (CO")andothergreenhouse gasemissionswhicharecontributing to the destructionofthe ozonelayer andglobalwarming.Addingto that,fossilfuelsarenon-renewable energysources.Oil andcoalsupplies aresoonexpectedto be exhausted, althoughthereareno reliablefigureson howsoonsupplieswill runout. Nowadays, the demandfor naturalgas- the cleanest fossilfuel- is increasing, andit nowplaysa keyrole in the energypoliciesof manyindustrialised countries,becauseit is an environmentally frlendly alternative.Mostof the newpowerstationsdevelopedaroundthe worldaregas-fired.In the UK,for example, the disptacement of coalby gasin powergeneration helpedthe countrymorethanmeetits emissionsreductioncommitmentas part of the KyotoAgreement. Whilepreviouslygas reserveswereoftentoo far awayto bringto markets,liquefiednatunl gas (LNG) and gas-to-liquids technologies havevirtuallyetiminatedmobitityas a problem.Accordingto the (lEA),naturalgasaccountsfor zzo/oof the worldenergysupply,and its lnternational EnergyAdministration shareis growingsignificantly. Demandfor LNGis risingso fastthat by zozo to 2025,it mayovertakeoil as the world'sprimaryfuel. Nuclearenergycanalsoproducepoweron a largescalewithoutburningfossilfuel.Somecountries, suchas France, dependheavilyon nuclearpower,as it is a locallyproduced sourceofenergythatcrucially doesn'tdependon importsfromothercountries,atthoughmostgreentobbyistsareopposedto nuclear powerbecause ofthe potentialrisks. Theoverallefficiencyof energyproductionremainsextremelylow: on average,morethan9oolo of energy consumedis lost or wastedin the processofconversionfromraw materialssuchas coalto the final energyservice,suchasblectricity.Themainproblemisn'tthat we useenergy,but howwe produceand consumeenergyresources. Conserving energyhasbecomethe needof the day,be it in the transport, householdor industrialsectors. Alternativeener3ysourceshavebecomeimportantand relevantin today'sworld,with many companies, suchas FordMotorsand BritishTelecom, nowlookingat waysto generate theirownenergy usingtechnologies basedon renewableenergysources.Wind,waveandsolarpowercanbe replaced rapidlyby a naturalprocessand canneverbe exhausted. At present,though,theserenewableenergy sourcesaccountfor no morethanabout4oloof the world'stotal electricityconsumption, accordingto a power,a wellrecentreportinthe FinancialTimes, with mostof this comingfromhydro-electric establishedformof renewableenergy. Fuelcellshavealsoattractedattentionrecentlyas a potentiallycleansourceofenergy,harnessing hydrogen,the mostabundantelementin the universe.Hydrogenfuel cells produceelectricity, with water gas as the mainby-product, makingtheman attractive wayof reducing air pollutionandgreenhouse emissions. lt couldbecomean alternative to fossilfuelsin carsandin a widerangeof household and industrialapplications. However, is not at all simple. makinghydrogenfuel economically Bothpre-workand in-workstudentsshouldbe ableto talk aboutenergysourcesandenergycostsas consumers andbe awareof the environmental issuesandthe dwindting supplyof fossitfuels.Theymay alsohaveviewson the mergerof energycompanies, nuclearpowerandtheirgovernments' energypoticies. GodfreyBoyte(editor):Renewable energy,Oxford UniversityPress,zoo4 JeremyRifkin:Ihe hydrogeneconomyPolityPress,zooz PaulRoberts:Theend of oil, Bloomsbury, zoo5 VijayV.Vaitheeswaran:. Powerto thepeople,JamesBennettPty Ltd,zoo5 @!E Education Limited @Pearson zoo5 I 4 Energy GiveSSthististof moderndevicesandaskthemto prioritisethemin termsof howessentialtheyareto their lives:the plane,the car,the mobilephone,the computer, the fridge,the television,the lift (elevator), the light bulb, the microwave oven,the washingmachine. GetSSto tell you whatthe sourcesof energyarefor all thesedevices(electricity and petrol,both essentialfor providingheat,tightand powerfor humanactivities).Point out that thesesecondary energysourcesareactually dependent on primarysources andelicitfromSSwhat theseare (coal,oil, naturalgas,nuclearpowerand alternatives suchas wind,solar,waveenergyand hydrogen). Tetlthe SSthat electricityhasbeengenerated for the purposeof powering humantechnologies for at leastrzo years.Askthem if theyknowwhatthe first power plantswererunon (wood)andwhatwe mainlyretyon today(petroleum,naturalgas,coal,hydroelectricity, nuclearpoweranda smallamountfromhydrogen, solar energy,tidal harnesses, andwind generators). GetSSto brainstorm otherdevicestheythinktheywould find it difficuttto livewithout.TellSSto discussthe relative importance of theseitems. o TettSStheywitl be lookhrgat developments in the energy industry. panelat the beginning @ Gothroughthe overview of the unit, pointingout the sections thatSSwill be lookingat. Quotation o AskSSto definewhata proverbis andwhy theythink we havethemin everycutture.Accordingto the Longman Dictionaryof ContemporaryEnglish,a proverbis 'a short we[[-known statementthat givesadviceor expresses something thatis generally true'.lt'sworthnotingthatthey existin everyculturebecausethey areessentially wordsof wisdomto hetpguideour lives.Proverbs canalsogiveus someinsightin thevaluesof a culture. o TellSSto readthe quoteandaskthemwhattheythinkit means.Notethat manyproverbshavebeenborrowedand adaptedfromChinese cutture. TheEnglish equivalent of thisoroverbis'Thereis no smokewithoutfire'.lt meansif peoplearesayingbadthingsaboutsomeone or something, thereis probabtya goodreasonfor it. o AskSSif a similarproverbexistsin their language. o AskSShowtheythinkthisquotationcanbe relatedto the topicof the unit. In the contextof energy,you couldargue that it meansall of our humanactivities needan energy sourceto drivethem. 5Sdiscusssourcesof energ;y andwaysof savingenerry. @ o SSwork in smallgroupsof threeor four to discussthe two questions. Seta five-minute timelimitfor this.Circutate andhelpSSby providing anyvocabulary theyneed. o Callthe classtogether.Dritlthe wordstressof any vocabularyrelatingto energywhichSSmighthavehad difficuttieswith, e.g.nucleor,environment,electricity,fossil fuels,coal,oil, petrol,etc.Thiswitl help5S to recognise someof thesewordswhenthevhearthemlaterin the recording. @ GetSS'sfeedback on theirideasas a wholeclass. Suggested answers r Sourcesof energythat aregenerallyconsidered to be environmentatly friendly: o Windpower,althoughsomesaythatwindturbines ruinthe naturallandscape o Solarenergy o Nuclearenergyproducespoweron a largescale withoutburningfossilfuelandtherefore doesnot contributeto effectsof globatwarming;it is popularagainin countries becoming likeFrance, but is still considered to be a morecontroversial source of energy. power(etectricity o Photovoltaic causedby etectromagnetic radiation)is oneof the newer energies andis becoming morepopularin countries likeGermany. @ Hydrogen, e.g.hydrogen-fuelled cars(seeReading and languagereview) o Naturalgas,arguably,as it's cleanerthan otherfossil fuelssuchas oil or coal(seeListening) z a) Turning off lightsandelectronic equipment whennot necessary or whennot beingused;havingshowers insteadof baths(to saveon heatingandwater); openingandclosingfridge/freezer doorsquickly; installingdouble-glazed windows;using[ow-energy light bulbs,etc. b) Turningoff lightsandelectronic equipment whennot necessary or whennot beingused;usinglow-energy lightbutbs,avoidingair-conditioning systemsif possible;turningdownofficeheatingsystemsto avoidpeopleopeningwindowsbecauseit's too hot; havinga heating/air-conditioning systemthatcanbe regulated in individual officesandnotjustthrougha centralised system;etc. (seealsoCasestudy) Also,althoughnot strictlyat homeor in the workplace, studentsmaymentiontransport, e.g. savingenergyby walkingor cyclingto work/place of study;car-sharing as opposedto individuals drivingto work;reducing the numberof carsper parking household company spaces;etc. / ----+--n:s-v*J SStistento anenergyexperttalklngaboutdevelopments in the gasindustry. @ Q +" @ GetSSto work in pairs,lookthroughthe fivequestionsand try to predictthe correctoption.Explainanydifficutt vocabulary. Playthe recordingonceand askSSto checktheiranswers in pairs. Replayif necessaryatthoughSSshouldbe ableto do this first listeningtask afterhearingthe recordingonce.This time,stopaftereachquestionto allowSStime to decide on an answer. Gothroughthe answers withthe wholeclass. ra zb 3a 4b 5a e As a follow-up,you couldaskthe SShow popularnatural gasis as a sourceofenergyin their countryand ifthey havenaturalgasin theirhomes,andif so,for what appliances. @ C)+" o GetSSto readthroughthe summaryandtell themthere areeighterrors.Dea[with anyvocabularyquestionsthey have. @ Replaythe recording. o Afterlistening, SScomparenotesin pairs. @ Gothroughthe answers with thewholeclass.Onewayto do thisis to askSS,in turn,to readout a sectionof the summarywith the correctinformation. TheotherSSlisten and sayif they agree. o As a finalstagein the listening,you maywantto referSSto the audioscripton page165.SSoftenliketo listenand readat the sametime.Afterlistening,ask5S to focuson a languagearea,e.g.get themto find ten wordsrelatingto energy.Don'tspendtoo longgoingovera[[the vocabulary itemsin the audioscriptin detail. SSdiscussimplications of risingenergycostsandmergercof eneq;ycompanies. o @ GetSSto lookat the fourquestions. SSdiscusstheir answersin smallgroupsof threeor four.Circulateand monitor,helpingwherenecessary with vocabulary. Makea noteof anyproblems SSmaystillbe havingwiththe texis associated with energyandfiveor six pointsfor correction. Also,listenfor anygoodpointsthat SSmakewhichcanbe broughtup laterwhenyou roundoff the discussion with the wholeclass. SSlearnkeywordsusedin talkingaboutenerg;y and sustainable business. @ o GetSSto look at the vocabularyitemsin the box.Explain anydifficultwords(watchdogmightneedexplaining-it3 an organisation whosejob is to protectthe rightsof consumers andto makesurethatcompanies do not do anythingillegalor harmful). @ GetSSto completethe articlesin pairs.Circulateand monitor,hetpingwherenecessary by tellingSSif they have the rightanswersor not. e Gothroughthe answersas a quick-firewhole-class activity. Naturalgasis far lessmoreenvironmentally friendlythan otherfossilfuelslikeoil andcoal,but it is alsobeing replacedby newersourcesof energy,as it will probablyrun out in 5sr5o years'time. Thegassectoris cn{i*elytikelyto continuedoingwell for sometimeto come,andtheopeningup of markets, together with deregulation, hascreatedmorecompetitionin the industry. Changes in howthe sectoris regulatedmeanthat gas supplierscannowse{lbuy from anywhere.Newregulations havealsoforcedsomecompanies to b+mdleunbundletheir activities,dividingtheircompanies into separateareasof business. Apartfromcompetition, otherfactorsthat haveaffectedthe sectorincludea fuHrise in the useof naturalgas,as wellas attractinga widercustomerbase.Thishasledto mergers betweengasandeil electricitycompanies, as seenin Germany, andthe creationof energygiants. Otherconcernsin the gassectorincludesecurityof supply and diversification:the lliddle{ast EUreliesheavilyon certaincountriesand regionsfor its gassupply,so countries likeSpainnowimportgasfroma varietyof countries. gasemissions l energyconsumptionz greenhouse 3 energywatchdog 4 renewableenergy 5 energy efficiency 6 windpower 7 fossilfuet 8 globalwarming o As furtherspeakingpractice,you mighttiketo askSSfor their reactionsto the articles,e.g.Whatarethe implications for the globalenergymarketof the growthof demandin IndiaandChina?Howwouldtheyfeelabout theirgovernment raisingtaxesin an effortto protectthe environment? Wouldtheymindhavinga nuclearpower stationneartheirhomeor placeof work/study? | 4 Energy SSreadaboutmovesto develophydrogenasthe energy sourceofthe frrture. @ @ GetSSto lookat the photoof the carand askthemif they'd liketo havea carlikethat.Why(not[ Askthem how much petrola carlikethat wouldneed.(Onaverage,a smallcar uses6-8 litresper roo kilometres,a largeluxurycaruses rz-r5 litresand the averagefour-wheeldriveuseszo-25 titres.) @ GetSSto readthe extractHow'green'isyourcar?Dealwith anyvocabularyquestions,e,g,sport in this contextis a verbandmeans'towearor havevisiblydisplayed'. AskSS whatthe title means(greenmeans'environmentally friendly').NB Newpetrolcarscurrentlyemit roo-r7o grams of carbondioxidea kilometre,but the averagefour-wheel driveemitsmorethan r85 grams. e GetSSto lookat the four questions.Dealwith any problem words,e.g.petrol-guzzling whichmeans'usinga large amountof petrolin a wastefulway'. o AskSSto discussthe questions in pairs.Goroundthe roomand hetpwherenecessary. @ Getthe ctasstogetherand go throughtheirsuggested answers.AskSSwhy we will needalternatives to petrotdrivencars.(Because oil suppliesareexpectedto run out in 5e-6oyears'time.Thisfactwas mentionedby the gas expertin the recordingin the previousspread) Suggested answers 1 Heavymarketing,peoptefeelsaferin them,status symbol. cars,hydrogen(seearticle), 4 Electriccars,solar-powered peopleusingpublictransportmore,or walkingand cyclinginstead. @ @ As a lead-into the articleA dreamof a hydrogeneconomy, askSSwhethertheycanpredictwhy switchingto hydrogen fromfossilfuelscouldpresentchallenges. Don'trejectany ideasat thisstage. o TeltSSthattheyarelookingfor fourchallenges mentioned in the text. Exptainthat the ideais to scanreadthe whole articlequicktyfor this information. Tell5S to underlinethe key phraseswhenthey find them.Theyshouldignoreany wordsor phrasestheydon't knowat this stageand focus on the task.In orderto makethis a quickerreading exercise, set a time limit.As a guideline,readthroughthe text quickty,do the task andtime yourself.Thenallowyour SSabouttwicethe timeyouneededto do the task.SSwitl probablyneedaboutfouror fiveminutes. TellSSto checktheiranswersin pairs.Thenbringthe class togetherand go throughthe answerswith the wholeclass, askingSSto tell you the paragraphs and extractswherethe challenges arementioned. AskSSaboutthe toneof the article,i.e.the general attitudeor feelingof the text.AskSSif the writerseems confident thatthe hydrogen is a possibility in the economy nearfuture,or if he seemsmorescepticalaboutit. Aftera first quickreading,SSshouldbe ableto tell that the article hasa scepticaltone,as the writerhasmentionedso many problemsassociated with a hydrogeneconomy. GetSSto work in pairsand askthemfor moreevidence fromthe text to suggestthat the toneof the articleis rather sceptical.Alternatively, if the taskappearsto be too challenging for yourSS,referthemto oneor two of the phrasesyourself. Fourmainchallenges: o findingwaysto producehydrogen:Topof the listof difficulties is finding a simple and economicalway to producehydrogen,(paragraphl) o findingwaysto store it: ...storing enoughof it on board a carhas them utterlyconfused.Becausehydrogenis the lightest element,far lessof it canfit into a given volumethon otherfuels. (paragraphS) o convertingit to electricityby the useof fuel cells:(...fhe fuel cells that convert hydrogen to electricity.Fuelcells havebeenusedto powerspacecraft,but their high cost and other drawbockshavekept them out of everyday applicotionssuchas cars.(paragraph5) @ infrastructure requiredto supplyit to consumers: Hydrogenfuel-cellcars alsofacean obstaclefrom outside:the infrastructurethey needto refuel. (paragraph 7) Anotherissuementionedis the safetyconcern s: Various technicalchallenges- suchas makingthem rugged enoughto withstandthe shocksof driving and ensuring the safety of cars loaded with flammable hydrogengas (paragraph6) Thetoneof the articleseemssomewhatscepticalabout the viabitityof switchingto a hydrogeneconomy. Thisis shownby the numberof probtems mentioned in the article and commentssuchasl ,,,havesunk billionsof governmentdollorsinto hydrogeninitiatives(paragraphr), Theonly problemis that the bet on the hydrogeneconomy is at besto long shof (paragraphz),Yearsof reseorchin all these oreas,however,haveyet to yield decisive progress (paragraph4), lf producinghydrogencheaplyhas researchersscrotchlngtheh heads, storing enough of it on boarda car has them utterly confused(paragraph5), ... the litony of concems over making the transition to o hydrogeneconomy(paragraph9). r ErysY-J o @ GetSSto readthevocabulary itemsandseeif theycan predictthe answersbeforereadingthe text again.lt is for itemsr and8 worthpointingout that bothdefinitions TetlSS arepossible, but onlyoneis correctin the context. to readthe relevantsectionsof the text,and checkthe meaning ofthe wordsandphrasesin context. @ GetSSto compare theiranswersin pairs.lf theydo not agree,tell themto referbackto the text to helpthem decide. withthe @ Callthe classtogetherandgo throughthe answers wholeclass. rb 2a 3b 4b 5a 6a Ta 8a 9b loa o As furtherpractice, askSSto writeexamplesentences usingthreeof thewordsor phrases. o @ relatesbackto the topicof 'environmentally Thisexercise firstraisedin the previouslesson,and friendly'energy, - r exptores thetopicfurther.Putthesethreephrases friendty,z alternativeenergy,3 renewable environmentally mean energy- on the board.AskSSwhatthe expressions z energy to them.(r doesnot harmthe environment; derivedfromsourcesthat do not useup naturalresources that is or harmtheenvironment; 3 an energyresource replacedrapidtyby a naturalprocess,suchas power generated fromthe sunor fromthewind.) GetSSto workin smallgroupsof threeor fourto discuss the threequestions. Seta five-minute timelimitfor this. they Circulate andhelpSSby providing anyvocabulary need.Alternatively, this couldbe an Internetresearch project.First,brainstormthe sourcesofalternativeenergy as a wholeclass(seeanswersto r below).Thensptitthe SS intogroups.Giveeachgroupan alternative energyto researchits advantages, disadvantages andtechnological drawbacks. lf this is donein classtime,seteachgroupa the topic.Or setthe task timelimitof onehourto research for homework andallowSStimein classto comoare and put togethera presentation Askeach of theirfindings. groupof SSto givea five-minutepresentation of their findings. anddecideat the 5S listento eachpresentation energies seemmost/lessviableand endwhichalternative why. Callthe classtogether. Deatwithonesourceof alternative energyat a time.Getonestudentfromeachgroupto feedback on theirideasas a wholeclass.AskSSto decide whattheythinkseemthe most/lessviablesourcesof energyandwhy. Suggested answers geothermal, r Solar,wind,wave,tidal,hydroelectric, biomass/biofuet (e.9.straw,algae,cowdung,wood) z Experts whetheranyof the thinkit is stillunclear alternative/renewable energies coutdbe a viableglobal solarenergyand alternativeto fossilenergy.Hydrogen, bio-fuets arethe mostdebatedoptionsas partofthe EU'senergystrategy. o Solarenergyis not veryeffectiveon cloudydays,in winter,at nightor in areaswithoutmuchsuntight. Theproblemis howto storesignificantamountsof electricitywhenthe sun is not availableto produceit. o Windenergyis similarto sotarenergyin that it is not dependable. Also,windturbinesareexpensive, windyareasareoftenin isolatedlocations a long way fromthe powergrid system,and somesaythat windturbinesruinthe naturallandscape. Saltwater wouldquicklydamagewindturbinesplacedat sea. o Manysortsof installations havebeentriedto obtain energyfromwaves,but withoutmuchsuccess. Wavesare not a dependable sourceofenergy.As for tidal power,therearecurrentlyveryfew sites,it is considered ecologically damaging andnota significantpowersource. o Hydroelectric damsdestroythe localnatural environment, witdtifeandcommunities are displaced. poweris timitedto certainlocations. o Geothermal o Usingbiomasssuchaswoodcanleadto deforestation. Ethanol(grainalcohol)producedfrom is a cleaner biomass(e.g.cropssuchas sugarcane) fuel than petrolas it produceslesscarbon just as much monoxide. it produces However, nitrogenoxide.In addition,ethanolproduction contributes Anotherdrawback is to air pollution. thatorganicmaterial, whilelowin cost,tendsto be bulky,makingit uneconomic to transportoverlong distances to powerstations. SS look at the use of written and spokendiscoursedevices. A ""EA Grammarreference:Discoursedevicespage722 @ lf 5S wouldtiketo do somelanguage workfoltowing on fromthe text,referthemto pagepz of the Grammar reference GetSSto readthe on linkingexpressions. information in thetableon the leftandlookat the example sentences. Askthemto findthreeexamples of tinking expressions usedin the articleon page37,e.g.Butry per centof the energyin naturolgas is lost as wasteheat during the re-formingprocess(paragraph3), Yeorsof researchin all these areos,however, have yet to yield decisiveprogress(paragraph4),Becausehydrogenisthe Iightestelement,far lessof it canfit into a given volume than other fuels (paragraph), Yet,if that is the case,many I + Energy energyexpertsargue,governmentsshould be spendingfar moremoneyto lower the technicaland economicbarriers to all typesof alternativeenergy(paragraphro). on page GetSSto workin pairsto complete the sentences SS tzz.Do the firstonewiththe wholeclassso that know what is expected.Circulateand helpwherenecessary. withthe Catlthe SStogetherandgo throughthe answers wholeclass. r to buysmallercarsunless z since(the)oit (supply)is / in spiteof having 3 in spiteof (thei| reservations reservations 4 so they can/ so as to it costs 5 cheapbecause 6 on water(supplies)becauseof @ O+.' o TellSSthattheywill listento the dialogues again.Askthem to readthe extractsin pairsandtry to predictthe missing words.Dea[with anyvocabularyquestions,e.g.staff turnovermeans'the rateat whichpeopleleavean organisation and arereplacedby others';branchesare individualbanks,shops,offices,etc.that arepart of a large organisation; sold out of means'haveno moreleft in a shop'. o SSlistento the dialogues againandcomplete the phrases. SScompare in pairs.Playthe recording again theiranswers if required. @ Gothroughthe answerswith the wholeclass. r notice z couldbe 3 As I understand it 4 to jumpto anyconclusions5 wouldbe a goodideato 6 lookslike 7 shoutdreconsider 8 only problemI cansee 9 let's sleepon it @ lookat the SStlstento two problemsbeingdiscussed, androle-playa problem-solving @ SSwork in pairsto identifothe functionof eachof the languageof problem-solving phrases.TetlSSto writethe numberof the phrasenextto scenario. @ Q+., @ Youmayliketo usethisquoteon problems as a [ead-into the section.Readit aloud,dictateit to the classor write it on the board.GetSSto saywhat it means,if they agree with it andaskthemwholheythinksaidit. Wecan'tsolveproblemsby using the samekind of thinking we used whenwe createdthem. (AtbertEinstein) Ask55 to lookat the right-handphoto.GetSSin pairsto discusswhattheycanseein it anddecidewheretheythink it wastaken.Seta two-minute timelimitfor the discussion. Circutate and helpwith anyvocabularywherenecessary. Caltthe classtogetherand askif theyguessedthe city. (Rotterdam) ReferSSto the left-handphotoandaskthemwhatthey see.(Air-conditioning / air-conunits) TeltSStheywill tistento two separatedialogues.SSlisten whatthe two problemsare,andwho theythink and identifiT is speaking in eachdialogue. SScomparetheirideasin pairs.Onlyif necessaryptaythe recording to confirmtheir againto allowSSan opportunity ideas.Gothroughthe answerswith the wholeclass. In the first conversation, the speakersaretalkingabout the high [eve[of staffturnoverin one of the company offices.lt is probablya regionalmanageranda manager Department. fromthe HumanResources z In the secondconversation, the speakersarediscussing the shortage of air-conditioning unitsfor sale.Theyare probablythe ownersor managersof an electricalgoods shop. r the items(a-d).Dothe first onetogetheras an example. Circulateand helpwherenecessary. @ Gothroughthe answerswith the wholeclassas a quick-fire activity. o As follow-up, drillthe pronunciation of someof the expressions fromthe two conversations. @ @ SSworkin pairsagainto matchthe two partsof the phrases. As follow-up,drawSS'sattentionto the verbpatternswith suggest,considerand usefulexpressionslike lf (someone) were...,provided,might as well. Dritlthe pronunciation fromthe of someof the expressions two conversations. 1g zd 3f 4a S b 6c 7h 8e @ O+." @ Exptainthat SSaregoingto role-playtwo situationsbased playthe on the conversations in Exercise A. lf necessary, conversations againto remindSSof the problems or elicit fromSS. the problems o TettSSto incorporate someof the problem-solving language fromExercises B andD in theirdiscussions. + EnergyI DivideSSintopairs.SSA andSSB lookat the first situationon theircorresponding rolecardson pages44 and r5o. AllowSStime to readthemand preparewhatthey aregoingto say.Tell5S they havea minuteto do this.This preparation timeis vital,as second-language acquisition research hasshownthatit improves the accuracy and lengthof SS'sutterances. Dea[with anyvocabulary questions. Proposals are bothinformativeand persuasive writing becausetheyattemptto educateandto convincethe readerto do something. Therefore, it necessary to get your audience'sinterestin the proiectbeforeyou presentthem with timescalesandcosts.lt's alwaysimportantto highlightthe benefitsthe readerwill receive,as well as the costofthe solution. Thereare manywaysto set out a proposal,andthe tips andguidelineshereare by no meansdefinitive.Youcan usea memofor internalproposalsandthe business-letter formatfor proposalswrittenfromoneexternal organisation to another.Onesimpleframeworkis as follows: o Theintroductlonpresentsandsummarises the problem andyourproposed solution(s). lt includes a summary of the benefitsthe readerwitl receivefromthe solution andthe total cost. o Thebodyofthe proposalprovidesa detailed explanation of the solution,includinga breakdownof the method,tasks,equipment andpersonnel thatwill be required.lt canalsopresenta detailedbreakdownof thetimescale andcosts. o Theconcluslonemphasises the benefitsthat the reader will receivefromyoursolutionto the problemand shouldencourage and persuadethe readerto takeyour proposed courseof action. Circulateand monitorthe classas SSact out the role-plays. Makea noteof SSwho arecarryingout the task successfully, any usefutlanguageusedand fiveor six pointsfor correction, language including intonation and pronunciation. Callthe classtogether.Givefeedbackto the wholeclass, praisingSSwho usedthe expressions correctly.Putthe itemsfor correctionon the boardand elicitthe correct versions from5S.Driltanypronunciation itemsagain, wherenecessary. Refer5S to the secondsituation.Repeatthe procedures above,remindingSSto payparticularattentionto avoiding the sameerrors.Circulate andmonitorSSoerformance. Again,makea noteofSSwhocarryout thetask successfully, any usefullanguageusedand fiveor six languagepointsfor correction, includingintonationand pronunciation. Catlthe wholeclasstogetherandpraisetheirefforts.Go throughthe corrections togetheras before.Finally,ask eachpairofSSfor feedback on the tasks;weretheyableto comeup with any proposalsor solutionsto the problems? lf time is limited,iust askoneor two groupsfor their feedback. Someproposalwritersprovidean executivesummary writtenin non-technical language for thoseoutsideyour you mightinclude specificareaof expertise.Alternatively, a glossaryofterms that explainstechnica[languageused in the bodyof the proposaland/orattachappendices that explaintechnical information in language that is easyto understand. In addition,if yourproposal is goingtopeople in the organisation or clientswho don'tknowyou,include yourqualiflcatlonsfor the proiect. go to the Resource Forfollow-uppractice, bankin this book. GetSSto lookat the Usefultanguageboxand identifythe moreformallinkersthat mightbe usedin reportsandthe lessformalwordsthat mightbe morecommonin spoken English. SSlookat thestructure of proposals andusetinking expressions for writingproposals In context. o @ TeltSSthat you aregoingto look at writingproposals.lf you havein-workSS,askif theyeverhaveto write proposals andwhattheythinkthepurposeofa proposal is (to persuadethe readerto do or acceptsomething,e.g. funda project,buyyour product,etcJ.Askthemwhatthey expectto find in a proposaland how it mightbe organised. SSmayhavedifferentexperiences of or no experience proposalwriting.Youcouldcopyanddistributethe followinginformation if SSwill findit usefulor go through thesepointsby givingSSan oral presentation. @ SScompare theirideasin pairs. @ Gothroughthe answers withthewholeclass. Suggestions for lessforma[, morefrequently spoken expressions are: AddingextraInformation too,also,aswellas g informatlon Contrastin but Introducingthe resultof previousinformation so Givingthereason forsomething because, that'swhy Expressing a sequence of events then,afterthat,finally | + Energy @ @ TellSSthey aregoingto writea proposal.Referthemto the writing-style tips at the bottomof the page.Dealwith any questions, vocabulary e.g.'gender-neutral' language meansusingwordsthat do not assumepeoplearealways male- writersshouldusehe or sheratherthaniusthe. @ AskSSsomequestions aboutthetips,e.g.Whyis it particularly importantto writewiththe readerin mind (Because youwantyourreaderto whendoingproposals? you propose); do/acceptwhat Forwhichaudiences do/woutdtheyusea semi-formal writingstyleandwhen write in more do/woutdthey a formalstyle? @ Nowtelt5S to imaginethattheyaremanagers in a companythat is aboutto relocate.Ask55 to suggest reasonswhy a companymightrelocate.Ask5S to suggest whyemployees mightbe happyor unhappy somereasons aboutsucha move.S5 mayhavepersonalexperience of officemoveswhichtheycantell you about. @ GetSSto readthe instructionsandthe notesto incorporate questions, intotheirintroduction. Dealwith anyvocabulary e.g. outskirts. o SSworkin pairsto writetheirintroductions. Circulate and hetpSSwith the task,pointingout anyerrorsas theyare writing,but allowingSSthe opportunity to makethe corrections themselves. o SSexchangeproposalswith anotherpairand readeach youcouldaskSS others'versions. lf culturally appropriate, proofread point to eachother'sworkand out anyerrors. o Copythe modelanswerlelow anddistributeit to SSfor themto comparewith theirversions. Askthemto underline the linkingexpressions andanyexpressions theyfind usefu[. Model report Transportservicefor relocatedstaff lntroduction Giventhe highcostof officespacein the citycentre,the park companyhasdecidedto relocate to a newbusiness on the outskirtsof the city in Januarynextyear.Thismove will providemorespaciousfacilities,allowfor expansion and havethe addedadvantage that the officesand warehouse wittbe finaltyintegrated on onesite. Despitethesebenefits, a majorconcernof the administration staffdueto be relocatedis the lackof public-transport park.I have linksto the business investigated existingtransportfacilitiesand,as the parkis a newdevelopment, business the localtransport companiesdo not,as yet, haveanyplansto rerouteany servicesor createany newservicesfor the foreseeable future. As a solutionto this problem,I proposethatthe company providea morning,lunchtimeand eveningmini-busservice fromKingsSquare,a locationin the citythat provideseasy accessfor onwardiourneysvia bus,underground andtrain networks. At an estimated annualcostof 53,oooeuros, this solutionis bothcost-effective and efficientandwill ensurestaffmoraleis not adverselyaffectedby the companyrelocation. SSlookat the problemsof energycostat a supermarket chainandmakeproposals for savings. Background GetSSto focuson the photoofthe supermarket freezers. As a lead-into the casestudy,askSSwherethey usually shopfor foodand if they buy muchfrozenfood.Askthemif theythinkthe demandfor frozenfoodis likelyto increase or decreasein the futureandto givereasonsfor their answer5. GetSSto studythe background informationin the Course Book.lf youthinkitl useful,readit aloudor aska student to readit aloud.Dealwith anyvocabularyquestionsthey mayhave,e.g.the bottomllne means'the figureshowing the company's total profitor loss',shelfstockmeans'all the itemsthat the storesells'. Writethe followingheadings on the left-hand columnof the tableand elicitinformationfromSSto completethe righthandcolumn. Company/organisation Supersun Basedin California No.of stores 3o Currentthreatsand weaknesses a a a a tight profitmargins strongcompetition increasing energybitts government's'clean air' legislation Mainoperatingcosts . . Strengthsand opportunities o creativemarketingstrategies to retainand increase customers . reduceenergycostsby improvingefficiency shelfstock energybills Reading @ Putthesenumberson the board:2, 5e.,Lo,9,10,4oo. @ GetSSin pairsto readthe CERG newsletterextractandsay whatthe numbersreferto. @ Gothroughthe answers withthe wholeclassas a quick-fire activity.Deatwith anyvocabularyproblems,e.g.earnings per sharemeans'a company'sprofitsfor a periodof time dividedby the numberof shares'. Profitmarginsarebelowzoloin supermarkets. Energycostsareas highas $5o or moreper squaremetre. It'sestimatedthat a rooloreductionin annualcosts profitmarginsby 9olo,increases increases shareearnings by nearlyrooloand is equivalentto a $4oo increasein sates persquaremetre. + EnergyI o Ask5S if theythink energysavingis a goodideafor supermarkets basedon whatthey'veread.(lt would certainlyseemso fromthe increasein profitmargins newsletter) claimedby the CERG o AskSSwhytheythinksupermarkets havesuchhighenergy do costs.What theythinkarethe mainsources of energy consumptionin supermarkets? Don'tspendtoo longon as the sourcesof energyconsumption are thisdiscussion, outlinedin the piecharton the nextpage. @ ReferSSto the pie charton page41.Dealwith any vocabularyproblems.AskSSas a wholeclassto brainstormwayssupermarkets couldreducecostsin these areas.Youand SSmaybe ableto talk frompersonal experience of walkinginto a storethat wastoo hot/cold,or whichhadthe doorsopenin winterandthe heatingon,etc. ListeningQ+.t @ GetSSto lookat the agendafor the storemanagers' monthlymeetingand readthe listeningtask. @ Ptaythe first part of the recordingand askSSwhich agendaitemsthe grouparediscussing. Oheystartwith itemz, but go intoitems3 and4 aswellduringthe course of the discussion.) Ptaythewholerecording andaskSSto makea listof the tasksthe new EnergyProjectTeamwill haveto work on. SSlisten.In pairs,they compareideas.lf necessaryreplay the recording. Gothroughpointswiththewholeclass. Suggested actionpointsfor EnergyProiectTeam o Collectandanalyse.data on energycosts. o Thinkof waysto makeenergysavinga priorityfor everyonein the company. @ Comeup with ideasfor reducingCO, emissionsby too/o in the nextsevenyears. o Makeproposalsfor energysavingsand possible investment in newequipment/technologies. As a follow-up,askSSwhatenergy-saving andwastepeoplecameup with in the meeting; reducing measures weretheythe sameideasas SShadmentioned earlierin their brainstorming session?Playthe recordingagainto get moredetailsand checkSS'sanswers. SScompare theiranswersin pairs.Thengo throughthe answerswith the wholeclass. @ Turnair-condown. @ Turnoff lightinginsideandoutsidethe supermarkets. o Useskylights. o Buy/usemoreenergy-efficient refrigeration units. o Buyenergyfromrenewablesources. o Seltlessfrozenfoodand cut numberof fridges. @ Cuttransportation coststhroughbuyingmoreproduce locally. Taskr o TellSStheyare now part of the newlyformedEnergy ProjectTeam.Oneof theirdutiesis to collectinformation aboutwaysto saveenergyand reportbackto the group. @ Dividethe classinto two groups.Referone groupto the StudentA rolecardon pager45 (EnergyEfficientLighting in Shops)andthe othergroupto the StudentB rolecardon page151(Refrigeration). Tellthemto readthe information andtry to memoriseit, retellingit in their ownwords.Deal with anyvocabularyquestions.Theycanlook at the card quicktyif they needto. Allowthemtime to practisethis in theirgroup. @ RegroupSSin A+Bpairs.Tellthemto reporttheir informationto their partner.Theycanlookat the rolecards ifthey needto checksomething, but shouldtry to retellthe informationin theirown wordsas muchas possible.SS listento eachotherandtake briefnotes.Circulateand monitorSS'sperformance andwhattheyarewriting.Note downstrongpoints,any usefullanguageusedand fiveor six languagepointsfor correction, includingvocabulary andpronunciation features. @ Caltthe classtogether.PraiseSS'sperformance. Go throughthe pointsfor correction, elicitingthe answersfrom possible. SSwherever AskSSwhichtechniques theyread andhearaboutwouldsavethe companymostmoneyand whichwouldbe the cheapestto implement,e.g.checking fridgedoortemperature settings,usinglow-energy light butbs. Reading @ GetSSto readthe newsextractat the top of page4r. Deal with anyvocabularyproblems,e.g.hike means'a large increasein prices'.AskSSwhat impactthesepricerises (lt wi]lincrease wil[haveon Supersun. operating costsand reducethe profitmargin.Supersunmaydecideto increase productpricesas a result,but this couldcostit customers. Alternatively, measures they could[ookat energy-saving to counteractthe pricerise.) Taskz s TeltSSto readTaskz and to lookat the CO, emissions charton the right.Dealwith anyquestionsthey have. @ ReferSSbackto the problem-solving languageusedin Exercises B and D on page18. Dritta few ofthese expressions again. @ DivideSSinto smallgroups.Tellthemto discussthe points andto comeup withsomesolutions andproposals. One personfromeachgroupshouldleadthe discussion, anda note-takershouldwritedowntheirsolutionsand proposals. @ Onewayto encourage is to SSto usecertainexpressions giveeachofthem a cardwith threeexpressions on.5S haveto try to get atl threeof theirexpressions into the conversation. I q Energy @ Circulate andmonitor,checking SSarecarrying out the taskcorrectly. Makea noteofany goodlanguagebeing usedand commonerrorsfor correction,including pronunciation. . , o Alternatively, anotherwayto dealwith errorsis to write themdownon piecesofpaperandpassthemto SSto look at andtryto self-correct. Feedback @ Bringthe classtogether.Praisesomeof the strong languagepointsthat you heard,andworkon fiveor six pointsthat needimprovement, especially in relationto languageusedfor problem-solving. GetSSto modelthe correctforms. o Toroundoffthe activity,askthe note-takerfromeach groupto reportbackon their proposals.Highlightsomeof SS'sbestideas. o lf thereis timeandinterest, askSSif theythinkenergy savingis an issuein industryandcompaniesin general. Theymaybe ableto giveyou examplesof initiativesthey knowof, suchas newofficebuitdingsthat makethe most of naturaltightandwhichhavebeenequippedwith energysavingdevices, suchas solarpanels. Writing @ 5S tookat the rubricfor the Writingtask. @ GetSSto brainstormthe informationthat shouldgo in this proposaland put thesepointson the board.All this information hascomeup in the listening andin Tasksr andz. Ask55 to look backat the tips for proposalwriting(CB paCe39) and in the lessonnotes(TRBpage49). Revisethe structureand purposeof a proposal.GetSSto look at the Usefullanguageboxon page39 againas well. @ GetSSto writetheirdraftsin pairsor individually. @ Circulateand monitor,checkingSSarecompletingthe task correctly. lf timeis limited,SScanwriteiusta 2oo-word introduction as a classactivityanddo the full reportfor homework. Forearlyfinishers,or as an extraactivity,telt 5S to proofreadeachothers'proposals. Putatl the proposalson the wall and askSSto circulate and readthe otherproposalsand decidewhatotherpoints werementioned thattheywoutdhavetikedto includein their proposals. @ (TRBpagerrp) Wri,tn,tips(CBpaCe39)andguidelines 1tO 1 o Gothroughthe informationin the CourseBookwith yourstudent.Explainanydifficulties.In Taskr, getthe studentto prepareoneof the rolesandyoutakethe other.At the sametime,monitorthe languagethat your studentis using.Notedownanygoodexamples of languageand pointsfor errorcorrectionor improvement. Comebackto theselater.Praiseanygood examples oflanguageusedandgo overanyerrors, pronunciation. including o DoTaskz together.Don'tdominatethe conversation in this task,but sayenoughto keepit goingand allow yourstudentto askandanswerquestions.Youcould recordthe discussionon cassetteor video,if the studentagrees,and useit for intensivecorrectionwork afterwards. enttrends g'si*i Lessonrl Llstenlngand dlscusslon Llstening1! Workpatterns PracticeFite SSlistento shortextracts anddecidewhattypeof employment Wordpower(pages28-29) the speakeris talkingabout. Eachlessonis obout 60-75 minutes- This tine does not include odninistm$on and tine spent going through homewo* in any lessons. Listening2: Trendsin employment 5S listento an interview witha business studieslecturer, who talksaboutrecentresearch intoemployment trendsin the [JK. Vocabulary:Employment SSlookat wordsrelatedto employment. Discussion:Emplovmenttrends1 5S talkaboutemDlovment trends. Lesson 2: Readingand language (pages++-+s) Eachlessonis about 60-75minutes. Discussion:lob satisfaction SSdiscussthe factorsthataffectiob satisfaction. Textbank (TRBpages172-175) ReadingtIndio, Coll centes ring the chonges 55 readaboutstaffattritionratesat callcentresin lndia. Grammarreferenceand practice (CBpagesrz3-rz4) Languagereview:Cohesivedevicesand using inversionsfor emphasis SSlooktwo language areasarisingfromthe text:cohesive devices andusinginversions for emphasis. PracticeFile Textandgrammar Qages3o-31) 2 DElugggriloplsymer|lllqrdg SStalkaboutjobsof the future,unpopular lobsandhow comDanies canretainstaff. Lesson 3r Business skills (pages 46-47) Eochlessonis obout 7530 ninutes. ResolYingconflict 5S discusstheirviewson conflictin the workplace; listento a conversation wherea conflictis beingdiscussed; do a role-play andlistento an experttalkingaboutmisunderstandings that arisein e-mailcommunication. Writingre-mails 5S writea replyto an abrupte-mait. Lesson 4! Casestudy (pages 48-49) Each(esson is obout 7530 minutes. Resourcebank (TRBpage223) Writingfile (CBpager35) PracticeFile Skillsandpronunciation (pages32-331 PelaGyicalGcentre absqltqgi54 writingfite SSreadaboutthe problems (CBpages138-139) of absenteeism in a Dublincall centre,role-plav an interview aboutabsenteeism witha member of staff,prioritise the issuesanddiscusshowto resolve the DroDlemS. Fora fast routethroughthe unit, focusingmainly on speakingskills, iust usethe underlinedsections. Forone-to-onesituations,most pafts ofthe unit lend themselves,with minimaladaptation,to usewith individuat stud€nts.Wherethis is not the case,atternativeproceduresare giver. trends I 5 Employm€nt Thewaywe work is undergoingcoristdntchangeas the world movesfromthe industrlalage to the intormatlonage. In manyindustrialisedcountries,this transitionhasgenerallyled to a looseningof .elationshipsbetweenemplryeE and emplryeesand far greaterflexibillty in termsofemployment contractsandworklng hours,with morepeopleworkingon flred-term contractsand greaterlevelsof self-employment. connections, are lnformation andcommunication technologies, suchasthe Internetandbroadband jobs do in the future. Many havinga majorimpacton the way we work andwil[ continueto so andcaleels will become'extinct',and newoneswill replacethem.Otherjobs will be transformedby technologyout of all recognitionin today'sworld. Expertspredictthat most oftoday! childlenwillbe doingiobs in the futurethat do not evenexistyet. operationsto countrieswith low laboul costshasexistedfor many Thetrend ofmovingmanufacturing decades.ThisdrivetowardsIncrcasedploductivllyand lower productioncosts,combinedwith technologicaladvances,has morerecentlyallowedcompaniesto outsourceandoffshoreother partsof Companies arenowableto distributetheirworkaround theiroperations to thesecountries andregions. globe the and operate24 hoursa day,sevendaysa week. Accordingto the FTt FutureofWotk Repott Asiais the top destination,with 3Z per centofoutsourclng proiects.But westernEuropealsobenefited,with 29 per cent- the favouredlocationsbeingthe UK, lreland,SpainandPortugal-andeasternEurope with22 percent.lndiahasbecomeoneof the major suppliersofcall centresfor the Britainandthe UnitedStatesbecauseofthe hugenumberof Englishspeakinggraduates.However,it is not onlythe low-sklll€djobs that are beingtransferredto Asia. Increasingly, multinationalsare recruitinghlgtty skilled engineeringand programmingstaffin tuian countriesand transferringtheir reseerchand developmentoperationsto thesecountriesas well. Freemarketeersarguethat Europeancountries,like Franceand Germany, sufferfiom excessive labout wagr and EU directives controlling working hours. In marketretulation, suchas mlnlmum leglslation infomal manyeasternEuropeancountries,large-scale unemploymentand the economyare still majol problems, Eu will haveto findwaysto dealwith.Manypredicttherewill be andonesthatthe expanded greatermobllity ofthe workforceas peoplemovefrom eastto westto find work.WesternEurope,Japan and the UnitedSatesare all ageingsocietles.As the adlw workforcecontinuesto fall in proportionto the total population,manyhaypexpressedconcernsaboutthe impactthat this will haveon thesesocieties. Indiaand Chinaare now playingan increasingrole in the world economy.Accordingto KimClark,deanof yet the full impactof 2.5 billion peopte HarvardBusinessSchool,'Wesimplyhavenot comprehended is no doubtofthe benefitsand comingintothe worldeconomy whowerenot partofit before.'There opportunitiesfor thosedevelopingeconomiesthat haveinvestedin technologyin termsofincreased employmentopportunltlesand economicdevelopment.secondly,hlgher Incomesin thesedeveloping economiesnot only benefitthe domesticeconomy,but alsothe globaleconomy,as theseare huge potentialmarketsfor goodsand services. Yourin-workstudentswill be abteto talkabouthowtheirjobsandcareershavechanged astechnology hasdevetoped.Theymayatsohaveexperienced a changein directionin their careers,haveretrainedor envisagethe needto do so in the future.Pre-workstudentswilLbe ableto talk aboutthe iobs of members oftheir familyand the type ofjob they expectthey'll be doing in the future.Bothpre-workand in-work students will certainly haveviewson employment trendsin theircountry/region andin thewiderworld. Rebecca Corfield:Saccessful interviewskills:Howto presentyou6elfwith confidence,KoganPage,2006 Mafthew,,DeLuca:2ol answe6 to the toughestjob interuiewquesf,ots,Schaum,1996 SpencerJohnson:Whonoved my cheese? PutnamAdult, 1998 yout parachute? RichardNelsonBollest Whatcoloris A procticalguide for job-huntersand coreerchangers, TenSpeedPress,2oo5 lI@!E @Pearson Education Limited zoo6 trends | 5 Employment Quotation GetSSto look at the openingpicture.Tellthemto work in pairsfor two minutesand talk aboutwhat they canseein the pictureand howthey think it relatesto the unit title. calltheclasstogetherandaskthemwhattheythinkthe connection is betweenthe unittitleandthe picture.(He seemsto be workingfrom home,or at leastan isolated location,thanksto moderntechnology(notethat thereis a satellitedish on the roof).This photoshowsonewaythat employment is changing in the'information age'.Theunit dealswith differentaspectsofthis change.) Putsomeofthese jobs on the boardand ask if ss know what they are: butler,cobbler,servant,tailor,shoeshine, furmer.Ask SSifthese iobs existtoday in their countryand in what form.Ask55 ifthey cangiveyou anymore examplesofiobs whicharevirtually'extinct'today. GetSSto thinkaboutsomeiobsthat existnowthat didn't exista hundredyearsago.Putsomeofthesejobson the board:printer,nurse,reporter,secretary,bankclerk, doctor,engineer,miner,airLinecheck-instaff,travetagent, supermarketcashier.GetSSto say how theythink technologywillaffect thesejobs in the future.Wittthey becomeextinctor how witlthey be transformed? This activitycanbe donein smallgroupsifyou prefer. Thiscouldleadinto a discussionofoutsourcingand insourcing.Don'tspendtoo longon this, becauseSSwill get an opportunityto dkcussthe issuesin moredetailin the readingsection. lnformationbox It is estimatedthat medicalknowledgeis doublingevery eightyears,andthat halfofwhatstudentslearnin their first yearat universityaboutscienceand technologyis obsoteteor revisedby their finalyear. Somefuturistspredictthat the type ofjobs that will 'survive'arethosethat involveface-to-face contactwith clientsor that don't involveroutinesthat canbe automated,or jobs that requirehighlevelsofteamwork health-care and flexibility.Examplesare retailsalesperson, provider,lawyer. Putsomeofthe followingabbreviationsand acronymson the board- or add someothers,as appropriatefor your 5S - and ask 55 what they represent.Dothis as a quick-fire activitywith the wholeclass. BA (Bachelorof Arts)degree:first universitydegreein subjects relatingto the broaddefinitionofarts,usually lastingthreeyearsin the UK BSc(Bachelor ofScience) degreerseeBA BECBusinessEnglishCertificate(UCLES) CAECertificatein AdvancedEnglish(UCLES) lliD DoctorofMedicine:degreein medicineusuallystudied after a first degree.Medicaltrainingtakesbetweensix and sevenyearsin totalin the UK. PhDDoctorof Phitosophy: a degreeof a high levelthat involvesadvancedresearch.Studyingfor a PhDcantake anythingfromthreeyearsto a lifetime. Ask55 theseouestions: Whatqualifications do you think arc impoftant to get a good job nowadays? Hos this changedin the (ast50 yeoE? Do people need more quolificatlons nowodoys? Whatis the overogelength ofa degree courceond vocotional training in yout country for doctoE, lowyers, architectsand other professionols? Has this changedin recent decades? NB In someEuropeancountries,suchas the UK,the averagedegreecourseis threeyearsin length,but it can be four or evenfiveyearsin countrieslike SpainGetSSto giveyousomeofthe acronyms andabbreviations for coursesand examsthey canstudyfor in secondary school,university andin furtherandhighereducation. Whatarethe minimumrequirements to get intouniversity? people put Do lettersafter their names(e.9.BA,MSc)?In what circumstances? GetSSto look at the quotationandask themwhat they think it means.Dealwithanyquestions55 haveaboutthe vocabutary, e.g.felloulisan old-fashioned way to say 'man'.Alternatively, ask 55 to look at their dictionariesto find definitionsfor the wordfellow and anyrelatedwords and reportbackto the restofthe class. Thenget SSto readthe quotationand explainwhat it means.Askthemifit is the casein theircountryor region thathighlyquatifiedpeoplecan'tgetworkin their orofession. TellSStheywill be lookingat someissuesrelatedto employmenttrendsaroundthe wortd. Gothroughthe overviewpanelat the beginningofthe unit, pointingout the sectionsthat SSwill be lookingat. As follow-up,SSmightwant to look at the useof e-9.CEO, VIBVP. abbreviations andacronyms in business, Dependingon the areaofbusiness,there may be a lot of standardinternationalabbreviations, e.g.importationand exportation,or bankingand finance.Putsomeofthese commonbusinessabbreviationsand acronymson the boardand elicit the meaningfrom SSin a quick-fireactivity. AskSSif theycanadda few more.NBSomecompanies are bestknownbytheirinitialsaswell,e.g.GM,lBM,BMw,cK, DHL,BA,FT. 5 Employmenttrends I SSlistento shortmonologues anddecid€whatworkpattem thespeakerlstalklngabout, @ 6et 5Sto checkanswersin pairs.Gothroughall the answersin openctassafter SShavelistenedonly once.SS shoutdhaveunderstood enoughwithonelistening to do thistrue/falsetask.Tellthemtheywitl be listeningtothe recordingagain,though. @ O s.' 1 False 2 True 3 True 4 False GetSSto readthroughthe eightworkpatterns. Dealwith anyquestionsthey have,e.g.casuallabour(alsoinformal employment)is anyworkthat is donewithout a legal contract,socialsecurityandincome-taxpayments, Playall six extractswithout stopping.SSwork in pairsto comparetheir answers,Monitorto seeif SSare getting mostofthe answers, Playeachextractagain.TeltSSto listenfor wordsand expressions whichhelpedthemdecidetheiranswers. This time, pauseaftereachspeakerand eLicitthe answerfrom the wholeclass.tuk SSto tell you what wordsor phrases thevheardwhichhelDedthem. aa 2h @ Playthe recording againall thewaythrough. @ SSchecktheiranswersin smallgroups.Circulate anddeal with anyqueriesSShave. lfyou canseethataltSShavehaddifficulties witha particularitem, playthat sectionofthe recordingagain. Gothroughallthe answers in openclass, 3e 46 5c 6 d lf timeallowsandSSareinterested, referthemto theaudio scripton pages165-166. GetSSto listenagainandread. Ask55 to identin/anyotherwords andexpressions that relateto workpatterns andgavecluesto theanswer. Asfurtherpractice, referSSto thetwoextraworkpatterns (shiftworkandftxedtheydidn'theardescribed term/temporury contractandgetthemto writea short monologue whichdescribes someaspect ofoneofthese formsofwork.Inpairs,5Sthenreadtheirshortextractto eachotherand decide whichworkpattern is being described. Toroundup,ask55 questions aboutsomeofthesework paIIern5: ls seosonalworkconmonandin whichsectors(e.9. agriculturc, hotelandtourisn)? ln whichiobs is it commonto workshifts(e.9.hospital staff)? Dopeoplemigrateto or fromthet country/region to work? Whereto/fron? Arefixed-terncontractscommon? SSlistento an lntervlewwithSeani/lccuinness, a business studleslecturerandgovemor at Hammersmlth andW€st London Collegein london.In theflrst partofthe Interview, he talksaboutrecentrGsearch Intoworkpattemsin the UK.ln thesecondpart,hedescdbes hown€wtechnologles have changed thewaywework. @ (?s." o GetSS,in pairs,to lookthroughthe questions andtry to predictwhichstatementsare true and whichare false. Explainany difficultvocabulary. e Putthe followingitemson the board.TellSSto listento the interviewagainand identirywhat the itemsreferto. ESRC,80, 90, 5, 2,6 and2, 7 and4, portfolioworkers Playthe first part ofthe intervieu = the Economic ESRC andSocialResearch CounciI 80 - percentage of peoplein permanent employment ten yearsago of peoptein permanentemploymenttoday 90 = percentage 5 = percentageofemployeeswith temporarycontracts nowaoavs Z = percentageof peoplein self-employment 6, 2 = the averagelengthof time (years,months)people stayedin their jobs ten yearsago 7, 4 = the averagelengthof time (years,months)people stayin theiriobsnow portfolioworkers= a flexibleand mobileworkforcethat goesfromjob to job @ As a foltow-up,you couldask55 if any informationthey heardin the interviewsurprisedthem. @ C)s.r Ask 55 to look at the pictureon the Leftofthe exerciseand ask ifthey knowwhat this objectis andwhat it's usedfor. (Anhour glass,an old-fashioned devicefilled with sand, usedfor tellingthe time) TellSSthat hour g/asswill be mentionedin the recordingin anothercontext. 5S,workingin pairs,to lookthroughthe itemsa-e. Deal with anyquestionsthey have(e-g.enlargement,frcm lhe root word larqe,meaning'toincreasein sizeor amount'; commonlyusedto referto photocopies,imagesor photographs). @ Playthe full recording througha firsttime. @ SScompare answers in pairs.Gothroughthe answers with the wholeclass.lt shouldbe oossiblefor advancedSSto do this first task havingheardthe recordingonly once. Correctorderr c, b, e, a, d trends | 5 Emptoyment @ Qs.r o TellSSto listenagainandmakenotesabouteachofthe five ooints. o Playthe recording,this time pausingbrieflyaftereachitem to allow SStime to finishwritingtheir notes. o SSgo throughtheirnotesin smallgroups.Circulate and monitor,dealingwithanyquestions55 haveand checking iftherewasanyimportantinformation that SSdid not pick up on. o Gothroughthe answers withthe wholeclass. a lf necessarybasedon your assessment of SS'sfeedbaclq ptayanydifficultpartsofthe recordinga third time, to allowSSan opportunity to hearthe Information agaln. Suggestedanswers Propo]tlonof peopleusingthe Intemetand €-mall at work o Over8oo/.of higherprofessionaland seniormanagers usethe Internetande-mailat work. 6 Only29oloof administrativestaffand q-15ol. of skilled, semi-skilled andunskilled manualstaffuse the Internet ande-mailin theirjobs. oerrelopmentof iob enlargement @ Peoplearetakingon additional skillsandrolesand sharingout middle-management roles. @ Higherprofessional lobs haverisenby 3o/oto37"/ointhe jobs havebeen lastten years,but the middle-ranking soueezedout. Descrlptlonof the'hour-glass'economy c Thetheorysuggeststliat therewitl be targenumbersof highlyskilledand unskilledworkersandveryfew peoplein the middle-ranking occupations. Occupatlonsthat are expe encinggowth @ Traditionaland low-paidoccupations:salesassistants, call-centreoperators,securityguards,careworkersand generally jobsaregrowing. service-sector o Thefastestgrowingoccupationin the UKis hairdressing-up by over3ooo/o from ten yearsago. Recommendatlons for twernment €mploymentpollcy 6 Needfor minimumwagelegislationand controlsover workinghours. AskSSto describe whatis meantbythe'hour-glass economy'.Oherewillbe morehigherprofessionals and unskilled workersandfewermiddle-ranking iobs. Therefore,the implicationftom this is that employmentin the UKwill resemble an hour-glass shape- wideat the top and bottom,but narrowin the middle.Thespeakerthinks this will makesocialmobilitydifficult.) Forfurtherpractice,you maywant to referSSto the audio scripton page166.lt's oftenusefulfor SSto listenand read the script,but itt alsovalidfor 55 justto readwithout listeningagain.Ask SSto pickout a languagearea,suchas ten wordsand expressions relatingto the lexicalset of employment. Don'tspendtimegoingoverallthewordsin the audioscriptin detait;focusSSon a particularlanguage itemandjustdealwithquestions relatingtothatlanguage. Thistaskwill also help SSpreparefor the nextexercise. 55 look at wordsrelatedto employment. @ 6 RefelSSto the itemsin the box,but do not explainany expressionsat this stage.Encourage themto usethe contextofthe sentencesto helpwith the meaning. @ 55 workin pairsto complete the sentences. Circulate and monilor.TellSSiftheir answ€rsare rightor wrongso that they cantry againifnecessary. o Callthe classtogetherand go throughthe answers.Drill the wordstressandpronunciation featuresofsomeofthe moredifficultvocabularyitems. l servicesector 2 employment tenure tmobile workforce 4iobstability 5middle-management power Tskilledmanuat 8 minimum-wage 6 bargaining SStatk aboutemploymenttrends. @ 6et SSto readthe questionsand dealwith anyquestions (e.9.oyerfimemeansworkingextrahours;some companiespayfor this, but mostdon't;Foreseeoblemeans 'fairlysoon). Get55 to discusstheir answersin smallgroupsof threeor four.Circulateand monitor,helpingwherenecessaryNote downfive or six commonerrorsfor correctionrelatedto the themeofemployment andanynewwordsthat havecome up whichmight be usefulfor the wholeclass.Writethese on the boardfor later,Youcouldalsomakea noteofanv pointsraisedduringthese interesting/controversial discussionsto referbackto in the finalfeedbackstage. Bringthe classtogetherand go throughthe corrections, elicitingthe correctformsfrom 55. fuk them to explainthe newwordson the board.Drill pronunciationwhere necessary. As a final feedbackstage,ask a personfrom one groupfor a briefsummary of theirdiscussion andwhetherthey agreedor not.Askone personfrom eachgroupto feedback if timeandinterestallows. SSmaywanttocontinuethe debateas a wholeclassifthere are a lot of differencesof opinion.Encourage this and act as a leader/moderator. An argumentin favourofemploymentlegislationis that it protectsemployeeswith lessbargainingpowerfrom long workinghoursandvery low wages.An argumentagainst legislationis that employerswant greaterflexibilityand freedomand mayemployfewerpeopleas a consequence of legislation. trendsI 5 Employment SS.G.r.cG dtc factors that affect iob satlsfadlon. o a 8efurethe task,ask SSwhat factorsthey think aff€ctiob satisfadion.Dothis as a quick-fireactivitywith the whole class. Gothroughthe list offactors.Dealwith any questions(e.g. perts are somethingin additionto moneythat you get for doingyourjob;otherexamples areluncheon vouchers and ftee medicalinsurance). Drillthe pronunciationofthese factors,highlightingword stresson the board. individually SSdo the exercise andthencompare th€ir ideasin smallgroupsof betweenthreeand five. RemindSS to think aboutsomeotherfactorsthey think are important. Allowfive minutesfor this activity. Callthewholeclasstogetherand findout iftherewasany consensusaboutthe itemsthat weremarkedwith a 1 (very important)-Ask SSto provideexamplesofother factors theyconsider to be important(e.g.longholidays, closeto home). Possiblebenefrts o Growthin thesectorthesedorhasalmostquadrupled ... in thepastthreeyearsto morethan35o,ooo employees ondlookssetto continueexpandingat So per centa year o Otherpossible answers notmentioned in thefirsttwo paragraphs: lowlabourcosts,English-speaking (paragraph workforce 3),cheapofficespace,etc. Prcblems Mainproblem is the'revolving-door' workculture,i.e. highstaffturnover/ highatttitionntest Atttitionmtes, pafticularlyin the laryerhubsofBangolorc,Delhiand Mumbai,hovejumpedto morethonSoper centa year in thepasttg months. Thisleadsto oroblems withstaff patience loyalty, hierarchy, anddiscipline. Addedstressfor HRmangers whoarerecruiting and trainingstaff:fheseyoungcall-centre workersthink nothingoftoking ajob, doingfou weeksoftroining andleovingwithoutonythingelsein thebag. Otherpossible answers: lowstaffmotivation/morale, lackofiobsecurity, lackofcontinuity in theworkplace, etc. @ a GetSSto readthe questions andmultiple-choice options. Dealwithanyquestions. SSreadaboutstaff attrition ratesat call centresln lndla. @ . As a lead-in to the afticle lndia: Call centresring the charges,ask 55 to explainwhat a callcentreis andwhich businessesgenerallyusethem.(A placeequippedto take a largenumberof phonecalls,generally dealingwith customerbookingsand queries.Banks,insurance companies,computerfirms,tmnsport,utilitiesand telephone companies arejustsomeexamples of businessesthat usethemJ Dothis as a quick-fireactivity. c Ask55 whichcountriesnow outsource/offshore a lot of call-centrework and whereit is outsourcedto. (Examples are Franceto Morocco,Spainto Moroccoand Latin America, the USAandBritainto India,Germany to neighbouring centralandeasternEuropean countries, Thereis a lot ofoutsourcingwithin a regiontoo, e.g. Englandto Scotlandand lreland.Basically, thanksto moderntechnology,this work is generaltyoutsourcedto countrieswith lowerlabourcosts.) Explainthat the idea is to readthe wholearticlein close detail.TellSSthey shouldignoreanywordsor phrasesthey don't knowat this stageand focuson the task. MonitorSSto seehow longthe task ls taking.Allow enoughtime for mostofthe SSto finishthe task. Earlyfinisherscancomparetheir answersin pairs/small groups.Get55 to identifowherethey foundthe informationin the article.Thisallowsslowerreaderstime to finishthe task. Gothroughthe answerswith the wholeclass.lf necessary SSsaywherethey foundthe answersin the articleto help their colleagueswho maynot haveansweredcorrectly, AskSSfor their initial reactionsto the Dointsmadein the article.Werethey surprisedto discoverthat staff retention was now sucha problemin Indiancall centres?Why (not)? (5Smaysay it's not surprisin&as thereis moredemand than supply,so peoplecanchangelobs easity.Also,they may knowthat staffattritionratesare generallyhighin call centresanywherein the world.) e AskSSwhat theythink arethe mainbenefitsand problems of managing a callcentrein India.Dothisasa quick-fire activityand don't rejectany ideasat thls stage.PutSS's ideasin two lists on the board. a GetSSto readthe first two paragraphsof the articteand to underlinethe benefitsand problemsthey find. Atlowonly a coupleof minutesfor this.Callthewholeclasstogether. AskSSto referbackto their lists on the board.Which pointsweremade?Werethereanyother benefits/problems thevhadn'tanticioated? l-r2- tr€nds | 5 Emptoyment 1b 2C 3o 4c 5a GetSSto turn to pagec3. Talkthroughthe exampteard ask SSto do the exerciseindividually.Alternatively, write itemsl+ and the paragraphnumberson the boardso SS don't haveto keepturningfrom the Grammarreferenceat the backofthe bookto the articleon page45.Circulate andmonitor55, confirmtheiranswers andhelpwhere necessary. its rcvolving-door work culture is also undemining virtues suchas loysv hiemrchy,patience ond discipline (pa'agfaph i 'Until very recently lndia had o culture whereyou took a job fot life and never dreamedof leaving it unless you hod o firm counter-offer'.,. 'But these young callcentre workers think nothing oftoking a job, doing four week oftraining and leaving without anything else in the bag'...'There is o citcuit wherenew conpanies cone in ond poach employeesot higher solalies'(paragraphs 2 and 3) Onesolutionhasbeenforcomponiestochoosemore isolotedlocations(paragraph4). Notethat 55 maybe temptedto chooseoption c), whichis not €orrect becausethe text statesin paragraph5: 'Youcanonly rcally attnct people with such gimmick,'soys Mr Chawla.'Retainingthem is o differcnt moften' Anothersolution- still in its infoncy- is to hirepafttime older employees,including housewives,and to allow them to telecommutefrom home batagJaph 7) there is little to suggest the prcblem ofan inherently footloose wokforce will pose a moftal threot to lndioS continued exDansion.'Coll-centreottrition is a universalproblem,'soF Mr thatnogar'lt hosgot woRe in lndia, but not neorly to the extent you would seein the West'(patagraph ro) SScomparein pairs.Thengo throughthe answerswith the wholeclass. Theanxietiesof moredemandingconsumets(a brosh new generation of profligote consumeR) and a high turnoverof staff (revolving-dootworkculture)thatis underminingvirtuessuchas loyalty,hierarchy,patience and discipline.(Anaphoricreference:referringbackto somethingin the text) Attrition rates,porticularly in the larger hubs (cities) of Bangalore,Delhi ond Mumbai, havejumped to more than50 per cent a yeor...(Anaphoricreference: referringbackto somethingin the text) ln spite oflndio3... supply of English-speoking graduates ... the industrfs rate of expansionhas meant that demand hasoften outstripped supply. (Anaphoric reference:referringbackto somethingin the text) Omitscompanies,(Anaphoricreference:referringback to somethingin the text) Substitutespeople,/e mployees.(Anaphoticreference: referringbackto somethingin the text) Atthoughsomecompaniesaretryingto attractyoung workerswith gimmicks(salsaclasses,multi-cuisine canteens,on-siterecreationalfacilities,suchas football tablesand caf€s),the moreserioussolutionis dealing with employeetrauma.(Cataphoric reference:referring forwardsto somethingthat is comingin the text) Omitsenployees.(Anaphoricreferencerreferringback to somethingin the text) Omils as these two core problems existing (i.e. that few peoplelike to work at night and the work is repetitive). (Anaphoricreference:ref€rringbackto somethingin the textl o As a final stageto the reading,you mightwant to exploit someofthe vocabularyitems55 didn't understandin the text. A goodexerciseis to tell sS you witl only explainfive words/expressions from the text today.55 tookat the text individuallyand choosetheir five words/expressions. Then theyagreeon fivewordsin pairsandso on in a pyramid discussion, untilthewholeclasscomesup in withthe finat five words/expressions. Whatusuallyhappensin this processis that SShelp eachotherwith the meaningof words,canusuallyguesswordsfrom contextand they makedecisions an aboutwhichwordsareessentialto understanding ofthe text.Allthese are good learnertrainingtechniques. Q SSlooktwo l.ngu.ge areasarisingfromthe t€xt: coheslw for emphasls. devlces anduslngInverslons $ pagetz3 Grorra, ,eJerence: Cohesive devices e fu a lead-into cohesivedevices,referSSlo suchanxieties (paragraph1 ofthe article)and ask themwhetherthis phraseis referringbackwardsor forwardsin the text and what it's referringto (seeanswerkey). Gmrâ, ,eJ"r"nce: lJsinginvercion for emphasis page L24 tu a lead-into inversions, askSSto closetheirbooks. Dictatethissentence andget5Sto compare whatthey've writtenin pairs. Theysaythat theboomingsectorhoshelpedspowna broshnewgenerationof profligateconsumeE,and its rcvolving-doorworkcultureis alsounderminingvirtues patienceanddiscipline. suchosloyolty,hierorchy, GetSSto opentheirbooksagainonpage45 andfinda (lvofo|,lyhasthebooning sentence witha similarmeaning sectorhelpedspawna brashnewgenerationof profligate consumeE,theysoy,but itsrevolving-door workculturcis ako underminingvittuessuchasloyary hierorchy, potienceanddiscipline(paragraph r)). trendsI 5 Employment Ast 55 why the writer usesthe constructionNotonly ... but abo andtvhat happensto the verbhoshelpedin this construction.Cfoemphasisea point.Theauxiliaryverb goesbeforethe subjectand the mainverbgoesafter it) GetSSto turn to page124and readthe informationabout th€ iour typesof inversion.Pointout that wherethere is no aurjliaryverb,we usethe auxiliarydo in inversion structures, e.g. /Vofonly dld she study ot the unlversity,but sheolsoteachesther€rou lf the verb in the first phraseis to be, it is movedbeforethe subject,e.g.l/ot only ls shea quolifed engineetishe is olso an accomplishedmusicion. Dothe first sentencetransformationwith the wholeclass. SS|\/orkon the otherquestions individua[ty. Circulate and monitor,confirmSSanswersand helpwherenecessary. SScomparein pairs.Thengo throughthe answersrviththe wholeclass. Not only is call-centrework repetitive,(but)it's also stressful. Not only did the companyincreasesalaries,(but)it atso createdrecreational facilitiesfor staff only whenhe hadworkedin lTfor two yearsdid Paul realisehe wasn'tcut out for the iob. Neverhad lfound a iob so rewardinguntil I started workingfor myself. Hardlyhad he startedinterviewingcandidatesforthe newjob vacancies whenthreemorepeoplehandedin theirnotice. On no accountwill she (ever)accepta cut in salary. @ o Theissueofconflictmaybeveryculturally sensitive. Some cultures don'tliketo haveanypublicdisplay of disagreement for instance Thais.othercultures or conflict, seemto bemorecomfortable expressing themselves forcefully, e.g.Spanish andAmericans. Asa lead-into this section, askSSwhenwasthelasttimetheyhada disagreement withsomeone in thefamily,at workor a stranger in thestreet.Askthemwhattheconflictwasabout youcangive andhowtheyresolved theissue.Alternatively, yourself, a simpteexample e.g.whensomeone iumpedin frontofyouin a queuein a supermarket andwhatyoudid orsaid. GetSSto lookat thephotoat thetopof page46.AskSSto imagine howthetwospeakers arefeelingandwhatthe conversation is about. GetSSin pairsto writea shortdialogue forthephoto. Circulate andhelpwherenecessary. GetSSto actouttheirdialogues forthewholeclass.lf time is limited,iustaskoneor twopairsto dothis. Put55 intosmallgroups theirviews onthe to discuss statements. Therearenocorrectanswers, thisis a consciousness-raising exercise to makeSSawareoftheir ownfeelingaboutconflictandmaybethinkabouttheir culturetattitudeto conflict. Callthe classtogetherand of askthemifothertypes workplace conflictcanarise,e.g,between departments, between bossandstaff. @ o Get55 to lookat thecheckllst. Dealwithanyquestions, SStatkaboutiobsofthe future,unpopul.rlobsandhow companles canretelnstaff. o o Get55 to readthe threequestions.Dealwith anyqueries. o SSwork in smallgroupsto discussthe questions.Circulate andmonitortheirdiscussions. Helpwithanyquestions. Makea noteoffive or six pointsfor correction,any new vocabularyitemsand pointsfor praise.Putthe itemsfor correctionand newvocabutaryon the board,Earlyfinishers canbe askedto work on these. € Callthe classtogetherandelicitthe corrections andthe meaningof newvocabularyfrom SS,Praiseanygood use of languageyou heard. e 6et feedback fromSSon theirdiscussions. lf timeis get timited,iust feedbackfrom one or two groups. SSdiscusstheirviewsonconflictin thervorlglace, fistento a conversatlon where. conflictis belngdlscussed, do a roleplayandllstento an €xperttalkng aboutmisundeFtandhgs thatarisein e-mailcommunication. e.g.givein. SSworkindividually to complete thechart,answering the question'Which doyoumostoftenuse?'. Put55 intopairsto compare theircharts andanswer the othertwoouestions, Calltheclasstogether andgothroughthelasttwo questions withthewholeclass,askingSSwhichconflict getthebestresults resolution techniques andother techniques thattheyhaveusedor seenused. @ o Get55 to readtheextract. Dealwithanyquestions. Tell themtheyhaveto memorise information. theessential SSclosetheirbooksandworkin pairsto tella summary of quicklyifthere whatthey've read.Theycanlookbackvery is something theyveforgotten, butusuallybetween both 55 thevcanrememberand relatethe essence ofwhat they'vereadin theirownwords. Askthewholeclassiftheythinktheyaregoodlisteners. Mostofus liketo thinkweare.Askthemto giveyou examples ofhowtheyshowotherpeopletheyarelistening. Somesuggestions forwaysto showyou'relistening: noddin&smiling,eyecontact, askingmorequestions. trends | 5 Employment in the Usefullanguagebox Gothroughthe expressions pronunciation ofsomeofthe withthe wholeclass.Drill phrasesSSmight havedifficultywith. @ Qs.+ c TellSSthat theyare goingto listento a conversation Tellthemto listenout for betweentwo work colleagues. is aboutandwhat techniquesTerry what the conversation usesto showhe is listeningto Yolanda. o DivideSSinto two groups.GroupA and GroupB look at informationon pagesL45and752their corresponding be able atthoughSSwill probably Dealwithanyquestions, to helpeachotherin theirgroups.SSreadandprepare what they are goingto say. Playthe recordingonceand get 55 to write their answers in pairs. individually, thencompare o Askwhat the conflictis about.Oerry'sphonecallsdisturb Yolandawhenshe'sworking.) a PutSSinto A+Bpairs.SSrole-playthe situation.Monitor and circulateas SSact out the role-plays.Makea noteof anytargetlanguage ss who carryout the task successfutly, usedand five or six languagepointsfor correction, pronunciation. including Playthe lecordinga secondtime so that 55 canidentiryall the techniquesTerryuses. withthewholeclass. @ Gothroughthe answers what Yolandalsaidto checkhis r Terryparaphrases letme seeiflfollow you- YouTesaying understanding: that you can't wotk becauseI disturb you when I m usingthe phone. 2 Thenhe asksherto continueratherthaninterrupting her or defendinghimself,No,pleasego on3 Nexthe showshe understandsher point of view before explaininghis position:.lappreciotehow youfeel, Yolando.Thething is, it's impoftant for me to talk to clients and engogein some friendly small tolk. lt really helpsto get sales. ReferSSto the Usefullanguageboxon page47' Ask SSto listenagainandtick the phrasesTerryuses.(seeanswels above.) GetSSto work in pairs.SeferSSto the audioscripton page166.Dealwithanyquestions. Get55 to readthe dialogueatoud,payingattentionto theirintonation. andmakea noteofany MonitorSS'sDerformance problemsSSare havingwiththe featuresofconnected soeech. SShad calltheclasstogetheranddrillanyphrases at a naturalspeedandrhythm,e.g. difficulties reproducing driving me up the woll, when I'm using the phone, most of the time.elc, SSswaprolesand repeatthe dialogue,tryingto reproduce it at as naturalaspeedand rhythmas possible. Finally,callthe ctasstogetherand ask SShowthey would resolvethe situation.Don'trejectany ideasat this stage. Ask SSat the end to decidewhat they thoughtwasthe best solutionmentioned. Forfurtherpractice,55, in the samepairs,might like to betweenTerryandYolanda.Get55 finishthe conversation to incorporateat leastone morephrasefromthe Useful languagebox.Circulateand helpas necessary. Cattthewholeclasstogetherandaskoneor two pairsto readout the resolutionofthe conflictbetweenTerryand Yolanda. (9 andshouldtry to @ Explain thatSSaregoingto do a role-play box. in the Usefullanguage usesomeofthe expressions withthe wholeclass,praising Gothroughfeedback appropriatelanguageusedfor activelistening, write up any paraphrasing and checkingunderstanding. oointsthat needfurtherwork on the boardand eticitthe correctionsftom SS. Ask 5S ifthey wereableto resolvethe conflictbetween Orsolyaand Bohdanand how. Forfollow-uppractice,go to the Resourcebankat the back ofthis book. @ Os.s @ As a lead-into thissection,askSSwhatkindof e-mails they generallywrite and receive,how manye-mailsthey in the courseof a day,iftheyeverreactbadlyto deaLwith the e-mailspeoptewrite to them andwhat sort of ptoblems they sometimeshave. o andaskSSiftheyknow GetSSto lookat the emoticons whatsomeofthemmean. Somecommonemoticons :-) lh smiling r( I'm sad/upset l'm cross :-[ l'm laughing :-D l'mshocked/embarrassed :-o I'mjoking/winking ;) l'mstickingmytongueout :-p rl l'm confused ->: -@ I'm angry a tear :L( I'mshedding :-? I'mdoubtfut Ask SSifthev everuseemoticonsand what their viewson themare. (Peoplemightarguethat itt a lazyor immature wayto write e-mails.) Gothroughthe threequestionsas a quick-fireactivitywith the class.Don'treiectany ideasat this stage. Get55 to look at the photoof RobGiardinaon the left and telt themthey are goingto listento his viewson these questions.Splitthe classinto threegroups.Tel[eachgroup to listenforthe answersto iust one ofthe questionand to take noteswhile thev listen. trendsI 5 Employment 55 comparetheir notesin their groupsand add anyextra intormationtheir colleaguesheardwhichthey didn't. Crrulate and monitor,dealingwith anyquestionsor do{rbts. Hay the recordingagain,this time pausingbrieflyafter eachquestionto allow55 time to completetheir notes. Again,eachgroupcomparestheir answers. AJt the 55 into groupsofthree, with one personfrom each ofthe previousgroups.Tellthemto exchangeth€ answers to the threequestions. a Gothroughthe answerswith the wholeclass. a DiscussSSt viewson what they heard.Havethey ever experiencedmisunderstandings ofthe type mentionedin the interview?In-work55 who work with multinational teamsmightbe ableto talk abut the different communication stvlesof their differentcultures. o Novisualinformationand feedbackthat vou havein a face-to.face conversation, e.g.smilesor nods, beingableto say'l don'tunderstand.'This makesit easyto get nastyand 'flaming'canoccur,i.e, people sendingangryandinsultinge-mails. o Yourcontextis differentfrom their context,for exampleyouwrite a quicke-mailbecauseyou'rein a rush,and it canbe interpretedas brusqueand direct. o Somepeopledon'texpress themselves wellin writing. o Whenyou readan e-mail,don't alwaysbelieveyour first impression-think aboutother possible interpretations. e Whenyouwritee-mails, thlnkabouthowthe other personcouldmaybemislnterpretwhat youte writing and then makeit ctearthat you don't meanthat. Emoticonssometimesseemsilly,butthey canhelp expressthe toneyou want. o Whenin doubt,askopen,neutralquestions. € E-mailcanhelp resolveconflictby removingthe visualinformation,and this is particularlyusefulfor multiculturalteamsbecauseyou canavoid misunderstandings that canbe causedby dlfferent communication stylesand differencesin thingslike bodyspaceor eyecontact.lf a conflictexists,people can't seeyou'reangryand you havemorecontrol overwhat you communicate. you havethe time to makeyour e-mails o Secondly, morerationaland lessemotlonalifyou choose. 6 Finally,you can't interruptand you can't be interrupted. 55 wrlte a replyto an abrupte-mall. @ o GetSSto lookat the e-mailfromYolanda's manager. Explainthat it hasbeena very busyperiodat work for the wholedepartment.AskthemhowYolandamightfeelabout receivingthat e-mailandother possibleinterpretationsfor the e-mail.(Yolandamightfeetoffended/stressed out by the brusquenatureofthe e-mailand its brevity.However, hermanager couldhavewrittenit in a rushandhadnot intendedto causeoffence.) a Setout a templatefor an e-mailon the board,muchlikethe oneon the page. o ReferSSto the modele-mailon page135of the Writlngfile and brieflygo throughthe features. a GetSSto work in pairsto tvritea replyfromYolandato her manager.Circulate,monitorand help 55 to formulatetheir ideaswhilsttheywrite. Pointout any mistakesand allow SSan opportunityto makecorrections.Makea noteof five or six commonerrorsand any usefulexpressionsused.Put theseon the boardfor laterfeedback. Earlierfinisherscanbe referredto the boardto seeifthey knowallthe newwords/expressions and ifthey cancorrect the errors. Aftercompletingthe task,if peercorrectionis appropriate in your setting,SSmaycomparethelr replieswith another pair.ls it the right length?Whatphrasesdid they both use? Whatcouldbe improved?lfthey spot anywordsand expressions theydon'tknow,theycanasktheircolleagues whowroteit aboutthe meaning. ThistaskhelpsSSbe moreawareofthe impacttheir writing hason the reader. Gothroughfeedbackwith the wholeclass,praisinggood examplesof languageand styleand ask SSto correctthe errorson the board. Alternativety, if timeis limited,thiswritingtaskcouldalso be set for homework. Sanplee-mall Tor Lynne Atkins From: Yolanda Fowler Subject: Monthty sales I'msosorryLynne, but,asyouknow,itl beenan extremely busyperiodat work,andI'll needmoretimeto finishthesalesreport.I canhaveit readybytheendofthe week.Hopethatt all right. Regards Yolanda $ writinsfitepage 85 trends | 5 Employment SSreadaboJttheproblems ofabsenteeism andlowmorale h a Dubllncallcentre,role-playanInt€rview about absenteeism wltha member of staff,pdorltlsethe lssuesand dlscusshowto resolyeth€ problens. Background a a GetSSto focuson the case-studytitle, the photoof Dublin andthe callcentrestaff.As a lead.in,ask 55 what absenteeismmeans(tegularabsencefrom work or school without a goodreason)andwhy they think staffat a call centremight be absentfrom work regularly.Don'tspend too longon this discussion,as mostofthe issuescomeup in the casestudy. GetSSto studythe backgroundinformation.Readit aloud, or ask SSto readit aloud.Dealwith anyquestionsthey may have. o Writethe headings fromthe left.handcolumnofthe followingtableand elicit informationfrom SSto complete the right-handcolumn. Company Delaney Basedin Dublin,lreland Client MajorcaFhire company, which hasoutsourced its European operation to Delaney Numberofstaff 24ofulftime and part-time Staffprofile Mostlyyoungwomenin their mid-to late 2os.Manyofthem arefluent in Spanish,Frenchand German. Averageemployment tenure threeyears Probtems associated withstaffturnover . highcostsof recruitment, selection andtraining . newerstaffhavelower productivitylevels . the competitiveness ofthe callcentre Report a Putthe followingsentencestemson the board,then get 55 to readthe reportand completethe sentences, 1 HRspent..,monitoringabsenteeism. 2 Theannualsick absence is.., Typical reasons for sick absence are ... 3 Some consequences are.,. 4 5 Most seriously,this couldleadto ... 6 Thecompanymust... SScompletethe sentencesindividuallyand then compare their ideasin pairs. Gothroughthe possibte answers withthewholeclass. 1 HRspentayear/ 12months monitoring absenteeism2 Theannualsickabsence is (onaverage) sevendayspcr atEnt. reasons forsickabsence areheadaches, 3 Typical mlgraines, colds,flu, backproblems andstress. aredelaysin answerlng calls, 4 Someconsequences i extn workandstress,co6tof replacements, unc€rtainty forftrtureplanning. I 5 Mostseriouslvthiscouldleadto cllentandcustomer I dlssatlsfactlon withthe levelofservlce. I 6 Thecompany mustfindwaysto deelwlthandrcduce absenteeism. Taskr @ DivideSSinto two groups.Refereachgroupto a different rolecard:GroupA turnsto page46, andGroupB turnsto page152.Askthemto readthe role cardsand dealwith any questionsthey have,afterthey havediscussedtheir ideas as a group.lt's a goodidea In the first instanceto allow timefor peerteaching. TellGroupA to thinkaboutpossible reasonswhyTriciais offsick so oftenand what you,as her manager,couldsayto her in the interview.TellGroupB to discussandplanwhatTricia couldsayin thisdelicate interviewwith her manager.GivingSStime to preparefor the role-playhelpsto increasethe lengthoftheir utterancesandthe levelof accuracv. Possiblereasonsfor absence o Personalproblemsshedoesn'twant the companyto knowabout o Pretendingto be ill to takea dayoff work whenshe feelslike it a Lackof motivation,tow morale,low pay o Pressure ofworkload,Lackofcontrolover workload e Feelingbored,undervaLued, or overqualifiedfor the iob ReferSSto the Usefutlanguage boxon page47. Go throughanddrillthepronunciation ofsomeofthe phrases for activelistening,paraphrasing and checklng understanding. RemindSSto try to incorporateat leasttwo or threeofthesein theirrole-play. Pair55 up with someonefromthe other groupto do the role-play.Circulateand monitorthe languagethat they use. Makea noteofany targetlanguageusedandfive or six commonerrorsfor latercorrection. Afrerthe discussion,drawaftentionto somekey language SSusedcorrectlyand give praise.Alsowork on the points for correction,put theseon the boardand elicit the correct form,pronunciation, word,etc.fromSS, Ask55 for feedbackon howtheir discussionswent, ifthey wereableto avoida conflictand resolvethe problem,and if so how?Askthe SSwho ptayedTriciaifthey fett their managerhad beensupportiveor not. trendsI 5 Employment Th€consultantl report G€l SSto readthe reportand underlinethe mainproblems andsources of conflict,Dealwithanvouestions. . Suggested answers pressure Boredom, environment, stress,unfriendly of workload andperformance targets,call-monitoring Taskz a Get55 to readTask2. Dealwith anvouestions. a Dividethe SSinto smallgroupsof five or six.Tellthem they willbethe management teamfromDelaney duringthis task.Getthemto allocateroleamongthemselves(e.g.the Operations Manager, the HumanResources Manager, the ChiefFinancialOfficer,one or two TeamManagers).NBThe is the seniormemberofstaffthatall Operations Manager the othersreportto. Theycouldalsohavea representative fromthe consultants.APP.Onestudentshouldleadthe discussionand one shouldbe note-taker. t Circulate andmonitor,checking SSarecarrying out the task correctly.Makea note ofany usefullanguagebeing usedand five or six commonerrorsfor correction,including pronunciation, for laterfeedback, Feedback . whenmostgroupshavefinishedthetask,bringthe whote classtogether.Praisethe strongpointsthat you heardand work on five or six pointsthat needcorrection,gefting5S to providethe correctforms. o Askthe note-takerfrom one or two groupsto reportback on how they prioritisedthe tasksand anysolutionsthey cameup with.Thereis no rightanswerto thisquestion.SS mayor maynot reacha consensus. . Toroundoffthe activity,highlightand summarisesomeof SS! bestideas. o tu furtherpractice,SScouldbe askedto write up action minutesfromtheirmanagement meeting(seeWritingfile page136). Writing GetSSto studythe writingtask and dealwith any ouestionsBrainstorm the information thatshouldgo in the e-mailand put thesepointson the board.Alternatively, this could be madeinto a report-writingtask. page135ofthe Get55 to lookat the modele-mailon Writingfile again(or reportwriting on pagesr38-139). GetSSto write their first draft in paks or individually. Circulate andmonitor,helpingwherenecessary making corrections andchecking SSarecompleting task the correcllv. GetSSto write the final e-maileitheras a classactivityor for homework. Thiscouldprobablybe quitea longe-mail. Q wririrg Jit"p^g" "35 l tO1 o Gothroughthe informationin the CourseBookwith yourstudent.Explain InTask1 youand anydifficulties. yourstudentarea teammanagerand a call-centre agent.Allowthe studenttime to prepareher/his role. Duringthe role-play, monitorthe language thatyour studentis using.Notedownanygoodexamplesof languageand pointsfor errorcorrectionor improvement.Comebackto theselater Praiseanygood examples of language usedandgo overanyerrors, pronunciation. including o DoTask2 together.Don'tdominatethe conversationin thistask,but sayenoughto keepit goingandallow your studentto suggestwaysto resolvetheseissues. Youcouldrecordthe discussionon cassetteor video,if the studentagreesanduseit for intensive correction work afterwards. Business ethics PractlceFile Dlscussion:Ethicalissueg power(pages34-35) production Word labourand costs SSdiscussthe affectsof competitive press as a resuttof and companiesthat havesufferedbad practices. unethical business Listening:Corporatesocial responslbltity international deanofa business SSlistento MiguetMorAn, ethicsandcorporate talkaboutbusiness schoolin Barcelona, socialresoonsibititv Vocabutary:cSRtems for givingopinionsin the contextof CSR. SSlookat language neidlng andlangulte (pagessz-3) Eachlessonis obout 60-75minutes. Readingj Corpomteresponslblllty without the wafr.e are SSreadaboutthe typesof CSRreportsthatcompanies producing. Discussion:Who is resoonsible? junkfoodto childrenand SSdiscussthe ethicsof advertising in generalfor companies. socialresponsibility LanguagereYiewrMultiwordvetbs verbsin the contextofCSRreports. 55 lookat multiword Textbank (rHbpages17b-179) Grammalrefelenceand practice (CBpage125) PractlceFlle Textand grammar(pages iG37) Resoulcebank (TRBpage224) EthicalDroblem-solvins at involving ethicalproblem-solving 55 discussthreesituations giving people theiropinionson some workandlistento three ethicalproblems. wrltlng file (CBpage136) ManagingmeetlnFs SSlook at tips for effectivemeetings,listento an extractof a meetings, meetinganddiscussan agendaon managing PracticeFile Skillsandpronunciation (pages38-39) Writing:Actionminutes in the meetingon 55 writeup actionpointsas discussed managingeffectivemeetings. lassor|4! Casestdy (i.des 5e.52) Eachlesson ls about 75jo minutes. StltchWearclothinF companymanufacturing casualwear StitchWearis a US-based in developing countries. lt withfactories andsportsclothing, in Pakistan. facesallegations of usingchildlabourin its factories givingadvice consultant responsibility SSlistento a corporate to CSR.SSthen commitment on improving the company's the companylimageregarding discusswaysof improving in a management meeting. 55 writeup responsibility corporate actionpointsfor the meeting. sections. skills,iustusethe underlined Fora fastloutethroughthe unit,focusingmainlyonspeaking to usewlth individual with minimaladaptation, mostpartsofth€ urit lendthemselves, Forone-to-one sltuatlons, procedures aregiven. Wherethis ls notthecase,atternative students. ethlcsI 6 Business CrD!'a!! sodal Gsponsibitlty,or CSR,is fundamentatly aboutthe obligationsofa companyto society ad the wdysin whichit canaffectsocietyand the environment.CSRhasrecentlybecomea fashionable item on the corporateagenda.Eventobaccocompaniesnow makereferenceto CSRin corporateliterature, tlo,tf,ever, as demandsand expedatlonsofgovernmentsand societyhavebecomegreater,manythink dlat businessesneedto showa strongelcommitmentto issuessuchas socialresponsibility, sGtainabitity and transparcncy. Thefashionbusinessparticularlyfacessignificantchallenges.In the 199os,Nikehit the headlineswith dlegations that someof its productsweremadein sw€atshopcondltlonsand by chlld Jabour.ln 2oo5, Nikepublished the namesandlocations ofmorethan7oosuppliers that manufacture its goodsin an aftemptto highlightthe sportsweargroup'sethlcalworklng practlcein developingcountries.Companies are now seriouslyconsideringthe commercialviablllty ofethical fashion. Thetendencyto swltch productlonfrequently,to achievethe cheapestprices,meansthat relationships b€tweenbrandownersandtheir producersin developingcountriesare oftenshort term. Nevertheless, manybelievethe time is right for companiesto markettheir ethical stanceandthat brandscanleverage th€ir positioninternationaltyby beingethical.A brand'svaluenowadaysmaynot just be about profitand loss,but alsoaccountability- beingableto demonstrateclearlywhereand howa productis made. Brandownersatsorisk beingcriticisedfor exploitingtheconceptof beingethicalforcommerclalgain. Somewouldarguethat the productcomesfirst and ethicswill alwaysbe secondaryto the consumers' self-interest,Nevertheless, evidencesuggeststhat consumers,especiallyyoungerones,do careabout whereand how the clothesthey buy are made, Companies needto be specificandtransparent abouteveryaspectoftheirbusiness. Transparency has alwaysbeenan importantaspectofcorporateresponsibility, and a growingnumberofcompaniesare strugglingwith the challengeof reportingon social,envlronmental8nd economiclssu€s,encouragedby governments and regulatoryauthoritles.TheNetherlands, Denmarkand Norwayhaverequired environmental disclosuresfor severalyears. A growingnumberof companiesarevoluntarilyproducingCSRor sustalnabllityreportsaboutnonfinancialissuesand impactsthat couldsignificantlyaffectthe business.But thereare manymultinationats whichsay nothingaboutissuessuchas carbon.dloxldeemlsslons,suppliets'labourcondltlonsor conmunity relStions, Thenatureand standardofCSRreportsvarieswidely.Sustainabilityexpertssaythat companiesshould integratefinanclaland non-ffn.ncial]eportlngand that manyreportsare too vagueto provideuseful information, but thatis beginning to change. Certain havesufferedfromallegations companies, suchasAndersen, EnronandWorldcom, of unethical corporat€governanceor financlalinetularltles at managementlevel,demonstratingthat businessethics olava role on both the macroand microlevel. In-workstudentswill be ableto talk aboutthe sustainabitityoftheir companyt productsor services, products/services labourconditions, ethicalmanufacturing andpurchasing, the effectoftheircompany's on societyand the environment,the company'sfinancialand non-financial reportsand contribution,or lackofcontribution, to CSR. Pre-workstudentsmay haveexperienceof Labourconditionsand environmentalimpactswhenworking for companieson work placementsor as part-timeor temporaryemployees,Pre-workSSmayalso be more awarethanin-workSSregarding issuessuchas (un)ethical fashionlabels. general Allstudentswill have world experienceofbuying (non-)ethicalbrandsas consumersand may discussthe importanceofcorporatesocialresponsibilitywhencreatinga positiveor negativecorporate image,Theycanalsotalk aboutwhethercompaniesshoulddemonstrategreaterresponsibilityand accountability to stakeholders suchas employees, the localcommunity anddeveloping countries. RobertE.Frederick4 componionto businessefhrcs,BlackwellPublishing,2oo2 TomHoskins:ThelcsA corporatesocialrcsponsibilityha'dbook, lcSAPublishing,zoo5 Sarbanes-Oxley: / corporotedirectot'scomplianceguide,lohnWiley& SonsInc,2oo5 E@!E tducation o pearson Limited zoo6 ethics l6 Business AskSSto btainstorma list ofadjectivesto describe attributesofan ethicalbusinessleaderor manager.Write on the board:A, ethical businessleaderor manager shouldbe ... (honest,trustworthy,open,fair,transparent, etc.).Thenask 5S to brainstormnounsrelatedto ethics. Write on the board: In ethical businessshould estoblish o corporateculture based on ... (e.9. honesty,trust, integrity, goodconduct, values,openness, fair-mindedness, courage, transparency, etc.).Write5Sl ideasup on the board. Alternatively, ask SSwhat they understandby the title of the unit.'Business ethics'. a TellSSthat theywill be discussingbusinessethicsand corporatesocialresponsibility. panelat the beginning o Gothroughthe overview of the unit, pointingout the sections that SSwitl be Looking at. Quotatlon . Get55 to lookat the quotationandaskthemwhatthey thinkit means.(Ihe ideais thata business should contributeto societyand/or the localcommunityin some wayapart fromiust makinga profit;for example,by improvinglabourconditionsofits workers,reducing carbon-dioxide emissiori!and damageto the environment, settingup educationor healthprogrammesfor employees, especiallyin devetopingcountriesand so on.) SS dlscussth€ afrecB of competltlve labour and production costs and companlesthat have sufier€d bad press as a result of unethicalbuslnesspractices. (a ) a SSwork in paks to discussthe two questions.Seta time limit (threeto five minutes)for this.Thenget SS'sfeedback as a wholectass.Help55 withexpressing theiropinions andvocabularyretatedto ethicsand businesspracticein English. a Forthe first question,SSwill probablysaythat competitive labourand productioncostscanaffecta company! employees because companies in the retailindustry particularlyoftenswitchsuppliersand outsource production,dependingon locallabourcosts.Workersmay losetheir iobs to countrieswh€relabouris cheaperand sufferfrom low wages,poorworkingconditionsor lob insecurity asa result. o In the secondquestion,SSmayreferto recentscandalsin the newsandallegationsofethical misconductandthe questionofcorporategovernance. Do not spendtoo much practices, timeon thesequestions, as unethical suchas childLabour, arediscussed in the Listening section. SSllstento igu€ltlorin, Internatlonal deanof a buslness schoolIn Barcelona,talk aboutbuslnessethics.In the ffrst partofthe lnt€rvl€w, hedefinescorpontecitizenshlp and corpordte soclalresponslblllty andtalksaboutcompetltiye labourcosts.In thesecondpartofthe Intervlew, hetatks aboutchlldlabourandsomeof thechallenges compsnles faceregardlngethicalbuslnesspractlce. @ Oo" o GetSSto work individually,tookingthroughthe two summaries.ExplainanydifficultvocabularyG.g.pay lip servrceto) and ask for SS'sinitial reactionto the questions raisedin the summaries. Explainbrieflythat SSare goingto listento an international deanofa businessschool. Playthe first part ofthe interviewonceand giveSStime to lookat the summaries again. Replayifnecessarystoppingin sectionsto allowSStime to take notes. 5S checkanswersin pairs.Circulateand dealwith any queriesSShave. Gothroughthe mistakesin summaryr quicklywith the wholeclass,playingthe recordinga third time ifnecessary. Summary 2 is correct. Summary t hasfourmistakes: MiguelMoransaysthatcorporate responsibility or citizenship is largelyto do withtheactiontakenby companies in relation to thelocalenvironment and paid communlty/soclety andis a kindofcompensation backto society. TheIntervlewer saysmanycompanies only paylip service to theseissues.However, ifa company is practices, involved in unethical it will befoundoutbyits stakeholders in thelongrun.Headdsitl alsodifficultfor multinationals to ensure workers in developing countries havedecentwagesdueto locallabour costs.Finally, he saysit is upto governments to ensurethatcompanies respect notonlylabourlawsbutalsothehumandignityof theiremDlovees. o @ Ask SSto ,rd,Vdudlt readand markthe statementswith thesymbols. @ Dealwithanydifficult vocabulary. o AskSSto compare theiranswers in pairsor groupsof three.Seta timelimit(seven forthis to tenminutes) question, discussion Bringtheclass to orderandgothrough theirreaction to the statements, discussing thosequestions thatcausedmost disagreement- 6 Business ethicsI 3 Oo, . Ask55 to listento the secondpart of the interviewand comDaretheir answers withthoseofthe interviewee. 55 look at languagefor glving opinionsin the contextofCSR. a nay the recording a secondtime,if necessary (F) r Afterlistening,55 comparetheiranswersin pairs. a a Gothroughthe answerswith the wholeclass.Do not refer 55 to the audioscriptat this stage,as SSlistento the recordingagainin ExerciseE. Explainthat 55 will be lookingat expressions from the interview for givingopinions. o GetSSto do the exercise individually. Circulate and monitor,helpingwherenecessary with vocabulary. @ 55 discusstheiranswers in oairs. r F Nes e, the well-known Swissfood compony, prcduces o lot of its products in Asion countries where fi- ond t2-yearolds are legally ollowed to worN. 2 NS MM onlygivesthe exampleof Nestlethat gets children to workpart-time thenpaysfor their education the restofthe time;he doesn'tstatethis asa generalrute. 3 NS MM statesthesechildrenneedmonevfor their familieswho are livingin poverty,not that banning childlabourwill causeextremeDovertv. second 4 NS Thisis imptiedby the interviewer3 question,but notstatedby MM. 5 F it\ not iust the fault ofWestem companiesthat childlabou exists;its olsothe fault ofthe state and the government-..I think it\ a mix. 6 F Thereareon awfullot ofwell-knowncomponies thot havea reputationfor beingethicalbut are producing unethically.And I'm talking about a lot ofmajor companies... e As a follow-up, askSSif theiropinionschanged after listening to MiguelMorenor afterdiscussing theiranswers withthe other55. @ Qo. " Exptain to SSthattheyaregoingto listento the second partofthe interview again.lf timeis short,do not replay the recording,but iust referSSto the audioscriptson page 167. o € 55 checktheir answersin pairs,referringto the audio scriptif necessary. Don'tspendtoo longgoingoverthe scriptin detail,only the expressionsin items1-8. 3 Gothroughthe answers withthe wholeclass,writingthe missingwords in eachsentence on the board.lfyou can seethat aILSShavethe correctanswers,you maydecide notto go throughalltheanswersin openclass,simply confirmfor the classthat everyonehasthe correctanswers anddealwiththe oroblemouestions. Thissavesclasstime. Theyhirethesechitdrenpart-time needmoneyfor theirfamilies 3 notiustthe faultof lowerandlowerprices 4 demanding startingto thinkaboutwhether 6 tryingto repairthe damage havea reputationfor being I the difference in production costs 2 Bringthe classtogetherandgo throughthe answers. o a fu an additionalactivityandtime permitting,get SSto writetheirownopinionson CSRandchildlabourusingthe expressionsin ExerciseF,as wellas other similar expressions(e.g./ mustsoy...,it all comesdown to ...). I lf I hadto 2 Let! be 3 faceit; two sidesofthe same coin 4 paylip serviceto 5 the timehascomefor;the bottomline go to the Resource @ Forfollow-uppractice, bankon page 224. 55 readaboutthe typesof CSRreportsthat companies are produclng. @ @ GetSSto discussthe Questions in Exercise A in small groups. @ 60 throughanswers asa whole-class activity. SSmaypoint out the quoteby MiltonFriedman wasmentioned in the interview with MiguelMorenin the previouslistening section.55 maysuggestthe followingfor other stakeholders: NGOs/pressure/special interestgroups, governments, women,ethnicminorities, local/national end"users. @ @ As a lead-into the atticleCorporatercsponsibilitywithout photo: the lvoffe, ask 5S to commenton the accompanying Whatdoesit show?Whereis the factory? Whatdo you thinkaboutemployees' workingconditions in thesekinds oftextile factories? @ Explain thatthe ideais to scanthe firstpartofthe article on page52 qulcklyto find the meaningof wafle and the writer'sopinion.TellSStheyshouldignoreanywordsor phrasesthey don't knowat this stageand focuson the task offindingthisinformation. In ordertomakethisa quicker readingexercise,set a time limit. 5S witt probablyneed aboutthreeor fourminutesfor the firslDartofthe article. @ Get55 to readthe firstpartof the article,thenaskfor their initialreactions to the pointsmadebeforechecking their questions. answers to the 6 Gothroughthe answers withthe wholeclass. l!e ethics l6 Business a Thewriteris clearlyquitesceptical abouttheforewords of corporate responsibility reportsandcriticalof the lackof meaningful content. . Wofie(colloquiaD means'talkingorwritingusinga lot ofwords without saying anything important'. SSmaybe ableto paraphrase thisbasedontheirreading ofthe text. Polntsfor CEOS to address I Specific challenges/ risksandproposals fordeatlng withthem 2 Transparency questions @ Ask55 follow-up aboutwhethertheyhaveread theircompany's CSRreportandwhattheythinkof it. Alternatively, ask55 to listsomeofthevocabulary ftomthe articlethatis usedaswaffle,e.g.passion, commitment, engagement, trust,govemance, crcdibility,etc,Youmay liketo pointoutthatsomeofthesewordshavebecome CSR'buzzwords'. 3 Governance o € Get55 to readthe articleagain,explainingthe paragraphs arenumbered. lfSSaskquestions, throwthemopento the wholeclassto seeifsomeonecanprovidean explanation. lfnot, explainwherenecessary. @ Alternatively, if tlme is short,or SSdon't want to readthe first part ofthe articleagain,write the jumbledanstverson the boardalongwith a few distractorsand get 5S to completethe ex€rclseusingthe wordsyou haveglven them. @ AskSSto do the exerciseindividually,then comparetheir answersin pairs. o Monitorand circulateas SSdo the task,indicatingin which sentencea word or exp6ssionoccurswhereSSare having difficulties. 4 Credibility Exampl$ofgoodcompany practice ArunSarin,CEO Vodafone, talksabouthowthecompany willtackte human rightsabuses in thecompanyb supplychain. BobEckert, CEOMattel, mentions auditsbyanexternal organisation of thecompany's CSRrecordandthatthe publishes company theresultof thisstudyonthewebsite. BobEckertsaysthecompany hasa specialcommittee to deal withthis. NovoNordisk improved theriskmanagement systemlastyear, getsboardmembers to do selfevaluations andhasintroduced a incentive share-based scheme. PaulPressler, CE0Gap,mentions thepoorreputation thecompany hasin termsofworking conditions andhowtheyare goingto improve conditions. € Asa follow-up, askSSin workto providesomeoftheirown company's examples ofthefourpointsmentioned. AskpreworkSSto giveotherexamples ofthefourpoints mentioned, thinking ofa company theyknoworthathas beenin thepressrecently. @ Gothroughthe answerswith the wholeclass. 6 Drillpronunciationofthese wordsand expressions, if necessaryhighlightingword stresson the board,e.g. 'stakeholde5,' tackling, com'mitnent,' foreword. r beinga turn-off z stakeholders 3tackling4lawsuits 5 cutofffrom 6workout 7fuzzy E commitment 9 foreword ro tracks o o Writethesetwoheadings ontheboard:Pointsfor CEOS to addressiExamples of goodcomponypructice. GetSSto readthesecondpartofthearticleon page53 anddotheexercise individually. Monitorandcirculate asSSdothetask.Dealwithanv questions theymayhave. Getearlyfinishers to compare theiranswers withanother pair. Gothroughtheanswers withthewholeclass.Askea€h studentor pairto givetheirexample andfindout ifthe rest oftheclassagrees, SSdlscusstheethl6 of adyertlsing lunkfoodto chlldrenand soclalresponslblllty Ingenerslforcompenies. @ c Ask SSto discussthe questionsin pairsor groupsof three. @ GiveSSa time limit, e.g.five to sevenminutes. o As a follow-upto the first question,askss.Io whatextent do you think other Wes of industies (tobacco,mobile, pharmaceutical,etc) should toke rcsponsibility for people\ health problensT @ 55 maysuggestthe followinganswersfor the second quesflon: offood comDanies - CEOS couldmentionthe risks associatedwith addedsugar,salt and fat ln their products andtalk abouttheircompanyl commitmentto healthier foodandlimitingadvertising to children. - A computerand mobilephonecompanyCEOcouldtalk aboutthe environmentalimpactoftheir obsoleteproducts andshowa commltmentto recyclinghardwareor its safe disoosal. -A CEOofa maiorclothingfirm coulddemonstrateconcern aboutthe labourconditions in the supptychain,undertake to ensuredecentconditionsand labeltheir clothes accordingly. ethlcs I 6 Business @ Oo.r nuhisord rerbs in the contextof CSRrepofts. SSb* o Explainto SSthey are goingto listento threepeople talkingaboutthe situationsin Exercise A. a Playthe recordingonceand ask SSfor their initial reacltons. 1i reviewsection, refer55 to a Asa lead-into thislanguage Exercise c again.AsksSto giveexamples of multiword verbs,in the v€rbs,or wordsthatderivefrommultiword firstpartofthearticle(beingaturn-offinparagraph 1;cut off fron in paragraph 4i workout in par.agraph 4). a Gothroughtheexercise asa quick-fire activitywiththe tYholeclass. Grorror refer"nce: Multiwordverbspageps ) youmaywantto referSSto a Forrevision or furtherpractice, theGrammar reference on multiword verbsfromUnit2 (page119)again,if necessary. @ Oe.r Playtherecording a second time,pausing,lfnecessary to give55 timeto marktheiranswers individuatly. o Getearlyfinishers to compare in pairs, theiranswers o Gothroughtheextracts fromthespeakers withthewhote class.PointoutthefiequentuseofthecontactionlA / givingadvice I wouldn't... whenhypothesising, or problemsolving. Gothroughpronunciation withthewholeclassanddritl payingattentionto someoftheexpressions, if necessary, wordsthatarestressed foremphasis andto highlight the hypothetical meaning(e.g. if it rerc the case.-.). I l set out 2 heldto account 3 phaseout 4 shyaway ftom 5 followsuit 2 rc 2 a 3a 4b 5c 6 a 7b 8a 55 discussthr€€sltuatlonslivolvlngethicalproblem-solving at workandlistento threepeopleglvingtheiroginlonon some€thlcalproblems @ € As a lead-into this section,ask55 what they understand by the fotlowingquoteon ethicsand personalbehaviour. It is important to remainfocused on chongingindividual behavioutiAftet all, it is individuals who make unethicol decisions,not foceless,corporatebodies. 0ohn PlenderandAvinashPersaud,writers) Alternatively, ifthere is a goodclassatmosphere,you may wantto describe a moraldilemmaofyourownthat happenedin the workplaceandthen ask Ss the following questrons: Whatkind of ethical problems have you faced at work? Whothappened? Do you think you took the right decision?Why(not)? lf you werc facing an ethicol dilemma at work, who would you oskfor adviceTWhy? Get55 to look at the threesituations.lf time is short,ask 5S to readall threesituations,but onlydiscussone of them.(Ihey witt needto readall threesituationsin orderto do the followinglisteningexercises.) Gothroughinitial reactionswith the who{eclass.Wereany ofthe ditemmas similartoonespreviously discussed? 2 3 4 5 6 Thefirststepwouldbeto Inthatcase,l'd Inthissituation, I wouldn't Having said;it werethecase;onthegrounds that couldarguethat I'dhaveno problem ReferSSto theaudioscripton page16Z.Playtherecording a thirdtime,if necessary whilstSSreadthemonologues, underliningor notingthepronunciation of expressions fromtheUsetullanguage boxon page54.AskSSifthey canthinkofanymoreexpressions forthesepurposes, Tryto sensitise theSSto English sentence stress,linking andintonation. Don'tgetSSto repeatalltheexpressions, in thatmightbedifRcutt iustoneor twofromeachsection (e.8.There termsof pronunciation orco lot of issues ot ploy here), SSlook at tlp6 for €ffectivemeetings,tlst€nto an extrad of a mcetlngand dlscussanagendaon managing meetlnSE. @ Oo.r o tuk SSto lookat thetipsforeffective meetings andwriting upactionpoints.Pointoutthatthetipsusethemnemonic .PARTAKE" a TellSStheyaregoingto listento a groupof peoptehaving procedures a problem-solving meeting, for discussing employing staff.Tellthemto focusonwhattheagenda was,andwhetherthemeeting wasmanaged effectively or not. . Ptaytherecording once.AskSSto compare theiranswers in Dairs. l6 Eusiness ethics Gothroughfeedbackwith the wholeclass.ptaythe recordinga secondtime, askingthe 55 to notedownall the thingsthat go wrongin the meeting.Referto the audio scripton page167if necessary. lt is not necessary to spend too muchtime on this, as the listeningis a humorouslook at hownotto managemeetings.MakesureSSare given plentyoftime to discussthe nexttask and role-playthe meeting. a Gothroughfeedbackwith the wholeclass,askingthe personwhochairedor ledthe meetingto summarise anv decisions made.lf appropriate, askSSiftheythoughtthe meetingwasmanagedeffectively.PraisethoseSSwho followedthe advicefor effectivemeetingsand any appropriate language used.Writeup anypointsthatneed furtherwork on the board. Forfollow-uppractice,go to the Resourcebankon page 22t!, Agendaor purposeof meeting:to discussguidelines/ companypolicyfor takingon staff/ the recruitmentand process. selection ls it transparent? Ohe purposeofthe meetingis statedclearlyJ Themeeting,however,is not managedwellgenerally,as Alanis not an especlallyeffectivechairperson:he sayshe doesn'thavemuchtime and hasto finishby ro.r5. Alan's alsoquite aggressive and evensarcasticto the participants, althoughhe asksfor people's opinionsand asksAlisonto get to the point. Themeetingis alsoineffectiveor unsuccessfut becausethe participants aredisorganised, e.g. 1 The HRmanager(Francine) is not presentat the start. 2 Minutesfrom a previousmeetingare not mentioned. 3 Alisonhasnotesfrom Francine,but didn't distribute thembeforehand. 4 lanis not listening / hasn'treadthe agenda. 5 Alisongoesoffat a tangent. 6 Themeetingis interruptedwith Francine's latearrival. SSmayargue,however,that thesekindsof problemsare realistic. @ o ReferSSto the languagefor problem-solving in the boxon page54. Gothroughthe expressions and drillsome of them for pronunciationand intonationif necessarv. o AskSSto discussthe guestions aboutthe kindof m€etings they have.SSin work maywantto spendmoretime on this task.With pre-workSS,you maywant to skip the exercise and moveon directlyto the meetingrole-ptay(Exercise fl. o o Explainto SSthat they are goingto simulateor role-playa companymeeting,usingthesuggested tips.Tellthemthe meetingis abouthow to manageinternalmeetingsmore effectivelv. a Divide55 into smallgroupsof aboutfour or five.Appointa strongerstudentin eachgroupto chairor leadthe meeting. AskSSto lookat the meetingagendapage16oanddeal with anyquestionsthey have. a GetSSto take notesbeforethey start the meeting.Giving SStime to prepareforthe role.playhelpsto increasethe lengthoftheir utterancesandthe levelof accuracy. a Monitorand circulateroundthe classtvhile55 role-playthe meeting, helpingthe chairperson, if necessary, but not takingcontrolofthe meeting. Makea noteofwhetherSs are followingthetips and usinglanguagefor problemsolving,as well as five or six languagepointsfor correction. SSw te up actlonpolntsasdiscussedIn the meetlngon menadngefi€ctlyemeetlngs. (G) o As a lead-into this writingsection,ask SSin work what kindofactionpointsor minutestheygenerally receive or write.Ask pre.workSSwhat they tvouldexpectto readin actionpointsofa companymeeting. @ TellSStheyaregoingto writeup a summary of the meeting they haveiust had in pairs. 6 SSwrite a summaryin the form of actionpointsfor what was decidedin the previousmeeting.Makeit clearto the SSthat they do not needto write detailedminutes. € Circulate,monitorand helpSSwhilstthey write. Makea noteofany usefulexpressionsusedon the board,together with fiveor six commonerrors. € Earlyfinisherscanbe referredto the boardto seeifthey cancorrectthe errors. @ watirsnb pug"Be Aftercompletingthe task,SSmaycomparetheir action minuteswith anotherpair.Wereatl the mainpoints mentioned?ls it clearwho is responsiblefor eachpoint? Aretheredeadlinesor suggesteddatesfor the actions? Whatcouldbe improved? TohelpSSbe moreawareof the impacttheirwritinghason the reader,put eachpair ofSS with anotherpair fromthe samegroup.Theyexchangeand readeachothers'action points.55 compare theirsummaries andasktheir colleaguesaboutanydifferences. lf peercorrectionis appropriatein yoursefting,SScould also be askedto proofreadeachothers'writingtask and point out anyspellingmistakesor grammaticalerrorsthey spot. Beon handto helpwith this, but leavemostofthe feedbackand discussionto 55. Gothroughfeedbackwith the wholecLass,praisinggood examplesoflanguageusedand pointingout five or six areasthat needfurtherwork. Gothroughanycommonerrorsandthe usefulphrases on the boardto roundoffthe activity. Thiswritingtask couldalsobe set for homework. 6 Buslness ethics I Themedia StltdrSearis a Us-based company manufadurlng casual wlth factodes Ear rnd sportsclothin& in developing tElnties. lt facesalletatlons of uslngchlld tabourin lts fa.todesin Pakistan.SSllst€nto a corporat€respoElblllty cdrsultad gMng adviceon Inprwlngthe companfs commitmentto CSR.SSthen dlscusswaysof lmprwlng the companfsimager€gardlng in a coDorateresponslbltlty for management meeting.SSw te up actionDolnts the neeting. € Inclass,payparticular attention to cleartybreaking down thecasestudyintothedifferenttasksandmakingsu;e that and follow 55 understand thestructure ofwhatvouare doing. . Theaudioin thiscasestudycouldbeomittedif necessary youwillhaveto givesomepromptsandideas although fromtheaudioscriptfor improving StitchWear's commitment to CSRandimproving its publicimage. Background AskSSto focuson the photoofthe clothingfactory.As a lead-into the casestudy,ask SSwherethey think the photowastakenandto predictwhatkindof problems the companymight be facing. o AskSSto readthe backgroundinformation. € writethe followingheadings fromthe left-hand columnof the table and elicit informationfrom SSto comDtetethe right-hand column. Refer5S to the newspaperarticleon page56. GetSS's initialreactionto the newsstoryAskSSto readthe articleand look at the graphsaboveit showingsalesfiguresfor the two companiesandanswer the ouestions: How will the scandalaffect Stitch Weor? How do salesfigures for the two companiescompare? o Gothroughthe answerswith the wholeclass. a Dealwithanyquestionsthe SSmayhaveregardingdifficult vocabulary. Noteon the companyname-StitchWear-and the newspaperheadline:one ofthe Longmandictionary entriesfor the multiwordverbstitchuDis'to deceive peoplefor financial gain'(BritishEngllsh). Anotherinformal definitionofstitch up is to 'framesomeone';to make someoneseenguiltyofa crimeby providingfalse information.The nameStitchWearcouldthereforehave negativerepercussions in the UK. o Customers, especiallyyoungerpeople,may boycott StitchWearl clothesas a resuLtofthe allegationsand the WLA'Scampaign. a Salesfor StitchWearhavefallenfrom 5.1bndollarsto 4.9bndotlars,whilesalesfor its malncompetitorhave risenfrom 4.9bndollarsto 5.1bndotlarsin the last quarter.StitchWearis thereforelosinga significant amountofits marketshareto the competition. ListeningQe.5 Company/organisation Purpose Basedin StitchWear Clothing company that manufactures andsellscasual wearandsportsclothlng U5 Retailoutlets in USand Europe Factoriesin Pakistanand lndonesia Problems Allegationsby the pressand theWLAofusingchildlabour and poor workingconditions in factoriesin Pakistan. Boycottcampaignof Stitch Wearclothes,led by the WLA. Tasks Rethink CSRpolicy/ Devise a newCSRstrategy: corporate sponsorship of community projects, boostcompany sales, remain competitive, presentmorepositive ethical imageto thepublic. Department responsible PR a Get55 to readthelistening task.Askthemto try and predictwhatadvicetheconsultant maygive.SSmaybe ableto predictfromreading information thebackground thatStitchWearneedsto rethinkitsCSRpolicyanddevise a newCSRstrategy including of corporate sponsorship projects, community boostcompany sales,remain competitive andpresent a morepositive ethicalimageto thepublic.AskSSwhatkindof proiects could thecompany sponsor thatwouldappeal Don't to younger customers. reiectanyideasat thisstageor givetheanswers away. a Playtherecording once,pausing aftersections if necessary, to allowSStimeto takenotes.Youmaychoose to pauseandelicittheconsultant's secondsuggestion and theresponse fromtheHeadof PR. o 55 comDare theirnotesin oairs. lfnecessarypLaythe recordinga secondtime, referringto the audioscripton page167.Gothroughthe suggestions with the wholeclass,writingthem up on the board.This informationwil[ helpSSin the nextstageofthe casestudy. DiscussSS'sinitial reactionsto the suggestionsmadeand whetherthey think the ideasare appropriateor not.There is no rightanswerto thisquestion.55 mayor maynot reacha consensus,but do not spendtoo muchtim€ on this atthis stage,as theywill be discussingtheseand further suggestions in the meeting. ethics l6 Business Suggestlonsfor CSRlmprovem€nt Response Feedback 1 Consultant: becarefulwith HeadofPRagrees language in theCSRreport; hasto soundrealandsincere. o WhenSShavefinishedthe task, bringthe wholeclassto order. Consultant:StitchWearalso needsto staycompetitive,Any actionplan / CSRprogramme needsto be financiallyfeasible, e.g.adjustprofitmarginsand reviewpricing. c Askeachgroupto summarisethe outcomeof eachmeeting brieflyfor the wholeclass-Ask one or two groupsto say whathappened in theirgroups,whetherthe meetingwas managedeffectivelyandwhetherthe outcomewas successfulor not.Youmay like to ask the wholeclassto choosethe best proposat.Alternatively, SSmaylike to presenttheirproposals formallyto the restofthe class.The otherSSactascompanyshareholders and/orboardof directors andvoteon the bestsolution. o Praisethe stronglanguagepointsandwork on five or six pointsthat needimprovement,especiallyin relationto probtem-solving language usedfor managing meetings, and discussingbusinessethics. HeadofPR confused/ sceptical;asksfor examplesin the industry givesexample of Headof PRsaysit's 3 Consultant company in Pakistan thatset expensive. programmes upeducational forex-child andhealthcare labourers, 4 Headof PR:conpetitor runs a're.usea shoe'program, Consultant thinksit's a goodidea. recommends a 5 Consultant: partnership withtheEthical Trading Initiative to screen suppliers. Headof PRsounds interested. Wrlting GetSSto focuson the writingtask on page57 and deal with anyquestionsthey may have.Stressthat their final proposalswitl needto be financiallyviable,as wellas attractiveto the publicand media. Ask SS,in pairsor groupsoffour, to checkthe information that shoutdgo in the actionpoints,referringto their meetingnotes.Allthis informationhascomeup in the listeningand meetlngrote-play, Task ReferSSto the CSRmeetingagendaand task on page52. Dealwithanyquestionsthey may haveregarding vocabulary (e.g-sustainable supply choin, supplier screeningpolicy). Dividethe SSinto groupsofthree or four.Explainto SS that the meetinghasbeencalledby the Headof PR, follorvinghis conversation with the ethicsconsultant.In this role-play,they are managersfrom different deDartments at StitchWear.6et SSto look at their respectiverole-playinformationon pages746,752,$6 and 158.Strongerormoreconfident5S couldtakethe roleof StudentA, Headof PR,as this personneedsto leadthe meeting.DealwithanyquestionsSSmayhavebeforethey beginthe task. With groupsofthree, makesuresomeoneis StudentA,but eliminate oneof the otherroles,according to SSt interests. GetSSto take notesbeforethey beginon how theseissues will affecttheir own department.Theycanalsoadd any other ldeasthey may haveon how to improvethe company'scommitmentto CSRand its publicimage. TellSSto takenotesduringthe meeting, astheywillneed to write up actionpointslater. SSholdthe meetinS. Circulate andmonitor,checking 55 are carryingout the task correctly.Makea noteofany usefullanguagebeingusedfor problem-solving and five or six commonerrorsfor correction,includingpronunciation, for laterfeedback.Writetheseup on the board. Earlyfinishersmaycorrectthe errorson the board. Gothroughone group'sfirst actionpoint and put these pointson the boardas an example. GetSSto write in pairsor individually. 4 wntirgf e page na Circulate andmonitor,checking thetask 55 arecompleting correctly. GetSSto write the finatdraft ofthe actionpoints,eitheras a classactivityin pairsor for homework.Alternatively, this couldbe madeintoa report-writing taskfollowingtheir presentationto the boardofdirectors. Forearlyfinishers,or as an extraactivity,tell SSthat there havebeenrumoursoffinancialirregularitiesinvolving management at StitchWear.The PRdepartmenthasto issuean internale-mailto all staff,atlayingtheir concerns aboutthe recentaltegationsin the presssurroundingthe company'sunethicalemploymentpracticesand what the companyplansto do,as discussed in the recent managementmeeting. 6 Business ethicsI t to r . Gothroughthe information in the CourseBookwith yourstudent.Erplainanydifficulties. Inthe task,your studentis StudentA (Headof PR)and you are StudentB (Headof Production). oon'tdominatethe conversation in thistask,but sayenoughto keepit goingandatlow yourstudentto askandanswerquestions. . At the sametime,monitorthe language thatyour studentis using.Notedownanygoodexamples of languageand pointsfor errorcorrectionor improvement. Comebackto theselater. . Praiseanygoodexamplesof languageusedand go over anyerrors,includingpronunciation. Thenrepeatthe task,as StudentsC and D respectively. Recordthe meetingson videoor cassette,ifpossible. Reaision pointsfromUnits4-6,andlinkswith someofthekeylanguage Thisunitrevises andreinforces on Thisrevision unit,likeRevision unitsA,CandD,concentrates thoseunitsareclearlvshown, and Someoftheexercise typesaresimilarto thosein the Reading reading andwritingactivities. (Hlgher bythe certiflcate leveDorganlsed English examination Writingsectionofthe Business (Cambridge ESOL), ESOL Examinations University of Cambridge practice, on pagez11banksectionofthisbookbeginning seetheResource Formorespeaking or forhomework. or collaboratively, in thisunitcanbedonein class,indlvidually Theexercises giveSSfurtherpractice on pages39and12. of linkingexpressions o Theseexercises forheating. to usesolarpanelsaswell aselectricity A 1 Thehomesaredesigned yet hiscar! a realpetrolguzzler. theenvironment, 2 Hetalksaboutprotecting research' is stilta dream,dcspltetheyearsspentonscientific economy 3 Thehydrogen you parking work as can never find a space. | always take the bus to 4 5 Therewasa powercutdueto a suddensurgein demand. will soonrunout,sowe'llhaveto findotherfuels. 6 Theworldt oil supplies B aswellas+ inaddition to yet-+ eventhough despite-r in spiteof as-r because/since dueto -+ because of / asa resultof so+ therefore In spiteof c) dueto, because c a) aswellas,in additionto b) yet,eventhough,despite, since of,asa resultof,so,therefore d) as,because, n) fromtheListening and in usinglanguage relatedto energy o SSaregivenfurtherpractice Reading on pagesJ4-37. sections gases 4 four-wheel energy 3 greenhouse r fossilfuels z Windpower;renewable carbon-dioxide emissions 6 energy consumption drive 5 Globalwarming; friendly 8 energy-efficient 7 environmentally @ c ThisexerclsegivesSSword-buildingpracticefollowingthe casestudyon pages40-41. l reductlon 2 investment S legislation 4 improvement 5 performance 6 comDetitive (t skillson page39' forenergyefficiency asfulthelpractice to theBusiness e 55 writea proposal UnitB RevisionI Sampl€ answer Report Proposals for energyefnciency Introductlon I havebeenaskedby the management teamto makeproposalsfor energysavingsin the companyas part of our driveto reduceenergycosts.Someofthese proposalscanbe implementedimmediatelywlthout incurringmajorcosts.others requiresomecapital investment.A detailedbreakdownofenergybills overthe last five yearsand an estimateof the implementation costsand proiectedsavingsare providedin the appendicesto this report. Executlvesummary tlghtlng Usinglow-energyflorescentlightingwould producea savingof25-3o%. Althoughtheseare moreexpenslveto buy,they last up to twiceas longas normalflorescentlights,so we will soon recoupthe cost.I also proposethe installationof time switchesin stafflavatories. He8ting Theheatingsystemis old and inefficientand do€s not distributeheatequallyin all areasof the building.Somestaffopenthe windowsin winterto cooldown,while staffin other parts ofthe buildingsare usingextraelectricheatersto keepwarm-| recommendwe replacethe curent systemas soonas possible.Estimatedsavingswouldallow us to recoupour investmentwithin sixto sevenyears. Ahcondltlonlng Ourcostsin thisareahaverisendramatically andarenowon a parwithour heatingbills. Lackofmaintenancemeansthat the unitsare not workingefficientty. Theseshouldbe checkedby a qualifiedtechnlcian oncea year. Staff awareness In addition,informationaboutenergyemciencyshouldbe postedon noticeboardsto encouragestaffto saveenergy. (259words) @ o SSwriteanintroduction to a reportasfurtherpractice oftheBusiness skillsonpage39. Sampleanswel Overcapacity at Mitos3 Gym Intrcductlon Mitos hasa chainoffive gymsin the city.Mitos3 openedsix yearsago,with a 25-metre indoorpool,a sun deck,a zoo-square-metre weightand machinetrainingarea,five roomsfor programmed exercise classes, in additionto a baranda beautysaloon. Membershipof Mitos3 is at recordlevels.Thereare now over4,ooomembers,the vast maiorityyoungadultsin their 2osand 3os.Thepeakperiodsare betweenl and 3 p.m.and in the earlyeveningbetween6 and8 p.m. Becauseofthe numberof activemembers,the gym is runningat full capacityduringpeak lunchtimeand eveningperiods.Thishasgeneratedsomeproblemsand complaintsfrom peoplehaveto wait to usethe trainingmachines,and classesare members.Specifically, sometimesfull, Thereare alsoqueuesfor the showers,and the boilercan'tgenerateenough hot waterto coDewith demand. As a solutionto this problem,I proposewe offera cheaper-rate membershipat off-peak times.I also recommendputtingnoticesin the showerareaaskingmembersto be more consciousof waterconservation. (192words) I unit B Revision givesSSfurtherpractice a Thisexercise in usingthevocabulary associated withemployment (page42). I Part-time 2 Seasonalwork 3 Shiftwork 4 Fixed-term/Temporary contract Migrant Teleworking 6 Unemployed worker 8 Self-employment 7 5 o ThisexercisegivesSSfurtherpracticein cohesivedevices(page123). tThis 2 them 3 in this respect 4 its 5 its 6 this knowledge Ttheir practising customer, inversions a SScorrectane-maiIfroma dissatisfied afterthecasestudy on pages48-49.lf SShavenotdonethistypeof exercise before,drawtheirattentionto the rubricandpointoutthatallsixerrorsrelateto invertedforms. I'mwritingto complainaboutthe serviceI receivedwhen I phonedto reservea cartoday.I can't believehow rudethe operatorwas.Notonly dld sherush methroughthe reservation, lwas in the middleofa question.Nosoonerhed I given but shealsofinishedthe call$rhen hermydetailsthansheendedthe catlwithoutconfirming the price.I hadto phonebackand only after my third callwas I ableto speakto the sameoperator.l'm goingto tell all my familyand friendsaboutthis experienceandtetl themth.t on no accountshouldthey reservea carwith your company. a SSpractise writinge-mailsbyreplying to thecustomer's complaint in theprevious exercise. Sampleansrver DearMrsMoore forinforming Thankyou usaboutyourexperience andpleaseacceptmyapologies. We appreciate feedback fromourclientsandwetakecustomer service veryseriously, Allourcall politely. aretrained to dealwithcustomer enquiries we atsooperate a monitoring agents calls handled correctly. We scheme to checkthat are do ourbestto ensure thatall our operators confirmthebookingdetailsandenquireifthe customer hasanyfurtherquestions beforeendingthecall.I amsorrythatthisdid nothappen whenyoumadeyourreservation you your I would to offer a discount on I hopethisis to your and like booking. 5olo satisfaction. Bestregards AnitaHodden (118words) a ThisexercisegivesSSfurtherpracticein the usefullanguagefor activelistening, paraphrasing andchecking understanding on page42. tf 2C 3b 4a 5e 6d UnitB RevisionI a 55 correcta shortarticleon business ethicsbyidentirying theextratvordthatappears on somebutnotallofthe lines.lfSShavenotdonethistypeof exercise before,drawtheir aftentionto therubricandthefactthatsomeofthe linesarecorrect. r/ 2out 3for 4the sat 6/ 7 thal 8 there 9/ toyou lt not 12/ givesSSfurtherpractice o Thisexercise ofwordsrelatedto corporate socialresponsibility after thecasestudyon pages56-57. r passionate2 commitment3 trust 4 persuasive5 scepticlsm6 risky Tenvilonmental8 threat 9 development10successfulrl progressive12inspiration givesSSfurtherpractice a Thisexercise of multiword verbsfrompage53. r setup 2 holdusto account 3 shyawayfrom 4 setout 5 fallsInto 6 phaseout 7 carriedout 8 followsuit o ThisexercisegivesSSfurthere-mailwriting practiceafterthe casestudyon pages5G57. SS write a replyto one ofStitchWearl customerswho is concernedaboutthe companv! useof childlabour. Sampleanswer DearMsPowell Thankyouverymuchforyoure-mail.I canassureyouthatStitchWearis takingthisissue veryseriously. Wenowscreen all oursuppliers to ensure thatchildrenunder14arenot employed anywhere in theworldin theproduction ofourgoods. Wearealsoplanning to introduce health andeducational facilities forchildren whoonce workedin ourAsianfactories. StitchWearis deeplycommitted to childwelfare, andwe sponsorseveral fund-raising eventsforchildrentcharities in thiscountry, including the annual Happy ChildFunRun.Please clickonthislinkto ourwebsit€ to findoutmoreabout StitchWeartcommitment to responsible business www.stitchwear.com. Withbestregards HarrietPratt (u9 words) Finance andbankin sectlons. Fora fastroutethroughtheunit,focuslngmainlyonspeaklntskllls,iustusethe undedined withminimaladaptation, Forone-to-one mostpartsofthe unitlendthemselves, to us€withindividual situatlons, prccedur€s areglven. students. Wherethls is notthecase,alternative 8o l andbankingI 7 Flnan€e Finance is thepartofeconomics concerned withproviding fundsto individuals, businesses and goodsandInyestin goremments. Finance allowstheseentitiesto usecredltinsteadof cashto purchase projects. Forexample, anindividual canborrowmoneyfroma bankto buya home.A company cannise moneythroughInvestors Governments canlssuebondsto raisemoneyforproiects. to builda newfactory. Therearemanyotheraspects ffnanceandpublicf,nance, offinance, suchascorporate provide whichinctude Institutions suchasstockexchanges a marketforexisting securftles, stocksand credit. londs.Banksandotherflnsnclallnstltutlons Drovide Bankingis thebusiness flnanclalservlces to consumers andbusinesses. Someof basic of providing (curentaccounts in thelJl0 andsavingsaccoonts banking services arechecklng accounts anddeposlt inctudeloans,creditcatdsand accounts thatcanbeusedto savemoneyforfutureuse.Otherservices basiccashmanagement services suchasforelgncunencyexchange. (SLAs) BanklngInstltutions includecommerclal bank5,savlngE andloanassociatlons andsavlngs between banks.Themajordifferences thesetypesof banksliein horvtheyareownedandhowthey (bonds,butnot manage theirassetsandllabllltles.Bankassetsaretypicallycash,loans,securities in whichthebankhasinvested. Liabilities aremainlythedeposltsreceived ftomthe stocks)andproperty by,thedeposltors. bank'scustomers, whicharestillownedby,andcanbewithdrawn providebanking Otherfinancial institutions thatarenotbanksbutnevertheless services include: penslonhrnds, ilwegtment companles, iNestnentbanks,Insurance compenles, financecompanles, secudtybmkers.nd de.leE, mortgagecompaniesandr€al-estatelnvestmenttrusts. Allbusiness activitycanlesrlslgandanycompany canfail.cashflowis notthesamethingasproftability, coststo rlsesteeplyaheadofincome. anda common causeoffailureis rapidgrowth,causing go lntodecllne,reducing Thecauses markets Income offailurearecomplex. 0nce-stable andcashflow. problems createlarge,unfoleseen coststhateatuppronts.Investors beginto los€ Operational andit becomes moredifficulttoborrow. confidence, thesharcprlc€falls,credltratlngsarereduced partsof thecompany Profitable maybesoldoffto ral3ecash;thisworksin theshortterm,butlong-term revenue declines. Sometimes alsoknownascorporate restrudurin&in the theseniormanagement teamis changed, However, studiesof UScompanies thatchange hopethatnewmanagers will makea difference. theirtop makea fu[ recdtery. management in response to crisesshowthatonlyaboutone-third Asa lastresort,declarations ofinsolvency or bankruptcy cancreatea breathing space,andcompel andbearsomeofthelosses.NoteveryInsolvent lenders andinvestors to cometo termswlth problems tradlng.Inothercases, insolvency company is wlltt€noff;manyrecover andreturnto successfrrl exposes deeperproblems. Thentheonlychoiceis llquidatlon, withassetssoldat auctlonandstaffmade redundant. describing In-workstudentswill be ableto talkaboutaspectsof companyfinance, companyperformance, andwitl possiblyhavesomeknowledgeof internationalbankingtransactionssuchas lettersof creditused for import/export.Pre-workstudentsmayhaveexperienceofreadingaboutcompanyperformance. All studentswill havesomeexperienceofpersonalbankingand bankingservices,possiblyincluding regarding andmayalsobe ableto discussgroMhandrecovery companies thatarein the onlinebanking, news. MichaelBrettfHowto readthefrnoncialpageS RandomHouse,2oo3 RonChernow:Ihe house of Morgon: on Amerian banking dynosty ond the riseof modem frnonce, GrovePress,2oo1 LongmanBusinessEnglishDictionoryPeatsonEducatlon,2ooo lI@!E @Pearson Education Limited zoo6 andbanking | 7 Finance SSmaysaythattheythinkcertainbanksaresuccessful because theycharge a lotfortheirservices, or havea goodreputation forcustomer service, or have developed onlinebanking andmoresophisticated banking Inorderto attractmoreclients.Many services Spanish banksoffer'points'tocustomers, depending onthenumber of banking transactions carried outon debitor creditcards.Customers cantherebyaccumulate pointsin returnforvarious gifts.Ask55 if andexchange promotions. theirbanksoffersimilar SSwitlprobably is easier sayInternet banking and quickerthangoingtotheirhigh-street bank,although SSmayalsohavereservations aboutcarrying outonline transactions forsecurity reasons, lt is notnecessary to spendtoolongonthispoint,asthefutureofbanking formspartofthediscussion afterthelistening section. SSmaysaythatbanking transactions arefasteror more efficientthanfiveor tenyearsago,withthe development of Internet banking andnewtechnologies. 55! answers willvary here,depending ontheir experience ofcompany financeand/orpayments of export/import. lt is notnecessary to spendtoomuch timeonthisquestion withpre-work SS. a AskSSto brainstormthe namesof somehigh-streetbanks and saywhat sort of banksthey are,e.g.commercial, savingsbanksor buildingsocieties, andwhethertheyare regionat,nationalor 'global'banks.WriteSSb ideasup on the board,but do not spendtoo longon this, as it leads into the first discussionouestionln Exercise A. AskSSto namesomewellknown internationalbanksifthey haven't alreadydoneso,e.g.J.P.Morgan,DeutscheBank,etc.,and whethertheypreferto bankwith lesser-known reglonal banksor a gtobalbank. o TellSSthattheywillbelooking atfinance andbanking in thisunit. panelat thebeginning e Gothroughtheoverview of theunit, pointingoutthesections thatSSwiltbelookingat. Quotation a Get55 to lookatthequotation andaskthemwhatthey thinkit means. Oheideais thatmoneyis obviously essentialand ls anexample ofWoodyAllen'sirony.) 55 aneencour.gldto dlscussbanks,Intemetbanklngand howpersonat andIntematlonal bsnklnghavechanged. 55 lookat somebanklngtermsandus€relat€dyocabularyIn cont€xt. @ @ 6 ReferSSto thewordsin thebox.Thevocabulary is taught @ SSworkin pairsto discuss thequestions. Seta threeget herebeforethelistenin&as55 mayhavevariedexperience minutetimelimitforthis.Then 55'sfeedback asa of banking wholeclass.Help55 withbanking in English. terminology. terminology Withthiskindofspecific vocabulary it is a goodideato youmaypreferto pre-teach @ Withpre-work 55 particularly, readtheBusiness b.ief(page81)beforestartingtheunit someoftheseitems,and/orhavea goodbusiness andhavea gooddictionarysuchasthelongmanEusiness dictionarysuchastheLongman English Business English Dictionaryto handduringclass. Dictionory,lo hand.Onewayof pre-teaching vocabulary itemsis to writethewordsandtheirdefinitions onthe give55 one board.SSthenmatchtheitems.Alternatively, ofthewordsandgetthemto lookit upinthedictionary. SS thenexDlain theirwordto therestoftheclassin theirown words.Asa follow.upactivity, ask55 iftheyhaveever invested in bondsor company Why(not)? shares. andbanklngI 7 Finance AII: AutomatedTellerMachineor cashpoint (BE) bood:a documentwhichcanbe boughtand sold and wirichis producedby a governmentor organisation, p{omisingthat it will paybackmoneyit hasborrowed, usuallywith interest cquity (or €quities):the capitalthata companyhasftom sharesratherthan from loans;tradlnt€qultles means tradingin companies'shareson th€ stockmarket,rather thantradingon other markets l. er ofcredlt: usedto guaranteepaymentand deliveryof goods,wherebythe importer'sbankguaranteespayment to the exportert bankonceit receivesthe relatedshipping documents seculftles:a financialinvestmentsuchas a bondor share. or the relatedcertificateto showwho ownsit share:oneofthe partsintowhichthe ownership ofa comDanv is divided 1 True 2 False0. Rosas mentions newtechnologies, notnew regulationsJ lettersofcredlt,not 3 False(Herefersto electronic e-mails.) 4 True 5 True 6 False(Hesaystheyareexamples of sophistlcated/nontraditional/investment bankingJ a lfSSareinterested youmayliketo in recognising accents, explainthatJoanRosas is Catalan, buttravelsa greatdeal in hisjobandspenttenyearsworkingin NewYork,and therefore hasa mixtureofa Catalan andAmerican accent. @ Oz.. . a SSdo theexercise in pairs,thencompare ans$rers. a Gothroughtheanswers withthewholeclass.Dealwithany questions furthervocabulary SSmayhave. lATM 2lettersofcredit 3 corporate restructuring 4 bonds 5trading 6 capital . TellSStheywitlalsobe deaLing withvocabulary for finance and groMh in the followingreadingsection. ReferSSto the cartoon.Ask5S what the womanis doing and what it sayson the screen.(She'scheckingher bank balanceon the TVwith a remotecontrol,and the accountis overdrawnJAsk 5S ifthey canalreadydo their banking transactions in thisway,or iftheythinkthiswill bethe futureofbankingfor indlvidualcustomers. a Ask SSto readthroughthe notesunderthe threeheadings andseeiftheycanpredictanyofthe answers. Note:it is not importantfor themto completeall the gaps,as the focusis on familiarisingthem with the vocabulary. o Playthe secondpart ofthe recording,pausingwhere necessary to giveSStime to write theit answers o After listening,5S comparetheir answersin pairs;circulate anddealwithanyqueriesSShave. SStistento loanRoses, fromLaCalxasayingsbankbasedIn Barcelona, t8lk aboutcurentttendsIn banksandbanklng s€ryices.In the fi15tpart ofthe Intervlew,hetatl6 about re€entchanges andtr€ndsIn Intemationel banklnt In the s€condpart, hetalks aboutthe futuredeyelopments ln intemational banklng. @Qru a GetSSto focusontheshortexplanatory texton LaCaixa, Youmayalsoliketo tetlSSthatLaCaixa!success in Catalonia, Spain,is partlydueto itsextensive branch network, withATMS oneveryhighstreet,despitecurrent trendstowardsonlinebanking. lf SSareinterested, refer themto thebank'swebsite:www.lacaixa.es a lf necessaryplaythe recordinga secondtime and referSs to the audioscripton page168.However, don't spendtoo longgoingoverthe scriptIn detail,as SSwill needtime to discussthe questionsin ExerciseE. o Gothroughthe answerswith the wholeclass.AskSSif they knowwhat WAPstandsfor (WirelessApplication Protocol,whichis a protocolthat turns mobiletelephones intosmalllnternetbrowsers). l global 2 (large)regional 3Smaller 4dowell 5 strategicmarketsegments 6 bundled 7 savings I creditcards 9 insuranceand consumer 10 bricks retailbranch 12 Internet 13 Clicksand clicks 14cetlphones t5 DigitatW 16W remotecontrol Get55 to work in pairs,lookthroughthe questionsand try to predictwhetherthe information is trueor false.Explain anydifficultvocabulary. Plavthe first Dartofthe interviewand elicitthe answerto the first ouestion, Playthe iest ofthe recordingonce,stoppingin sectionsto atlow5S time to marktheir answers. a Get55 to checkanswersin pairs. c Gothroughthe answerswith the wholeclass,playingany difficultsectionsa third time ifnecessary,or referringSSto the audio scripton page168if necessary. SStalk abouthowtrcndsIn banklngare affecllngbusiness andthe tutuie of banklng. @ a Get55 to discuss theiranswers in pairsor threes.Circulate andmonitor, helpingwherenecessary withvocabulary. andbanking I 7 Finance Bringtheclasstogetherandencourage SSparticularly to talkaboutnewbankingproducts andservices, theway newtechnotogies arechanging theworldofbankingand (e.g. howcompanies carryoutpayment transactions internationol cheque trurcatior).some SSmaywantto discuss re€entbankmergers in thenewsandthefeasibility mergers. ofcross-border other55 maywantto talkmore aboutsecurity issueswithInternetbanking. Youmayliketo pointoutto SSyouwillbedeating withonlinebusiness in Unit10. Duringthediscussion, monitorandcirculate. Makea note ofanygoodexamples of vocabulary andfiveor six pointsforcorrection, pronunciation. language inctuding praising Gothrough feedbackwith thewholeoftheclass, appropriate language forfinance andbanking. Writeupany furtherpoints ontheboard. 5Switha specialist interestin financemaywantto comDare British andAmerican and termsforfinance banking services-see tablebelow.lt is worthpointingout, however, thatsomeAmerican financialterms arealsoused inthe UKandmaybemorewidelyusedinternationally. Writeup bothcolumns withouttheheadings andask students to guesswhichcolumnis BritishEnglish and whichisAmerican English, andthenelicitwhattheterms mean.Alternativety, mixupthewordsin thecolumnof American English, thenaskstudents to matchthetermsto the Britishequivalent. Ask55 iftheyaremorefamiliarwith theBritish orAmerican terminology intheircountry or business. BrftishEnglish Amedcan Engllsh cheque check current account checking account share stock shareholder stockholder stock inventory buildingsociety(or savings bank) Savingsand Loans Association(sLA) merchant bank investment bank unittrust mutualfund or Mutual Banks(MSB) Savings creditors accountspayable debtors accountsreceivable o lf SSareinterested in furtherfinanceandbanking youcanalsoreferthemto thefollowing vocabulary website: www.investorguide.com @ o As a lead-into the exercise,you maylike to usethis quote and ask SS$rhatthey understandby it. Money is to a businesswhat food is to a living orgonism. Businessesthot run out of money effectivelystarve to death. (MorganWitzel,writer) Explainto SSthat the ideais that 'just as the nutrition requirements oforganismschangeas they growandage, so a businesst moneyneedschangeas it matures.Private borrowingmay be enoughwhenthe businessis in its "infant"stage,but moresophlsticated typesoffunding may be neededas the businessgrows'(fromAn essential conmodityby Mo(ganWitzetforthe FT,4August2oo4) Alternatively, referSSto the photoofthe closing-down sale.Elicitfrom SSwhy the shop might be closingdown, e.g.the owneris retiring,a largershop hastakenawayits business,there'sno demandfor the goodsit sells,etc. ReferSSto the questions, askingthem to thinkofsome factols,first of all individualty, then comparetheir answers in groupsofthree or four, Gothroughthe answerswith the wholeclass. Mostoftheitemslisted,withthepossible exception of executive salarles, cancausea company financial problems andleadto financial crisis.Otherpotential external or internalfactorsare: a slowcompany response in theindustryor to change maiorsocietaUenvironmental/technological issues, e.g.theadventofthe PC,mobilephones or the Internet; a dramatic changes in corporate structure; o weakFinanciat Director; a overdiversification; o corruDtion andscandal: a autocratic Chairman/CEO andpassive board members; a highadministration costs(thiscouldinclude executive salaries). According to rohnArgenti,UKbusiness consultant and designer oftheA-score, 'lt'snotchange thatcauses corporate failure,itl management mistakes. Andthose depend ontheoriginaldefects ina company.'He dividescorporate break-down intothreephases: Defeds:seestheemergence ofcrucialgapsand imbalances in a companylmanagement, and consequently itsinternal andexternal monitoring systems. l lstakes!whenthesedefectsleadto inappropriate business decisions. Symptoms: thecompany startsto showthesymptoms offailure.fromstaffturnover crisis. to cashflow (Adapted fromhttp://news.ft .com/) SSdlscussfactoF that cancaus€a companyffnancial problems andteada shortartlcleonthetopic. Get55 to readtheshortnewspaper extracton business recovery. a SScompare in pairs. theiranswers o Gothrough theanswers withthewhoteclass. andbanklngI 7 Finance 2 Forturnaround:it stopsthe shareholders from losing theirinvestment andsavesiobs. Againstturnaround: it prevents consolidation in a highly comDetitive sector. Itlarconibcrisiswas broughtaboutby the decisionto focuson telecommunications andto selltheorofitable defencedivision. Thecompanyalsoboughta lot of othercompani€s, buttherewasa collapse in demandin the hi-techand telecomssector. USAirways'problemsappearto havebeencausedby high fuelcostsand competitionfrom low-budget airlines. Althoughit isn'tmentioned in the article,the aviationindustrywasalso badtyhlt by the 9/ll terrorist attack(11September2oo1). llarconl hasrestructuredthe company,sotdmany businesses, sackedthousandsofstaffand givencontrol ofthe companyto bondholders.In exchange,the debt hasbeenwrittenoff, and the origlnalshareholdershave lostalmostall of theirinvestment. USAiruays is declaringbankruptcyto conservecash and avoidpayingcreditors.Thecompanyhasalso been tryingto get staffto agreeto 'savings'(presumably salarycuts,staffreductionsand increasedproductivity) andwantslegalpermissionto suspendpension payments andcancelthepensionfundfor somestaff. liarconiseemsto be surviving the crisis- the company hasbeenableto setlsomebusinesses and payoff somedebtsearlierthan expected,and profitsand share valuesare improving. USAi ays seemsalmostcertainto go bankruptunless the government intervenes ortheyareboughtout by anothercompany. SSreadtwo shorttexB on companyd€btandrecoery in Elation to lllarconiandUSAl ays, @ c As a lead-into the articles,ask SSwhat thev knowabout the two companies,e.g.Marconiis a makeroftelecom equipment:USAirwaysusedto be one ofthe big Us airtines.Bothcompaniesexperienced financialcrisis.55 mayknowthat Marconialmostwentbankrupt, but don't spendtoo longonthis,as the SSwillanswersomeofthese pointsin the followingreadingtask. c Dividethe classinto pairs:SSA readthe text on Marconi and 55 B readthe articleon USAirways.TellSSthey are goingto verballysummarisewhat they readand the answersfor the threequestionsfortheir partner.Explain that the ideais to scanthe articlesouicklvfor this information. TellSStheyshouldignoreanywordsor phrasesthey don't knowat this stageand focuson the questions.In orderto makethis a quickerreadingexercise, set a time limit. € GetSSto readthe articles.lvith lessconfidentSSor larger groups,youmaydecideto dividethe classintogroupsA andB: GroupA readsthe Marconiarticletogetherin pairs and GroupB readsthe USairwaystext. SSthen summarise their answersfor anotherDair. € SSsummarisetheir answersto the questionsand $,hat theyhavereadfor theirpartner. Circulate andmonitor, hetpingSSwith vocabularyif necessary. o AskSSfor their initial reactionsto the Dointsmadein the articlebeforecheckingthe answers. 6 Gothroughthe answerswith the wholeclass. a Alternatively, if timeis short,or withone-to-one SS,Ss readoneofthearticlesandexchange information about thesecondarticlewithvou. questions: o Afterreading, askSSfollow-up Whothashappenedto thetwocompanies sincetheorticles werewdtten? Doyouknowothercompaniesthatarcexperiencing similar frnanciaI difficulties? Howorethesecompanies dealingwithdeclineond tumoround? Dotheyseemlikelyto go bankrupt?Why(not) Note:Thereis no language reviewforthissection - see Business skills. SSlookat vocabularyrelatedto companydebtandlecowry ln cont€rd. r c) o Getall SSto readbotharticlesagain,pointingout thatthe paragraphsare numbered.lf SSask questions,throw them opento the wholeclassto seeifsomeonecanprovidean explanation.lfnot, explainwherenecessary. o Alternatively, ifshort oftime, ask SSto readonly one ofthe articles,or ask SSA to do questions1-7 (Marconi)and SS B, questions8-4 (USAirways).SSthen exchange answers. | 7 Financeand banking a GetSSto do the exerciseindividually. Circulateand confirmanswersor indicatein which sentencea word or expressionoccurswhereSSare having difficulties.Getearlyfinishersto comparetheir answers with a partner. Gothroughthe answers withthewhoteclass,asking55 to givetheirexplanations andfindout if the ofthe meanings restofthe classagrees. lb 2a 3a 4b 5 a r la 12a 13D 1 4 a . 6b 7b 8a 9b iob lf SSare interestedin findingout more,givethemthe readinglist in the Readon section(page8d and the website:wwwinvestorguide.com SSdlscusswhlch companies/sedorsare dolng well/badly. (D l @ 5s discussthe questionsin pairsor smallgroups. makinga note o Circulate andmonitorduringthe discussion, of any usefullanguageused. Gothroughthe answerswith the wholeclass.SSwilt give their own answersfor question1 ln question2, SSmaysay that in Europe,the scienceR&Dand bankingsectorsare sectors, doingverywell, but the traditionalmanufacturing suchas car plants,arestrugglingdue to high labourcosts and overseascompetition.Theairlineindustryappearsto be in crisisgtobalty.Thehi-techandtelecomssectoris recoveringfrom the downturnofthe late 199os. Pointoutthatiftheyaregoingto givea presentation in English, it'sa goodideato writeat leasttheirintroduction andconclusion andrehearse it beforehand. lt is not necessary to memorise theintroduction wordforword,but it'simportant to beableto readit withouttooking too muchat vournotes, Playtherecording if necessary once,pausing to giveSS timeto writetheiranswers. o 55 comDare in Dairs. o Playtherecording a second timeif necessary. a Gothroughtheanswers withthewholeclass. l to talktoyou 2 startbyreporting 3we'lllookat 4I'm sureyou'll 5 askanyquestions Thespeaker usesexpressions likethebr?ht futureahead andgrowingfromstrengthto strcngthlo getthe audience's interestin what! she'sgoingto talkabout.5he alsoaddresses themdirectlywhenshesaysI'n sureyou'll aaree. @ DrilIpronunciation ofsomeoftheexpressions used, highlighting wordstressontheboard.lt'softena good ideaforSSto readtheaudioscriDtaloudto eachotherto practise thepronunciation andintonation ofthekeywords andphrases. a Refer55 to thepresentation tips.Dealwithanyquestions andask5s to addanyfurthertipstheymayhaveforgiving DresentationS. SSlistento a presentation andd€scrlbe Rnanclal p€rformance uslngthelanguage of t]ends. @ Qz.c SSllstento someone Introducing a presentatlon andprddlse the language of lntroduclng a presentatlon. @ Oz'r a Asa lead-into thissection, askSSsomeof thefollowing questions presentations: aboutintroducing Whenwasthe lasttimeyougavea presentation? Where? Whoto? Howdid youintroduceor start thepresentation? Didyouwite andreheaseit beforehand ordid you improvise? Howcouldyouinprovetheintroduction? o Alternatively: givea Whenwasthelosttimeyousawsomeone presentati on?Where?Who to? Howdid theyintroduceor statt thepresentotion? Doyouthinktheyinprovisedit, orwosit wtittenond rcheased? o Asa lead-in to thissection, askSSsomeofthefollowing questions giving financial about orattending Dresentations: Howoftendo yougivefinancialprcsentations? Whenwosthelasttimeyousawa presentotionon conpanyperformance? Whotdo you thinkaresomeof thedifficultiesof giving thesekindsof presentations? Whatkindofvisuolaidsdoltuouldyou liketo usein this gtophsfrom kindof presentotion(e.9.PowerPoint, repofts, etc)? financial o AskSSto readtheshortexplanatory textonCME. o Refer SSto thegraphandthedescription ofCME s performance Makesure55 aregiven andprojections. enoughtimeto dothisbeforeplaying therecording. pausing o Playtherecording once, wherenecessary to give SStimeto writetheiranswers. o Get55 to compare theiranswers in pairs. a Gothroughtheanswers withthewholeclass. andbankingI 7 Finance DlvideSSinto pairsand ask themto look at the Language oftrends boxon pageP6. routp€rform 2 mediumterm 3 graduallyrecover I o/er double ReferSSto the audioscripton page168and dealwith any questions theymayhaveregarding language for describing trends. Tryto sensitisethe SSto Englishsentencestress,linking andintonation. Don'tgetSSto repeatalltheexpressions, one or two from eachsectionthat might be difficultin iust termsof pronunciation, dritlingpronunciation and intonation ofany difficultitemsandhighlighting word stresson the boardn/herenecessarye.g. lyftat we'vegot here; Whotyou can seei by Wor seyen will be over dou e. SSmayfind it usefulto readthe audio scriptand listento the recording a thirdtime,at the sametimeas highlighting stressedwords. Monitorandcircutate asSSdo the activity,helpingthem, wherenecessaryto identirythe expressionsin the financial pressand add themto the appropriatesectionin the Grammarreference. o SScomparetheiranswerswithanotherpair. o Ask55 to add to the tableany moreexpressionsthat they usefor thesepurposes. Gothroughthe answerswith the wholeclass. Suggested answers I Thefrrmsankdeepintothered...(addto endofthe table) ... has seenprofits leap (add to Profrtshove rocketed sectionofthe table. Pointout the constructionofthis sentenceis differentfrom the othersandthat Profits hove/eoptis also possibleJ 3 -..shoresplummeted(addto end ofthe table) 4 Shares,.. hove slipped (add to Profitshave decreosed sectionofthe table) Shares... dropped sharply (add sharply to the list of adverbsin the Profts hovesectionofthe table. ... numbersclimbed from ... to ... (add to Profrtshove doubledsectionofthe table) .-. surged (add to Profrtshove recoveredsectionof the table) ... almost tripling (add to Profrtshave doubled section ofthe table) ... in the lastquarter,(addto first sectionofthe tabte) ... soar (add to Profits have rccoveredsection) ... four-fold (add to the list of adverbs) Forfurtherpracticeofthe languageof trends,referSSto the Grammarreferenceon page126in the CourseBook. Gronrar reference:Languoge of trendspage726 ) r ra :b 3c 4b 2 l gradually declined2 fallingfrom3rapidupturn 4 soarto 5slightdrop6stabilisedat7 recovered @Qz.s € ReferSSto Exercise C and the bar charton page160. a Ptaythe recordingonceand get 55 to correctthe five errors in the chartindividuallfpausingat relevant sections when necessary to giveSStime to write their answersand check the graph. € 55 compare answersin pairs,playingthe recording a secondtime if necessary. Tryto sensitisethe 55 to Englishsentencestress,linking and intonation.Don'tget SSto repeatallthe expressions, just one or two from eachsectionthat might be dlfficuttin termsof pronunciation(e.9.plummeted,ttipling,fout-fold). @ Gothroughthe answers withthe wholeclass,referring 55 to the audioscripton page168if necessary. Youmayatsotell the SStheywill be lookingat presentations againlaterin the CB(Unit10looksat summarising a presentation anddealingwithQ&A).lfSS particularly you may are interestedin givingpresentations, wishto dealwiththissectionat an earlierstage. Errorsln chart I In Year1, revenuemorethan doubledbetweenQ3and Q4to $4om,not $5om. 2 In Year2, revenueroseto $4omin Q2 (not $42m). 3 In Year3, growthin Q2 and Q4was $48mand $62m,not vtceversa, 4 InYear3, Q4shouldmatchQ4of Year4,not Q1. 5 In Year4, Q3 revenuedippedslightlyto $46m,not $55m. @ @ As a lead-into the exercise,write the followingfiveverbs for describingtrendson the boardand elicit fromthe SS whethertheyare usedto describerisingor fallingfigures: slnk (falD,leop (rise), plummet(fall),surge(rise)andsl,p (fall).Ask SSwhichof theseverbsexpressesonly slight movement(slD and explainthe othersexpressa significantriseor fall. Forfollow-uppractice,go to the Resource bankon page 225. SSwritethe Introductlon of presentatlon ontheircompanyl flnanclalpeformance. @ a GetSSto readthe l.Jseful languagebox. o Elicitthe first few sentencesofthe Dresentation fromthe 5S, or referthem to the presentationgivenby DianaHotden on page55. o SSwrite their introductionto the presentationon CME3 performance financial in pairs. andbankint I 7 Finance Alternatively, if SSdo not generallygivethesekindsof presentations, askthemto write the introductionfor a presentationthey havealreadygivenor will possibtygivein the future,e.g.on their companyor departmentor line of work, Background o GetSSto focuson the Dhotoof the newmodelof a carand the accompanying headline. As a lead-into the casestudy, ask 55 the fottowingquestions: Wheredo you think the car wasproduced? Wouldyou buy o Chinesecar?Why(not)? Whichcountries arc famous fot their car industry?fthe US, GermanyandJapan) Earlyfinisherscanbe referr€dto the boardto seeifthey cancorrectthe errors, o Aftercompleting is thetaskand,if peercorrection appropriate in yoursetting,SSmaycompare their introductionsin pairs.Arethe sentencestoo long?What expressions didtheybothuse?What couldbe improved? TellSSnot to bothertoo muchwith spellingmistakes,as this introductionis meantto be spoken.lfthey spot any wordsand expressions they don't know,they canask their cotleagueswho wrote it aboutthe meaning.Thistask helps 55 be moreawareofthe impacttheir presentationhason the audience, Elicitsomewell-knowncar companiesfromthesecountries andaskSSto tellyouwhichonesaredoingwellor badly, andwhy.Elicitfrom55 the implications of the headline and the information 'readingbetweenthe lines'.(l-here's been somerestructuring:there'sa newchief,Earningsneedto be boosted:Erstaunliche Autosare probablydoingbadlyJ a GetSSto studythe backgroundinformation.TellSSthe casestudyis basedon a fictitiousGermancarcompany. Circulate,monitorand helpSSwhilstthey write. Makea note ofany usefulexpressionsusedand five or six points for correctionon the board. a Writethe foltowingheadingsfromthe left-handcolumnof the tabteand elicit informationfrom SSto comDletethe right-hand column.Dealwithanyfurtherquestions SSmay nave. Gothroughfeedbackwith the wholeclass,writing up any commonerrorsandusefulvocabulary on the andphrases board. AskSSto memorise as muchofthe introduction asthey can.5S then givetheir short presentationto the restofthe class.Thisactivitymayalso be recordedon videoor cassette,as SSwill find it a morechallengingand realistic task ifthey are recorded,ratherthanjust'talking'to their Dee15. 6 Gothroughfeedbackwith the whoteclass,praisinggood examplesof languageand style,includingpronunciation and pointingout five or six areasthat needfurtherwork. lf presentations havebeenrecordedin largerclasses,do not replaythe whotepresentationeachtime, as you may not havetime.Justreplaysectionsand makesureyou praise SSas muchas commenting on theirerrors.lt maynot be appropriateto commenton 5S'sbody languageand deliverydependingon SSI cultureand the teaching setting,as in the caseofSS who may be rathershy,or, indeed,professionalSSwho are in work andwell practised at givingpresentationsin their own language. o Alternatively, or if time is short,this writingtask couldalso be set for hornework. SSllstento someradlobuslness newsconcerningthe financialcrisisat Erstsunllche Autos(EA),a German car manufacturef ad asftnanclalconsultant$andd€visea costdttlng pmgrammewhlchthey presentto management at EA. o Inclass,payparticular down attentionto clearlybreaking thecasestudyintothedifferent tasksandmakingsurethat 55 understand andfollowthestructure ofwhatvouare doing. Company Erstaunliche Autos(EA) Industry Carmanufacturer Basedin Frankfurt, Germany Size Medium-sized Employment conditions for workers (Very)good:enjoya fourday weekand goodsalaries ProblemsEAis facing Productioncostsare high (ao% morethan similarcompanies); seriouscompetitionfrom China. Possible solutions Thenewcompany chairman wantsa cost-cutting programme withioblosses; helpwiththerefinancing package fromfinanciaL consultants, Tompkins and Kosters. Taskr a Refer5S to the graphon threeChinesecar manufacturers overthe last threeyears.GetSS'sinitial reactionto the graph,then askthemto write downa sentencefor eachof the companies,describingthe graphin moredetail. @ lf SSwrite their answers,circulateand monitorwhilstthey write,helpingthemwith language for describing company performance, if necessary. o Gothroughthe answerswith the wholeclassandwrite up their answerson the board. andbankingI 7 Flnance 6r-.ph oo Chinesecal manufacturers r Salesfor Carcompany1(purpleline)incteased dramaticallyin the first quartelofYearl and reached 12%by the middleofYear2, followinga ioint venture with a UScompany.Sincethen,figureshavefluctuated droppingto just under8oloin Year3. significantly, 2 Salesfor CarCompany2(orangeline')tluctuated throughoutYear2, then rosedramaticallyat the start of Year3 with the introductionof a nert,Mini modeland now remainat just over6010. 3 Salesfor CarCompany3 ted /ine)alsofluctuated throughoutYeat2 and increasedto over4% in the early monthsofYear3. Saleshavebeenrisingsteadilyand are now at 57o. conclusion: the graphshowsthatdespitemaior fluctuationsanda sharprisein salesfor CarCompany1 in Year2, salesfigureshaveconvergedin Year3, and the companiesnow havea marketshareof between5+7o. 1is still is tough,althoughCarCompany Competition aneao. a As a follow-upto the activity,tell SSthe followingthree writeup carindustry. Alternatively, factsaboutthe Chinese the sentences on the boardandelicitthe boldfigures. Pointout that EAis concernedaboutcompetitionfromthe in the globalmarket,if SSdo Chinesecar manufacturers on thisthemselves. not comment The Chlnesecar industry populationhada carin 2oo5. Lessthan1%ofthe Chinese china is the world'sthird biggestcar market. capacityfor €arproductionin Chinais closeto six million carsa vear,whiledomesticdemandwasaroundthtee millionin 2oo5. ListeningO7.6 Informationabout EAthat hasbeenleakedto the press productivity and I Chairman of EAwantsto increase boostprofitsby €4 billionoverthe nextthreeyears. Thiswill involvecostcutsof up to €Z billion. z InsidesourcesclaimEAchief,BerndWulf,is lookinginto closingthe Belgiancarplant. Theret a possibilityof EAopeninga factoryin India. 3 @ Discuss SSI initialreactions to the Droblem andaskthese questions: Do you think it might be better to open a foctory in Chinain the light of previousinfomotion?Why(not)? Whatdo you thinkis 9oin9 to happenat Uand why? marketis moredimcultto get into SSmaysaythe Chinese than othermarkets:that Germancarwork€rsneedto be moreproductive.Thereis no right answerto these questions.SSmayor maynot reacha consensus. Taskz @ GetSSto focuson the photoon page69. Ask 5S what it represents(a robot-operated assemblyline).Ask55: Whotdo you think will be the future ofcat assembly wo*eE in the wodd? What\ the cuftent situation ofthe car industry in your country? SSwill probablysaythat job lossesare to be expectedas robotstake overcar production,as they havedonealready in Franceand other countries. e ReferSSto the first part ofTask2. (Notethis task is in two stages.) Divide5S intogroupsofthree.Explain to SStheyare financial at Tompkins andKosters andhaveto consultants decideon the best proposalsfor a cost.cuttingpackage at EA.GetSs whichthey will later presentto management to look at their role-playinformationon pagesq6, 153and 157.Dealwithanyquestions the 55 mayhavebeforethey beginthe task. . GetSSto readthe listeningtask.Askthem to try and predictwhat planshavebeenleakedto the press.SSmay fromreadingthe be ableto predictsomeofthe answers Theymayalsoguessthatthe companymay background. haveplansto relocate,possiblyto chinaor elsewhere,if productionand labourcostsin Germanyarevery high, Don'treiectanyideasat this stageor givethe answers away, information SSexchange anddecideon the bestproposals in groups.Theinformationincludesrproposedfiguresand areaswherecuts canbe made(seepie chartfor student A); annualproductivityratesin Germanyand Belgiumfor in ChinaandIndia EAcompared to othercarmanufacturers (seebar chartfor student B); averagehourlyratesfor assembly{ineworkersin threecountries(seebar chartfor StudentC). c Afterlistening, theycompare 55 listento the recording. playtherecording a second ideasin pairs.lf necessary time, pausingafter relevantsections. c Gothroughthe answerswith the v'rholeclass. Circulateand monitor,checking55 are carryingout the task correctly.Notethat any proposalsshouldbe supportedby the factsand figuresthey have.Makea note ofany key languagebeingusedand five or six pointsfor correction,includingpronunciation, for laterfeedback. Bringthe classtogether.Gothroughthe mainpoints quicktywith the wholeclass,makinga noteoftheir ideas on the board. Refer5Sto the secondpartofTask2. Tellthemtheywill needto presentthesecost-cuttingmeasuresto management usingthesefiguresand graphs, andbanklng I 7 Financ€ GiveSSfive or ten minutesto preparetheir presentations. lf 5S areworkingin groupsofthree,askthemto dividethe presentationinto threeparts(introduction,mainproposals and conclusion).Notethat this presentationtime is importantif SSare to carryout the task correctlyand confidentlv. 5S presenttheir proposalsto the restofthe class.Makea noteofany key languagebeingusedand five or six points for correction,includingpronunciation, for laterfeedback. Alternatively, or if time is short,ask SSto prepareonly the introduction oftheirpresentation withthe mainproposals included. Feedback @ WhenSShavefinishedthe task, bringthe rvholeclassto order. @ Askone or two groupsto saywhat happenedin their groupsand,ifappropriate in yoursetting, ask5Sto proposals give commenton the best and reasonsfor their choice. @ Praisethe stronglanguagepointsandwork on five or six pointsthat needimprovement, in relationto especiaLly language usedfor financeanddescribing company performance. @ Toroundoffthe activity,highlightsomeof 55's bestideas and praisethosestudentsthat gavesuccessful presentations. Writing ReferSSto the writingtaskanddealwithanyquestions they may have. Get55 to look at the rubric.Brainstormthe information that shouldgo in the summaryand put thesepointson the board.All thisinformation hascomeup in Listening, Tasks1 and2 andtheirDresentations. Ask SSto tookat the Usefullanguageboxon page67 again andthe Grammarreferenceon page126,ifnecessary. Q Grammar reference:Languoge of trendspagep6 Circutate andmonitor, checking 5Sarecompleting thetask correclty, GetSSto writethefinalsummary either oftheirproposals asa classactivityin groupsofthreeor individualty. Alternatively, thiswritingtaskcouldbesetforhomework. Forearlyfinishers, andifappropriate inyoursetting, ask 5Sto readandcompare eachothers'summaries. SScould comment whethergraphicinformation andfigureswere described correctly andappropriately in thesummary. rtor @ Gothroughtheinformation in theCourse Bookwith yourstudent.Explain anydifficulties. InTaskr, youand Don'tdominate vourstudentareftnancial consultants. theconversation in thistask,butsayenoughto keepit goingandallowyourstudent to describe thegraph showing Chinese carmakers, InTask2, youandyour studentarefinancial consultants SSA andB.Praise any goodexamples of language usedandgooverany pronunciation. errors, including Thenrepeat thistask, your alternating roles,e.g.SSB andC.Alternatively, studentmaylookat information forSSA andyoulook at bothbarchartsandproposals forSSB andC. @ Duringthesetasks,monitorthelanguage thatyour student is using. Notedownanygoodexamples of language andpointsforerrorcorrection or improvement. Comebackto theselater. 6 Record Task2 onvideoor cassette, if possible. andbankingJ 7 Finance l_r' Consultants L€sson$ Llstenlng anddiscusslon (pages 7o-7r) Eachlessonis about 6o-75ninutes.Thistime doesnot include odmi nistration andtime spentgoing through honewo* in anylessons. Discussion: Consultants 55 discussthe benefitsoftakingon external consultants and appropriate stepsfor recruiting a consultant, Practice File Wordpower(pages 46-47) Listening:Radiointerviewon recruitingconsultants SSlistento business advisorMichelleGeraghty talkingaboutthe differentstagesof recruiting consultants andmanaging consultancies duringan assignment or proiect. Vocabulary:Managingconsultancies projects 55 lookat managing consultancy anduserelated vocabulary in context. DiscussioniDEqdyaolqges of consuttancies SStalk aboutsomeof the disadvantages of hiringconsuttants. Lesson 2i Readlng andlanguage (pagesp-tl) Eochlessonis about60-75 ninutes. Discussion:Usinr consultants SSdiscussthe useof consultancv firmsandbusiness sectors thatspendthe mostmoneyon consultants. Reading:Couldit be you when they need on expert? 5S readan articleon the benefitsanddrawbacks of becoming a consultant andthe consultancy industryin general. Textbank (TRBpages184-187) Grammarreferenceand practice (CBpages128-129) PracticeFile Languagereview:Negationusingprefixes/Conditlonals Textandgrammar(pages (inthe contextofthe reading) 48-49) 55 lookat negationusingprefixes (asan optionalactivityin the Grammar and conditionals reference). Lessontl Business skllls (paeesz4-z 5) Eachlesson is about minutes. 75-9o Negotiatingsates givinga trainingsessionon sales 5S Listen to a salesmanager negotiations, lookat somenegotiating tipsfor making concessions anddo a role-play to negotiate a cardeaIfor their comoanv. Writin$ Termsand conditions SSwriteup the termsandconditions agreedin a previoussales negotiation. lesson4: Casestudy (pages76-77) Eachlessonis about 7S-9ominutes- Mobi-netrit's their call SSstudyproposals fromtwo consultancy flrmsfor Mobi-net, a mobileserviceproviderbasedin Austriathatneedsto keepits leadin the competitive mobile-phone market,SSnegotiate with bothconsultancies andwritea summary ofthe termsagreed with the oreferredconsuttancv. Resourcebank ORBpage222) writing fite (CBpage137) PradiceFile Skillsandpronunciation |pages5o-5, Writingfile (CBpage137) Fora fastroutethroughthe unlt,focusingmaintyon speaking skills,iustusetheunde inedsections. Forone-to-one situations, mostpartsofthe unitlendthemselves, withminimaladaptation, to usewithindividual students. procedutes Wherethisis notthecase,alternative aregiven. 8 consultants I A consultantis an indep€nd€ntcontractorthat providesspeclalisedservlcesorskills to a clientfor a fee. AsrrFrts in thelr fields,consultantscanhelpwith analysingandsolving problems,comptetlngprolects aild spccifictasks.Theycanalso helpa companyto focuson nsults, basedon the cllentb obiectlyes.The degreeto whichtheseobjectivesare achievedis an importantmeasureofsuccess. Thereare differenttypesofconsuttants,f$anagementconsultantsanalyseand proposewaysto i.nprovean organisation's structure,efficiencyand/or profits.Technologyconsultantsprovide implementatlon,support,tElnlng andstrateglcplanningserylces.Webconsultantsprovideassistance with websites,whichmay inctudes€tting goels,optlmlslngsearchenginesanddesigningthe site. Consultantscanofferthe mostcost-efiectlvesolutionto a companyt needsby providingspeclalised eryertise; werload asslstanceduringa peakperiod,as consultantscanabsotbwoddoadsfrom permanentempLoyees; lmpartlatanalysls(providingan obiectlvepolnt ofview); innovatlonand tralnlng. Consultantsmayalsocarryout the work themselves. Manybusinessteaders,however,havea love-haterelatlonshlpwith consultants,as advlsoryserylces havebecomemoredependentthan everuponbought-inedvice. are expensiveand organisations Consultingexpert,FionaCzernlawska saysthat casessuchas Enronhavetamlshedthe reputatlonofthe industryand reinforcedclients'concernsthat consultingprojectsare likelyto go $/rongwhenthey involve md-to-end or bundledservices;that thereis insufficientobjectiveinformationavailableto clients;and the abilityof firmsto offerthe best possibleadviceor assistan€e, that ag8resslveselllng compromises companiesshouldnot retalnconsultantswithout understandinghow to capturethe desiredretum on iny€stment(ROl).Thereare differentwaysofgetting the most benefitfrom workingwith a consultant. lf a companywantsto streamllnebuslnessproc$ses or increaseprofftabllity,they shouldchoosea specialistin tactical matte6. Thistype ofconsultantshouldhavereal-wortd€xPetiencein the same analyslsand cost-beneflt industryas the client.Competltors'benchmark,as well as cause-and-effect analysisshouldform part ofthe consultant'smethodologyfor a tacticalproiect. lf a companyis lookingto enternew markets,increasesalesfrom existingclientsor acquireanother business,they shouldchoosea consultantwho excelsin blg-plcturethinklng. Scenarloplannin& fore€astlngand rlsk analysisare requiredfor this type ofstrategicadvice.A clientsometimesdecidesto r€taina consultantas a coach, refer€ncesandwhetherthe consultanthas when choosinga consultaNy fim, checkthe consuttancy's at thesamepointin the company!life cycle.lt is also advisedclientsin the sametypeof business, necessary to understandthe pot€ntlalconflictsof lnterest.ls the advicetruly obiective? communlcationis anotherkeyfactorwhenselectingconsultants.Theadvisor'sanswersneedto be is alsoessentialr clearlyexplained. A goodworkingrelationship on a personallevel the clientneedsto workwith the consultantwith trust, oftenrevealingconfldentialInformatlon. ifthe consultant bills bythe hour,bothpartiesneedto agreeon Wherecostandcontract areconcerned, exactlywhereand whenthe workwilltake place.Thecontractshoulddetall preciselywhat the consultant is paidto do. lt shouldincludedetailson how to handlelssuesthat are not anticipated.Thecontradual arrang€mentshouldalso includea confidentialltyagreementor non-disclosuteagreementthat prevents the consultantfrom revealingthe company'sbusinessto anyoneelse. Finally, whenhiringa consultant unlessthe company's managers therewill be no returnon investment buy in, or agree,to the proposedchanges.Thisis bestachievedbeforethe consultantbeginsthe work,so that managersand other staffwill be co-operatlvein providingnecessaryinformationto the consultant. ln-workstudentswill be ableto describeprojectsor tasksthat havebeenor couldbe outsoutcedto workingalongside consultants. experience consultants. Somestudentsmayalsohavehadfirst-hand Pre-workstudentsnill be ableto talk aboutwhetherthey couldbe interestedin a careerin consulting. firms. All students will probablyhaveworldknowledge of someofthe maiorconsultancy Mick Cope: Ihe seven Csof consulting: the delinitive guide to the consulting process,FinancialTimes Prentice Hall,2oo3 FionaCzerniawska and PaulMav Managementconsultingin procticetawatd"winninginternotionalcase sfudles,KoganPage,2oo4 CalvertMarkham:Thetop consultant:developingyour skillsfor greateteffectivenesSKoganPage,2oo4 @@ o Pearson Education Limited zoo6 l8 Consultants Ask5Sto brainstorm somenamesofconsultancy firmsand thekindofconsulting theydo (e.g.McKinsey & Company, BCG(Boston Consulting Group), Bain& company andBooz AllenHamilton werethetopfourUSfirmsin management andstrategy consulting in 2oo5,whereas lBM,CSC and Accenture areleadingcompanies in lTconsulting). Write55'sideasuDontheboard.Thenaskin-workS5: Whatkind of consultancy firmshoveyouwofuedwithin your con ponyor o19oni sation? Whydid theconpanyneedto recruitthem? proiecthssignment Wostheconsultoncy successful? Why (not)? AskSSto focusonthepositive aspects ofworkingwith consultants in thissection, Fin Listening and asExercise discussion dealswithcriticisms of usingconsultants. Alternatively, askSSto givea definition of a consultant seetheBusiness briefonpage93. . TetlSSthat theywill be lookingat usingconsultantsin this unit. e Gothroughthe overviewpanelat the beginningofthe unit, pointingout the sectionsthat SSwilt be lookingat. Quotation @ GetSSto lookat thequotation andaskthemwhatthey (fheideais thatwhenyouaretoo involved thinkit means. witha problem or in a crisis,it'sbestto askanoutsiderfor advice, astheywillseetheproblem in a objectively differentlight.Alternatively, thequotecouldalsoimplythat theworkofexpertsor consultants is redundant, asthey maystatetheobvious, i.e.tella company whatit already knows.) SSdiscussthe benefitsoftaklngonextemalconsultants and appropriate stepsfor recrultlng a consultant. @ possible o AskSSto brainstorm reasons whycompanies mighttakeonanexternal consultant or advisor. WriteSS's ideasupontheboard(e.g.specialised expertise; assistance duringa busyperiod,asconsultants can temporaritytake ontheworkofemployees; anatysis, providing pointofview;forinnovation anobiective purposes aswellasproviding Consultants may training. alsocarryouttheimplementation workofa projector task themselves withoutlong-term commitments to thectient company). questions a ThenaskSSto workin pairsto dis_cuss 2 and3. Seta three-minute timelimitforthis.ThengetSS! feedback asa wholeclass.Explain anydifficultvocabulary, althoughmuchofthisvocabulary features in theListening sectionandfollow-up vocabulary nork (e.9.brief, n i lestones,timescale,delivembles,etc). 55 listento business.dvlsor MlchelleGeraghty. In thefirst partofthe Intervlew, shetalksaboutthedifferentstagrsof rscruftlngconsultants.In the secondpart,shetall6 about managingconsult.nciesdudng8n asslgnmentor proi€ct, @ Qs.' a Playthefirstpartoftheinterview; 55 compare their answers to theprevious exercise. o SScompare answers in pairs, It should notbenecessary to playthissectiona second timeforthisexercise. Toprovide adviceor a service to makethebusiness moresuccessful. consultants usuallyhelpwithspecific problem ortaskswhenyourcompany doesn'thavethe proiect know-how ortheresources, e.g.controlling perfo]mance; costs,training,improving manageriaI they proiects. mayalsomanage specialist Choose onethathasexperience ofbusinesses ofyour yourindustry, size,thatunderstands andis a member of a professional bodyliketheInstituteof Management Consultancy. 0rderfor recruiting a consultant: proiector task. c) Define theproblem, e) Writea brieffortheconsultant. f) Makea shortlistof possible consultants. d) Theconsultant submltsa writtenproposal. b) Negotiate contracts, forthe termsandconditions consultancy. a) Recruit theconsultant. 8 Consultants I O C)a' t Youhaveto agreeon severalthings:task to be doneby yourstaffrshort-termgoals,milestonesor long-term goals,deliverables,also regularmeetingsto discuss progress,problems,or whethertheclient'ssituationhas changed. 2 So that thev are informedaboutwhat the consultantis doing.lt's crucialthey feelthey'repart ofthe process. 3 In a reportand followedby a presentation. Askthe consultantto oroducea first a draft ofthe report,and then discussit with colleaguesbeforethe final repod is written.Thefinal reportshouldcontainno surprises.lfthere areveryconfidentialissues,theycan alwaysbe put in a privateletter. a 55 listento the first part of the interviewin moredetail. Playthe recordinga secondtime, pausingin sectionsto allow SStime to write notes.Playanydifficultsectionsa thirdtimeifnecessary a 55 checktheir answersin pairs.Circutateanddealwith any queriesSShave.lfyou canseethat all SShavethe correct answers,you maydecldenot to go throughal[ the answers in openclass,simplyconfirmthat everyonehasthe correct answersand dealwith the problemquestions.Thissaves classtime. Fiveprinciples is it (theproiectortask) ofSMART1 specific, measurable, achievable, relevant andtimelimited? Thebriefshould include:(Da description ofthe organisation -what it doesanditssizeandstructure; (ii)anexplanation (ii) whatyouwantto ofthe problem; achieve. proposal (i)their Theconsultant's shouldinctude: problem; ofthe understanding 0i)anyretevant experience oftheconsultancy firm;(iiDa workplanand (iv)thereportsandanysystems schedule: thatwill be (v) supplied; anyinputtequiredbyyou/ theclient company. (ii)a A writtencontract shouldinclude(Dobiectives; (iii) brief; howandfor howlongtheconsultancy will be (iv)fees;and(v)thedeliverables (the managed; consultantb reportandanysystems required bythe client). T&M(timeandmaterialsl contracts or fixed-price contracts. lfyouarenothappy wlthanyaspects oftheproposal, don'ttakethemon.'Makesurethechemistry is right.' o Youmaywantto referSSto theaudioscripton page169 beforetheydothenextexercise. SSlook at managlngconsultancyproi€ctsendus€telat€d vocabolaryIn conterl @ o As a lead-into the exercise,ask SSwhlchofthe wordsrefer to (i) deadlines(rn estones);(ii) what the consultancyhas to hand over to the client (deliverables);and (i0 the proiect calendarschedule(fimescole). a Drill pronunclationof theseterms,if necessaryhightighting word stresson the board.Elicitthe first answer. o GetSSto do the exerciseindividuallybeforecomparingin pairs.TellSSthem maytookat the audioscripton page169r to checktheiranswers, ifthevdidn'tdo so at the endof the previousexercise. a Circulateand monitor,helpingwherenecessary with vocaDuLary. e Youmay$rantto referSSto theaudioscripton page169. Itb oftenveryusefulforSSto listenandreadthescript. Youmaywantto justlistento onepartoftheinterview again,depending onthetimeavailable andSS'sneeds. Thenask55to pickouta language area,suchastenwords relating andproj€cts. Don'tspendtoolong to consulting goingoverthescriptindetail. o Bringthe classtogetherand go throughthe answerswith the wholeclass.Dealwithanyquestions 55 mayhave. performance2 brief;fees t specialist tasks;managerial milestones short-term; 3T&M 4timescale5 6 communication7 deliverable @ Qe." o Ask55 to discuss thequestions in pairsbeforelistening. pausing o Playthesecondpartofthe recording, in sections to allowtimeforSSto writetheiranswers. e SScompare theiranswers in pairs.circulateandmonitor, helpingwherenecessary withvocabulary. a Playtherecording a second timeforSSto checktheir answe15. a Gothroughtheanswers withthewholeclass,playing difficultsections a thirdtime,if necessary. of SStalk aboutsomeof thedbadvantaS€s andcritlclsms hlrlngconsultants. @ a Encourage SSto makea connection between theline quotedin thefirstquestion andtheopeningquoteforthe unit. a GetSSto discuss thequestions in pairsor smallgroups. o Circulate andmonitor, to talk encouraging SSparticularly aboutanypersonal firmsthey experience ofconsultancy mayhave.Makea noteof fiveor sixpointsforcorrection andpointsfor praise. l 8 c ons ult ant s @ Callthe classto orderandgo throughthe correction work andpraiseexamples ofgooduseofthe language. Suggestedanswersfor question3 1 Someconsultants maytalk usinga lot of management buzzwords andcliches,but maynot havethe specialist knowledge the companyis lookingfor.Theconsuttant maybe inexperienced in the industry/sector. 2 Despitebeingcostly,the consultant'sfeesare not usuallybasedon the successofthe project;there is Littleor no guarantee the consultancy will be successful, depending on the contractnegotiated andwhichparty is assuming mostrisk. 3 The reportis the most tangibledeliverable,andthe fee will not involveimptementation unlessit hasbeen previously negotiated andincludedin the contract. in the marketandincreased 4 Withso manyconsuLtancies competition, it is sometimes difficultto seehowthey differfrom eachotheror what a consultancy's unique sellingpointsor'addedvalue'maybe.Moreprestigious consultancies mayoffer the sameadviceand services ascheaper, lesser-known ones. are givenwork basedon the premise 5 Consultancies thereis a problemwiththe companyor the company requiresa specialistserviceor task that they are unable to do in-house. Consultants areunlikelyto turndowna possiblecontract, or theymayfinda problemin the way a company works,evenif onedoesnot existin reality. SSreadanarticleonthebenefitsanddrawbacks of becoming a consultant ard theconsultancy industryIn genenl. @ @ As a lead-into the article,ask55: Wouldyou be intercsted in hoving a carcerin consultoncy? why (not)?(c{e-wotkSS) Wouldyou be interested in wo*ing as consultontsas a sideline to yourpresentjob?Why(not)?(in"workSS) @ Youmavalso like to ask SS: Do you thinkyou wouldmokea good consultant?Why (not)? lfso, whot typeofconsultantwouldyou be? @ ALternativeLy, seethe Resourcebankon page227 as a warmerfor this readingsection. o Get55 to readthe wholearticle.Explainthat the ideais to scanthe articlequicktyfor topicsa-h.TellSStheyshould ignoreanywordsor phrases theydon'tknowat thisstage andfocuson thetask.In orderto makethisa ouicker readingexercise,set a time limit.As a guideline,read throughthe text quickly,do the task and time yourself. AllowyourSSabouttwicethetimeyouneededto readand do the task- probably aboutfourto fiveminutes. @ AskSSfor theirinitialreactions to the Dointsmadein the articlebeforecheckingthe answersto the questions.Did they predictcorrectlyin question1 of Exercise A? @ Gothroughthe answers withthe wholecLass. a) Paragraph5 b) Paragraphs 1,3 c) Paragraph 3 d) Paragraphs 2,8 f) Paragraph 4,6 e) Paragraphs 9 g) Paragraph 8 h) Paragraphs 2,6 SSdiscussthe us€ofconsultancy firmsandbuslness sedors thatspendthe mostmoneyon consultants. @ questions, Ask55 fotlow-up suchas: Whatother problems might consultancyfirms sometimes havewith clients?Fhe clientmightnot takethe adviceof the consultant or mightimplement theirrecommendations incorrectly;theremaybe lackofsupport fromthe restof management andresentment fromotherstaff,etc.) Whotdo you understandby the expression'high maintenance'in porograph4? "Ihe client is very demanding.) @ HaveSSdo the exerciseas a whole-classactivity. o Do not spendtoo long on the first question,as this forms partofthe readingtask. youmayliketo askSSto provide @ Forthe secondquestion, examples firmsin theircountry. of popularconsultancy @ Forthe third question,you may tiketo giveSSthe following information on consultancy spendingin the UK: In the UKin 2oo4,the spendingon consultants washighest in the financialsector,closelyfollowedby the publicsector, thenthe communications industry. In fourthplacewasthe utilitiessector.Spendingon consultancyby the retail industryincreasedand sawit becomethe fifth largest sector,closelyfollowedby manufacturing. Onceoneofthe most importantsectorsfor consultants,manufacturingis no longerconsidered to be a majormarket. Ask5S to giveexamplesof successfulor failedconsultancy proiects in theircompany: Whydo you think it was (un)successful? Whatshould your componydo differently next tine? Whotshould/shouldn'tthe consultant(s)havedone? @ @ SSdo the exercise individually, thencomparein pairs. € Alternatively,if time is short,or 55 don't want to readthe wholearticleagain,thenwritethe iumbledanswers on the boardalongwith a few distractorsand get 55 to complete the exercise usingthewordsyouhavegiventhem. Gothroughthe answers withthe wholeclass. 8 Consultants I r leadingplayer(s) 2 moneyspinner(s) 3 backoffice 4 keepupwith 5fee 6tout(ing)for Ttake/takingon 8 pare(d)back 9 in-house 10get Got)offtheground As a follow-upexercise,ask SSfor synonymsand words thataresimilarin meaning to someof thevocabulary items,e-g.leadingployer(keyplayer/marketleaders),take on (recruitor hire),pare back(cutbackldown-sized/cut get off theground (statta costs),li-house (in-company), ventureor project).Thisis a goodway for SSto extendand recycle theirvocabulary. SSlook at negatlonusing prefixes(in the contextofthe reading)and condltlonals(as an optlonalactivityIn the Grammarreference). @ o As a lead-into this section,refer55 to ExerciseD and paragraph 5 ofthe article.Dothisquestionwiththe whole class. e Writethe sentence on the boardandhighlightthe answers. € AskSSwhichothernegativeprefixesthey knowand ask for examplesof adjectivesushg prefixesfor negation(e.9. illegaI, imperfect, d issatisfied, misleadi n9, iI tegular, overquolified,etc).Elicitfrom 55 possiblespelling patterns: thatwithcertainprefixes, doubleconsonants mayoccur,e.g.r'llegal,inegular,dissatisfie4etc. Pointout thathyphensarenot usualLy usedwithmostadjectives, verbsandnouns,althoughtheymaybe usedwith some prefixes,e.g.miscorduct,deregulation,but anti-tiotpolice and non-executive di rector. @ Forfurther practiceon negationusingprefixes,refer55 to the Grammar reference on page128. 1 misinformed2 dissatisfied3 inconvenient 4 misused 5 non-core 6 discontinued 7 misinterpreted8 unloading 9 illegible rc incompatible ll misleading 12 deregulated o Forrevision of conditional forms,referSSto the Grammar referenceon pagerz9. 1e Thirdconditionat, describing a hypothetical situation in the past 2 a Secondconditional, makinga politerequest with inversion, emphasising that 3 f Secondconditional something is untikely to happen 4 d Thirdconditionalwith inversion,expressingcomplaint or criticism abouta Dastactionor event statinga necessary condition 5 b Firstconditional, givinga warning 6 c Firstconditional, rrt glvinga trainlngsesslon SSlistento a salesmanag€r on salesnegotiatlons, lookat somenegotiatinttipsfor making concesslons anddoa role.playtonegotlate a cardealfor theircompany. @ o fu a lead-into this section,usethis quote. My fathersaid: 'Youmust nevettry to makeoll the money that\ in a............1. Letthe other fellowmokesome.......----.2 too, becauseifyou havea reputationfot always...--..,...,j all the money you won't havemony...........,a.' (1.PaulGetty) e Writethe quotewiththe gapson the boardandaskSSto guessthe wordsthataremissing. @ € Get5S to readthe shortextracton psychometric testing l deal 2money 3maki ng 4deal s andgettheirinitialreactions to the text. Ask5S to do the exerciseindividuallv.Circulateand confirm whereSSarehavingdifficulties. answers € Getearlyfinishers to compare witha partner. theiranswers € Gothroughthe answerswith the wholeclass. r overused; unnecessary2 inaccurate; misleading incompetent irrelevant; impossible 3 4 5 unreliable € As a follow-up,ask SSto write five sentencesusing adiectiveswith negativeprefixes. ) Grarrar ,"J"rence: Negationusingprefixespagep7i Conditionals paget28 Thenask55! initialreaction to the quote.Alternatively, askSSaboutsituations whentheyneedto negotiate. PreworkSSmaytalkaboutsituations at home,with friendsor family,etc. Whatdo you negotiate?Where? Whowith? ln whot situotions do you negotiate in English? Do you enjoynegotiating?Why(not)? Haveyou everdone ony troining in negotiating?Whatdid you learn?Wasit useful? Haveyou ever read any books on negotiotion?lf so, which ones?Wouldvourecommendthem? GetSSto look at the cartoonon page74.Ask SSwhich grammar we oftenusewhennegotiating structure (conditionals). AskSSto identifothe conditional in the caption(thefirstconditionaD. @ Do Exercise A asa quick-fire activitywiththewholecla55. w_ l8 consultants 1C 20 ,a 4D o Gothroughinitial reactionsto the sentenceswith the wholeclass.Ask SSifthey are awareofany other negotiatingskillsor techniques(e.g.bluffingor pretending; checkingfactsand figuresetcJ. @ Qs.r o GetSSto readthetipsandsaywhether theythinktheyare tlue or ialsebeforetheylisten. a Playtherecording onceandgetSSto marktheiranswers pausing individualU in sections, ifnecessary. o SScompare answers in pairs. lt shouldn't benecessary to playtherecording a second timeat thisstage. a Gothroughtheanswers wlththewholeclass. l False 2 False STrue 4 False 5True 6True TTrue a ReferSSto theaudioscripton pages16f1zo.Youmaylike to playthere€ording a secondtimewhilstSSreadthe script,underlining or notingthetermsandexpressions usedin theexercise. @ o ReferSSto theexpressions usedin theboxin Exercise C. a GetSSto complete without thetlpsfor makingconcessions listening to therecording again. a SScompare theiranswqrs in pairs. o Gothroughtheanswers withthewholeclass. 1 bigconcessionzonebyone Ssomesortof compensation 4 understandsits fullvalue 5 you are givingone 6 willingto makeconcessions Z 'take-it-orleave-it';ill-will 8 walk awayfromthe negotiation getSSto discuss Asa follow-up activity, theirreactions to thesetipsin groupsof threeorfour.Ask55: Doyoufrndthesestips useful?Why(not)? Whatothertipswouldyou (iketo add? Gothroughfeedback withthewholeclass.Thereareno rightor wronganswers to thisactivity, andSS'sreactions willdependonthekprofessional experience andcultural background. BeawarethatsomeSSmayfeel uncomfortable withthehggressive'techniques of American-style negotiating. o questions: a Asa lead-into thisactivity, ask55 thefollowing you Whenwosthe losttime boughtsomethingwhichyou (e.9. hodto bargainfor a houseor flat, anontiqueol painting,foodpmducein a localmarket,or a holiday souvenir)? Whathoppened? Howmuchdid youpay?Wasit a good Dtice? Whoendedup makingmostconcessions?You or theseller? Didyouot theselleruseonyofthe previousnegotioting techniques? Explain to 55 thattheyaregoingto doa role-play, using someofthetechniques fromtheprevious exercise. You maywantto referSSto theprevious negotiating expressions on page26oftheCourse Book(Exercise 8). Divide SSintopairs. SSA andSSB lookat thek corresponding information onpages46 and153.AskSSto takenotesbeforetheystarttherole-play. Thispreparation timeis veryimportant if SSareto performthetask successfully. Monitorandcirculate roundtheclassas55 actoutthe role-plays. Makea noteofSSwhocarryoutthetask successfully, anyusefullanguage usedandfiveor six points pronunciation. Language forcorrection, including Writeupanyerrorsontheboard. Earlier finishers canbereferred to theboardto seeifthev cancorrecttheerrors. Timepermitting, askSSto repeat rolethetask,swapping playinformation and,possibly, withdifferentpartners. Gothroughfeedback withthetvholeclass,praising appropriate language fornegotiating andtechniques used. Notetherearenoright/wrong outcomes forthisactivity, buta goodmeasure fora successful negotiation is the 'win-win'scenario. Arebothpartieshappywiththe outcome? lfnot,andifpeercorrection is appropriate in yoursetting,youmaytikeSSto repeatthenegotiation, withanotherpairobserving andmakingnotes.Beaware, however, thatSSin-workmayhavetheirownpreferred styleofnegotiation. Drillpronunciation ofanydifficult points expressions ifnecessary, Writeupanylanguage that needfurtherworkontheboard. goto theResource Forfollow-up practice, bankonpage 227, lf SSare inter€stedin findingout moreon negotiation, referthemto this readinglist: RogerFisher,WilliamUry BrucePatton:6etting to yes:the secrctto successful negotiotion,RandomHouseEusiness Books,2oo3 HowardRaiffa: Theott and scienceof negotiation,HaYad UniversityPress,1985 MichaelWatkins:AregotrafioLHarvardBusiness Essentials, HarvardBusinessSchoolPress,2oo3 55 wdteupthetermsandcoldltlonsaFeedIn the prevlous salesnegotlatlon. @ o As a lead-into this writingsection,ask SSwhat kind of writtentermsand conditionsthey generallyreceiveor wItte, @ ReferSSto the Usefullanguagebox.Dealwith any questionsthey may have. ___gleEs!e4t a SSwrite the e-mailsconfirmingthe termsand conditions agreeduponaccordingto the previousrole-play.Circulate and monitor,helping5S whilst theywrite with language usedfor confirmingtermsand conditions.Makea noteof any usefulexpressionsusedand five or six pointsfor correctionon the board. wririns Jit,p"g 13, ) It is not necessaryto spenda longtimeon thisdiscussion, but useit to highlightthe competitionin the industry. Get5Sto studythe background information in the Course Book. Writethe followingheadingsftom the left-handcotumnof the table and elicit informationfrom SSto completethe right-hand column.Dealwithanyquestions theymayhave. Company Mobi-net Purpose Mobileserviceprovider lndustry Mobile/telecommunications Markets Austria.Sloveniaand Croatia @ Problem a SScomparetheir e-maitsin pairs.Werethe termsand conditions described the same?Werethereany differences? Wereany pointsomitted?Whatphrasesdid they both use? Increasedcompetition,demandfor convergence of Internetand mobile industries; needsto keepthe leadin the Austrianmarket. tasK Finda consultancywith mobileand lT knowhowto improveprocessesand servicesto Mobi-net'scustomers;maintainpositionas a marketleader. Earlierfinisherscanbe referredto the boardto seeifthey knowall the expressions and ifthey cancorrectthe errors. a Alternatively, this writingtask couldbe set for homework. a . lf peercorrection is appropriate in yoursetting,SScould alsobe askedto proofreadeachothers'writingtask and point out anyspellingmistakesor grammaticalerrorsthey spot.Beon handto helpwiththis if necessary but leave most ofthe feedbackand discussionto SS.lf necessary changethe pairsaroundand repeatthe process. Gothroughfeedbackwith the wholeclass,praisinggood examples of language andstyleandpointingout fiveor six areasthat needfurtherwork. 55 study proposals from two consultancy firms for ,,lobl-net, a mobileserviceprotrlderbasedin Austrlsthat needsto keep a lead ln the competltlvemoblle-phonemaftet.55 n€gotiate with both consultanclesand wrlte a summaryof the terms agreed with the preferred consultancy. € In class,payparticular attentionto clearlybreaking down the casestudyintothe differenttasksandmakingsurethat SSunderstandandfollowthe structureofwhat you are dorng. Background o GetSSto focuson the photoofthe skier.As a lead-in,ask 'vihat is shedoing?(textingon a mobilephonefrom a ski station) Howdependentareyou on yourmobilephone? whot mobile seruiceproviders do you use? Whichote the mainmobilephonecomponiesin youl countN? Whichone(s) offer the best servicesond deals for customers? Whichones have the most aggressive salestactics (e.9. phoning potentiol customers,door-to-door solespeople, etc.)? Taskr @ Refer55 to Task1. Explainthey witl first haveto studytwo proposalsfrom competingconsultancyfirms.AskSSto notethe differences,makinga iist ofeach ofthe consuttancy! strengths andthe recommendations they propose. a Writeup on the boardthe nameof eachconsultancyand a subheadingfor eachfor its strengthsand recommendations. e 55 A look at the proposalfrom Performance Consultingon page77, and SSB studythe proposalfrom Unicorn Consulting on page154.Withlargerclasses, 55 maywork in pairsand exchangeinformationin groupsoffour. e Get55's initial reactionto the oroDosals. @ Ask SSto summarisein their ownwordsthe proposalsthey havereadandlistento thesummary thattheirpartner gives.SSmakea note ofthe strengthsand recommendations of thecompeting consultancies. Circulate andmonitor,helpingSSwiththetask,pointing out televantsectionsin the texts,wherenecessary. @ Gothroughthe answerswith the wholeclass,writing up ofeachconsultancy the strengths andrecommendations on the board. l8 Consultants Suggestedanswers PedomanceConsulting(UKfirm) Strengths @ ls a moreestablishedconsuttancy with ten years' experience. 6 Specialisesin strategyand mobiletelecommunications. @ ls a memberofthe Association ofManagement (AMC). Consultancy Recommendations o 'Familyand friends'pricingpackagefor subscribers. @ Centralisation ofthe callcentre. @ Trainingfor both customerservicestaffand managemenr. 1 Mobi-netwishesto maintainits Dositionin the market (by differentiation);mobileservicesmust remain distinctive. 2 Mobi-netneedsto maintainits reDutationfor customer problem-solving, althoughcustomerserviceneedsto be moreefficientand cost-effective. 3 Mobi-netis lookingfor a strategicalliance/ partneror acquisition(in orderto developtheir productportfotio). withthe right 4 Mobi-netalsowantsa consultancy exDertiseand know-howin lT. Taskz DivideSSin groupsofthree or four.Explainthat in this role-play,Mobinet hasto negotiatethe bestdealwith one GetSSto look at their role-play ofthe consultancies. informationin the Activityfile (pages47, 44 and 157). Makesuress havetimeto makenotesanddealwithany questionsthey mayhavebeforethey beginthe negotiation. TellSSrepresentingMobi-netthat they witl haveto negotiatethe bestdealfor their compant whichincludes the consultancv's solution,feesandtermsand conditions. Writethesethreepointsup on the board,if necessary. fi rm) UnlcomConsultlng([Js-Austrian Strcngths @ ls a us-Austrianfirm and shouldthereforeknowthe marketwell. o ls a youngconsultancywith onlyfive years'experience. e Specialisesin lT consulting. @ offers qualityand'fair prices'. Recommendations @ Installing in the callcentre. a unifieddesktop/interface @ Competitivepricingpackagedesignedfor youngpeople (12{8-year-olds). @ A strategicatliancewith an EasternEuropeanpartner. lf 5S areworkingin groupsoffour, StudentAnegotiates with StudentC,and StudentB negotiateswith a different StudentC.Afterthe task, both SSC,who representMobinet, will discusswhichis the bestdeal for the company. lfSSareworkingin groupsofthree,oneofthemtakesthe roleof a consultant(A)and the othertwo SSthe roleof Mobi-net(C).SSthen repeatthe task with one ofthe SS takingtheroleofStudentB. @ Ask55 whichconsultancy theythinkshouldwin the quick A showof handsshouldbe contract with Mobi-net. enough.Thereis no rightanswerto thisquestionat this stage.SSmayor maynot reacha consensusaboutthe best proposal. as a lead-in Useanydiscussion ofthe questions section, to the listening Circulateand monitor,checkingSSare carryingout the task correctly.Makea note ofany goodnegotiating expressionsbeingusedand five or six commonerrolsfor for laterfeedback. correction,includingpronunciation, ListeningQ aa @ ReferSSto the listeningtask.Askthem to try and predict someofthe problems the mobilephonecompanyis experiencing. SSshouldbe ableto predictfrom having readthe backgroundthat Mobi-netis lookingfor a consultancy with knowledge ofthe mobileindustryand with lT expertise;that they are lookingto improvetheir processesand services;and that theywantto maintain their positionas a leaderin the Austrianmarket,as competitionin the industryis tough. Don'treiectanyideas at this stageor givethe answersawaybeforeSSlisten. @ Bringthe classto order. @ lf SSare workingin groupsoffour, ask SSc to discuss whichis the best consultancyand givereasonsfor their choice.SSA and B meanwhilecancomparewhat they negotiatedwith the client. lf SSareworkingin groupsofthree, ask both SSC to confer and choosethe bestdeal.Theotherstudent(A/B)may listenand take notes. Circulateand monitor,checkingSs are completingthe task correctly,Makea noteof usefulexpressionsbeingused and write up somecommonerrorsfor correctionon the boardfor laterfeedback. @ 55 listen.In pairs,they compareideas.lfnecessaryplay the recording a secondtime.Gothroughthe pointswith the wholeclass. o to the problem.Dotheythink Discuss theirinitialreactions is Why(not)? Performance Consulting a suitablecandidate? Consulting SSmayarguethat Andrewfrom Performance doesn'tconvinceCristoDhKahnwaldof Mobi-netthat theirs is the bestconsultancy, as the MD thinksthey chargetoo much,andAndrewhasn'tlookedinto possiblepartnersyet for Mobi-net. SSmightalsoaddthatthe MDsounds stressed out andthat Mobi-netcouldbe a'hishmaintenance' customer. @ Gothroughthe answerswith the wholeclass,referring55 to the audio scripton page17o,if necessary. @ @ Earlyfinishersmaycorrectthe errorson the board, WhenSShavefinishedthe secondpartofthe task,bring the wholeclassto order. Feedback @ Askfor a quickshowof handsto findout which consultancywaschosenby the majorityofSS representing Mobi-net.Ask oneor two groupsto saywhat happenedin their groupsand to givereasonsfor their choice. 8 ConsuttantsI Prais€the stronglanguagepointsandwork on five or six pointsthat needimprovement,especiallyin relationto language usedfor negotiating andconsulting. Toroundoffthe activity,you maywant to readout or photocopy the followinginformation for SS. Itlobi-nefs choiceof consultancy PeiormanceConsultinghasthe necessary strategic experience anda moreestablished reputation. Atthough theyaremoreexpensive, theycanofferjuniorconsultants at a reducedrate,but witl needfourmonthsfor the proiect. Theirproposalfor stafftraining maynot appealtoMobinet,asthe clienthasalreadyspentmoneyin this area. However. theirrecommendation to centralise the call centremav be an effectivesolutionto their customerserviceproblem, despitepossible resistance fromthe Head ofCustomer Service. UnicomConsultingis a tessestablishedfirm, but is probablycheaper andseemsto havemorelT know-how. Theirproposal for a unifieddesktop/interface for the call centresoundslikea practical lTsolution.Theymayhave lessexperienced consultants, butthe firmcanstart immediatety. Theyalsoappearto havemoreknowledge of the Eastern European marketsthanPerformance Consulting, whichmayprovevaLuabLe whenfinding DotentialDartners, 6 Thereis no rightanswerto the negotiation, as Mobi-net's flnalchoice wiLldepend on the deal(theconsultancyt solution,feesandconditions) thatSSmanaged to negotiate.However,UnicornConsultingis possiblythe best optionfor Mobi-netbecause oftheirlTexpertise, their knowledge ofthe Eastern European marketandbecause their Dricesmav be lower. Writing ReferSSto the writingtaskanddealwithanyquestions theymayhave. Brainstorm the information thatshouldgo in the e-mailand put thesepointson the board.Allthisinformatlon has comeup in listening androle-plays in Tasksr andz. Writeup on the boardthe followingfour pointsto consider whenwritingthesummary: @ Projectbrief (the needsof the client) proposal(the @ Consultancy's solutionand recommendations) @ Termsandconditions ofthe project(contractual agreement, milestones andtimescale) @ Consultancy's fees Ask SSto look at the Usefullanguageboxon page75 again. GetSSto writein pairsor individually, depending on how the role-play wasconducted. I ,riring fit" pug" "3, Circulate andmonitor,checking SSarecompleting thetask correctly. ThiscouldprobabLy be quitea longsummaryif SSinctude allthe pointsagreeduponin the negotiation. Alternatively, setthissummary writingtaskfor homework. Forearlyfinishers,or as an extraactivity,SScompareeach others'summaries to checkiftheycontainallthe main pointsagreeduponin the negotiation. 1to 1 @ Gothroughthe information in the CourseBookwith your student.Explainanydifficulties.In Task1 you and yourstudentare55 A and B. Don'tdominatethe conversation in thistask,but sayenoughto keepit goingandallowyourstudentto summarise the proposal andaskyouquestions. @ ln Task2, youareStudentA andtakethe roleof a consultant fromPerformance Consulting, andyour studentis StudentC andrepresents Mobi-net. Then repeatTask2: you are nowStudentB,takingthe roleof a consultant fromUnicornConsulting, andyourstudent is stillStudentC.Yourstudentthendecideson the best dealnegotiated. @ At the sametime,monitorthe language thatyour studentis using.Notedownanygoodexamples of language andpointsfor errorcorrection or improvement.Comebackto theselater. @ Praise anygoodexamples oflanguage usedandgo over pronunciation. anyerrors,including Record the rote-ptay on cassette orvideo,ifdesirable, asthisincreases the chatlenge for the studentandis usefulfor giving intensive feedback on yourstudent'sparticular strengthsand weaknesses. Strate Les3on r: Llstenlng enddbcusslon (pageza-zg) Eachlessonis obout 60-75 minutes.This time doesnot include administmtionandtime spentgolngthtough homework in anylessons, PractlceFile Qisqlgtloi iComp4ylgatecy SSareencouraged to discussthe concepts of strategy, visionand Wordpower(pages52-53) missionandto talkaboutthe strategyprocess in (their) compantes. Listening:'Fastfashion'andthe challengesof long-term strategies fromIESEBusiness Schoolin Barcelona JosepValor-Sabatier talksaboutthe strategy of clothingretaiLers suchasZara,then describes the measures of success andthe challenges for companies theirlong-term strategies. of implementing Vocabutary:Strategyand growth 55 look at and usevocabularyrelatedto strategyand growthin context. Discussion:Quoteson strateFv imitators'and SStalkaboutcompanies whoare'successful discusssomequoteson the strategies of somesuccessful companies. Leggon 2l Readlngand larguagr (page80--81) Each lessonis obout 60-75 minutes. Readi.tgtGrowth mode 5S readaboutthe challenges for companies of findingnew growthopportunities of growthstrategies andgiveexamples thatwentwrong. Vocabulary:Marketgrowth relatedto growthin context. SSlookat andusevocabuLary Discussion!Growthcrisis 5Sdiscussthe growthcrisis,corebusiness andadjacencies. Languagereview:ldiomsfor givingexamples SSLookat idiomsfor givingexamples. l€sson3i Buslness sNlls (page82-83) Eochlessonis obout 75to minutes. Brainstormingand creativity SSdiscusssomeouoteson creativitv in the contextof business ideas,listento a trainerdiscussing brainstorming techniques, thenbrainstorm marketing strategies for a clothingretailerthat is experiencing difficulties. WritingrMlssionstatements ideasandwritea missionstatement 55 brainstorm for their companyor organisation. lesson4! Casestudy (page84+5) Eochlessonis about 75-9ominutes. The companvmatgqyel andbeautvoroducts Hazelis a multinational sellerof cosmetic thatis in needof an overhaul. Hazel's salesaredeclining andits productshavelittleappealfor youngerwomen.55 listento a presentation fromthe newCEO,holda meetingto devisea new strategic visionin orderto boostgrowthandwritea summary of theirDrooosals. Textbank ORBpages188-191) Gramnarreferenceand practice (CBpage13o) PracticeFile Textandgrammar(pages sq-ss) Resourcebank ORBpage228) Writingfile (CBpager4o) PracticeFile Skillsandpronunciation (pagess6-sz) Writingfite (CBpages138-139) Fora fast routethroughthe unit, focusingmainly on speakingskitls,iust usethe underlinedsections. Foronc-to-onesituations,most parts ofthe unit lend themselves,with minimaladaptation,to usewlth individual students.Wherethis is not the case,alternativeproceduresare given. 9 StrategyI S:?regy is an outlineof how a businessintendsto achieveits tpals. Thegoalsare the obiectlve;the ssregy setsout the routeto that objective.ln the earlystages,businessobiectivesare usuallyfairly sinple: to surviveandto achievegrowthtalgets. Strategiesare correspondingly simple,and are often not evencommittedto paper;it is enoughthat everyonein the companyunderstandswhereit is goingand grows,so doesthe needfor co-ordination. .ow it will getthere.Butasthe business Everyone in the business contributes to the execution ofthe strategyin someway. (anda successful Manymanagers believethatthe keyto successful leadership strategy) is articulating a long-termvision,sometimesknownas a'mission statement','strateglcintent' or 'corporatepurpose'. Thisis a long-term viewofwhata company shouldbe doingandwhereit shouldbe going. Themissionstatement shouldbe clearandunderstood by everyone in theorganisation. Professor Donald out a companytvision: Sullfromthe LondonBusiness Schoolsuggests thesethreestepsfor Setting I specifothe industrydomaln:a long-term visionshoulddefinewherethe company competes. This helpsmanagers andemployees to sortopportunities in theirdomainfromthosethatdistractthemfrom their corebusiness, 2 speciF/geographicscope:doesa companyconsideritselflocal,national,regionalor global? 3 Setaspirations:manycompaniesstatethis in termsof global leadershipor excellence.Theproblem, of course,is thatmostcompanies aspireto 'beingnumberoneor numbertwo'. Long-term visionsoffer certainadvantages. Theygivean organisationa sharedsenseofdirection and can motivatepeopleto achieve thevision.Professor 5ull,however, believes thattoo muchvisioncanresultin goalratherthanconcentrating managers becoming fixatedon a long-term on the hereandnow.Take,for example, Microsoft's earlyvisionof a worldwith'a computer on everydeskandin everyhome,running Microsoft lt wasa visionthat bLinded software'. the companyto the earlypotentialofthe Internet. Management thinkerstendto fallintooneoftwo camps,according to SimonLondonof theFinonciol Iimesrstrategists,who believethat mostcompaniesfail becausethey try to sellthe wrongproductsto the wrongcustomersat the wrongprice;and pragmatists,who seebusinessfailureas mainlythe resultof poorexecution:missedsalestaltets, poor-qualityproductsandtacticalcnors, The bestmanagershave the mentalagilityto dealwith boththe strateglcandoperatlonallssues. Expertsalsosaythat televisionand Internetmediahaveallowedadvertisersto addressprecisemarket segments.ThiscanactuallFreduce competitionbetweencompaniesby enablingthem to concentrateon distinctsub-markets.Yetfratm€ntatlonincreasesthe complexityofadvertising.lt also makesit necessary for companies whichis the essence ofstrategy. to thinkhardabouttheirvalueproposition, NicholasCarr,authoratthe HaruafuBusinessReylew,looksat competltiveadvantagefrom the viewpointof information technology. Hearguesthat lT hasbecomeso diffusedthroughthe economy that it is no longera soulceof dlfferentlatlon; technology is nowa costofdoingbusiness. Thischallenges managers to thinkagainaboutaddingvaluein waysthataredifficultfor competitors to replicate. In-workstudentswill be ableto discussstrategyand groMh, visionand missionstatementsin the context oftheirowncompanies andorganisations andcompetitors. Pre-work studentsmayhaveknowledge of strategiesconcerningmarketing,pricingand 'fast fashion'of high-streetretailerssuchas Zara,Benetton, Gap,etc.Theycanalsotalkaboutthevisionandpurposeofthe organisations wheretheystudy. All students will havegeneralworld experience ofsuccessfuland unsuccessfulcompanies, andwhat makesthe mostsuccessful companies differentfromtheircompetitors. lt mayalsobe appropriate for both typesofstudenttodiscussthe ideasofcertaininfluential writers,suchas those[istedhere. management Goodto gfeot,RandomHouseBusiness Books,2oo1 JimCollinsr PeterDruckerflhe essentiol Drucker:the best of sixty yeors of PeterDruckets essential writings on management, Hatpercollins,2oo3 HenryMintzberg:fhe riseondfoll of strategicplanning,FinancialTimesPrenticeHall,2ooo HenryMintzberg, BruceAhlstrand, Strotegy bitesbock,FinancialTimes Prentice Hall, JosephB. Lampel: 2OO4 KevanScholes,GerryJohnson,RichardWhittinglon:Explo ng corporutestrategy:text ond cases,Ff Prentice Hall.2ooa ll@@tlEl @Pearson Education timitedzoo6 [ 9 strategy Suggestedanswers 1 ltt veryimportantto look beyondimmediate circumstances, clarifying wherethecompanywantsto be in the future.The missionandvisionofthe company are part of its overallstrategy,as is gettingto know customers,the marketand the competition. 2 Strategicmeetingsfor multinationalsmay be as oftenas everyquarter.Microsofthavecomeup with an innovativesolution,Theyhaveuseda sort of'strategy slam'processto makesurestrategiesget mappedand adaptedquickty.Theyidentirya groupof 20 or 30 peoplemostcapableofcontributingto the strategyofa new initiativeand literallylockthem in a roomfor 48 hourswith a skilledfacilltator.Theonly groundrule:a comprehensive strategyand detailedactionplanthat the entireteamwillendorsemust be deliveredon the 48th hour. 3 Strategicgoalsare generallydevelopedby top management, is but increasingly the responsibility beingsharedby lower-levelmanagement and operationspeople,i.e.peopleclosestto the market. Somemightargueit is bestifthe CEOor company chairmanis not presentat meetingswherestrategic goalsare beingdiscussedor reviewed,so that participantsfeel lessinhibited. 4 lf a companywantsto enternew markets,it maycome up with completelynew products/services, and innovationwill be a keyfactor.However, ifits products/services areverysimilarto those ofits competitors, it will needto dlstinguish itselfwith differentlationfactorssuchas quality,priclngor customerservice,and 'addingvalue'wilt be key.A companymaygain a competitiveadvantageby becominga fast copier/follower,imitatingthe market leaders(seeListening),usuallyat a muchlowerprice. and AskSSto brainstorm someverysuccessful companies write55'sideasuDontheboard.Thenask55 to discussin pairsor smaltgroupswhytheythinkthesecompanies have beensosuccessfuland whatweretheirdifferentiating factors in theirindustry or compared to othercompanies sector. 5S'sanswers willdepend onthecompanies they choose, buttheymaycomeupwithsomeofthefollowing factors:innovation, newtechnologies, corporate values, pricing/marketing/growth/organisationaI leadership, strategies, etc.Gothroughfeedback withthewholeclass. Alternatively, askSSwhattheyunderstand bythetitleof (aplanor seriesof plansforachieving theunit,'Strategy' an aim,especially success in business, or thebestwayforan organisation to developin thefuture,LorgmonBusiness English Dictionaryisee theTextbankreading,'Plan to think strategically' on page188foranalternative definition). tu always, withmorecompLex topicssuchasthisone,or withpre-work SS,youmaychoose to give55 the Business briefonpage1o3,gettingthemto lookat it for homewotk beforethefirstclassonthisunit. . TeltSSthat theywitl be lookingat strategyand groMh in this unit. o Gothroughthe overviewianel at the beginningof the unit, pointingout the sectionsthat SSwitl be lookingat. Quotatlon a GetSSto look at the quotationand askthemwhat they think it means.CIheidea is that it is easyto pr€dict something is goingto happenor needsto happen,but the issueis how you are goingto makethis happen.or, in a businesscontext,it is obviousthat a companyneedsto surviveand achieveits groMh targetsbut the questionis how it is goingto achievethesegoals.) 55 areenco[ragcdto dlscGsthe conceptsof st]atety,vision andmisslonandtalk aboutthe strategyprocessIn (their) companles. @ . SSworkin pairsto discuss thequestions. Seta threeminutetimelimitforthis.ThengetSS'sfeedback asa wholeclass.Helpthemwithvocabulary onstrategy in (seetheBusiness English briefonpage1or. lt is not necessary to spendtoo longonthis,asit formspartofthe listening section. 55 llsten to losepItalor-Sabatler frcm IESEBuslnessSchool in Barcelona.In the filst psrt of the intervlew'hetalks about the 'fast fashlon'strat€gyof clothlngretallerssuchasZara (lndltexgroup),In thesecondpart,hedescrlbesth€ of measuBsof success andthechallenges for companles Inplementlngthelr long-temstrat€gies. @ Qg, @ AskSSiftheyarefamiliarwiththe SpanishretailerZara. c Get55 to work in pairs,look throughthe questionsandtry to Dredictthe correctanswelsbeforethev listen. . Playthe first part ofthe interview,pausingin sections,if necessary, 9 Strategy I SSchecktheir answersin pairs;replayanydifficultsections fDrthem,.eferringthem to the audioscripton page17o, SSchecktheiranswersin pairs.Circulate anddealwithany queriesSShave.lfyou canseethat they all havethe correct answers,you maydecidenot to go throughallthe answers in openclass;simplyconfirmfor the classthat everyone hasthe correctanswers anddeatwithanvDroblems. As a follow-up,and if SSare interestedin fashionretail,you couldaskthe SSwhetherthey buyfromZara,Benetton, H&Mor similarfashionretailers in theircountryandhow thesecompaniesdifferentiatefrom eachotherin quatityand designof product,price,targetmarkets,e.g.teenagersor oldercustomers,locationofstores,etc.TheSwedishretailer H&M,for example,seltsat verylow prices,but have occasionally employedwell-knowndesigners,tikeStella McCartney to createdesignercollectionsat affordable prices.Thesecollectionshavesoldout within an hourofthe storesopeningand havehelpedto improvethe companyl image. Ask55 iftheir homecountryfashionretailers mass-produce in Chinaor similarcountries. @ Og ." GetSSto lookthroughthe questions individually. Explain thattheywill haveto listento the generatmeaning ofthe interview,ratherthan listeningfor specificwordsand pnrases. Playthe secondpart oftie interview,pausingin sectionsto give55 time to write their answers. Afterlistening, SScomparenotesin pairs.Circulate and monitor,helping5S wherenecessary. Pointout that sometimesmorethan oneansweris possible,as with questions 2 and4. € Replaythe recording. € Gothroughthe answerswiththewholeclass,playingthe recording a thirdtimein sections, ifnecessary. Suggestedanswers 1 Thesuccess ofa companycanbe measured eitherby its salesand profitsor (profit) marglns. 2 Accordingto ProfessorValor-Sabatier, companiesneed to concentrateon both missionand vislon and deflnlng the measuresofsuccess/ long-termand shott-term goals. 3 Whenimplementinglong-termstrategies,it's easierto convincean ownerthanto convincethe stock market. success, the stockmarkettendsto 4 Whenmeasuring focusmoreon short-termgoalsand profitability/ guarterlyprofits. 5 lt! verydifficultto changea companyl strategies becauseofthe conflictbetweenshort-tem gainsand long-termgoals, 6 Goodstrategic management consistsoftakinga companyin the rightdirection for the future,whilst maintainingshort-termprotitablllty. @ Youmaywant to refer55 to the audioscripton page17o. It's oftenvery usefulfor SSto listenand readthe script.You maywantto iust listento onepartofthe interview again, depending on the timeavailable and55'sneeds.Don't spendtoo long goingoverthe scriptin detail,as this forms part ofthe nextexercise, 55 look at andusevocabularyrelatedto strategyandgowth in context. @ @ Elicitthe answerto the first questionas an example,then get SSto do the restofthe exerciseindividually,referringto the audioscriptson pagesr7o-r7r wherenecessary, @ 55 checktheiranswersin Dairs. @ Gothroughthe answers withthe wholecLass. l reinvented 2 newcomer3 mass-produce 4 marketfollower 5 innovate 6bottomline 7 margin 8 DrofitabiLitv questions @ Dealwithanyothervocabulary the SShadon readingtheaudioscripts. SStalkaboutcompanies whoareSuccessftrl lmitators'and discusssomequotesonthestrdtegies ofsomesuccessful companies, @ @ ReferSSto the cartoonon page79 and ask the SSwhat it means.(Theideais thatalthoughcompanies andtheir marketing departments maycollecta greatdealofdata abouttheir customers,they may not knowwhat to do with this information; the bigquestionaftermarketresearch and analysis is, Howdo youimplement the rightstrategies to ensurefurthersalesand groMh?) @ GetSSto discussthe questions in pairsor smallgroups. Ss'sanswers will largelydependon theirexperience of and personal interestin the companies mentioned. SSmaysay that: groMh -the computermanufacturer Dellhasachieved throughits systemofdirect salesand emphasison customer service; -Airbus hasa trackrecordfor qualityandsafetyaswellas profitabitity; hasalsodevelopedworldwidebrand - Campbetl's recognitionsince1869as the world'slargestsoup manufucturer, with a presencein 12ocountries,despite competitionfrom,oftencheaper,competitors; - McDonald\is anotherprimeexampleof globalisation, despitecriticismof Americanfast-foodnutritionalcontent, especially for children, andcontroversy BSC surrounding to enteremerging Cmadcowdisease),as it hasmanaged marketssuchas Brazil,Russia, IndiaandChina. I 9 Strategy with Circulateand monitor,helpingwherenecessary usedand vocabulary. Makea noteofany usefullanguage threeor four pointsfor correction, Foreartyfinishers,or as a follow-upquestionto question2, you maywant to ask SS:Towhat extentdo you think innovation is moreor lessimportantthanotheraspectsof strategy?As a follow-upto question3, you maylike to ask genius'andcourage whenit 55: Howimportantis'business successful? comesto makinga company Youmayalso liketo makereferenceat somepoint in the leaders, for discussion to somewell-known worldbusiness (General Electric), BillGates example JackWelsh (Microsoft), CarlosGhosn(Nissan/Renault), SteveJobs (Apple), JohnBrowne(BP),Hiroshiokuda(formerchairman (U0r6al),Dieterzetsche ofToyota),LindsayOwen-Jones (Mercedes), Heinrichvon Pierer(Siemens), MichaelO'Leary (Ryanair), (formervicepresidentof Jos6tvtariaCastellanos Inditex/Zara) andup-and-coming leaderssuchasZhang Ruimin(Haier)in China. Bringthe classtogetherand encourageSSparticularlyto they strategies ofcompanies talkaboutthe (un)successful know.Gothroughfeedbackwith the wholeclass,praising appropriatelanguagefortalking aboutstrategy.Writeup anvDointsthatneedfurtherworkonthe board. lfappropriate in yoursetting,youcouldencourage SSto in mentioned research all or someofthe comDanies question2 on the Internet.Alternatively, if SSare interested referthemto in findingout moreaboutthesecompanies, the followingwebsites: www.airbus.com/en www.dell.com www'camobellsouD.com www.mcdonalds.com SSreadaboutthe challengesfor companiesoffindlng new growthopportunltiesand glve examplesofgrowth strategies that went wrong, @ Writethe namesof all or someof thesecompanies on the (General Nissan, boardrGE Electric),Microsoft,Coca-cota, BA,McDonaLd's, lBM,Apple. @ TellSSthesecompanieshavebeencommendedfor their turnaround abilityandsuccessfuI strategies. @ AskSSto matchthe companies to the followingcomments. Dothis as a quick-fireactivitv.Readout the comments, whileSSmatchthe companies. SSmayeithersaythe namesor writethemdown. in the carindustry, withconstant 1 Thebestturnaround cost reductionsand restructuring. 2 Constantinnovationand their successof iPodand iTunes. 3 A perfecttransformationfrom sellingcomputersto sellingservices. from andhandlingof the transition 4 Qualityof products long-servingleader,iackWelch,to its currentchief executive. companythat averyinnovative 5 lts marketdominance: touchesalmosteverything in our liveswith a strongbase and emptoyeesatisfaction. 6 Turninga lossinto a profit;they hit a badtime and pulledtogether. Z lts abilityto attractcustomersthroughits effective commercials andstrongbrandpower. I Reacting fastin the wararoundfat consumption. @ Gothroughthe answerswith the whoLeclass. rN i ssan 2A ppl e 3l B M 4GE 5 Mi crosoft6B A 7 Coca-Cola 8 McDonald's Youmavliketo tell 55 thatthesecomments camefroma lines Most Respected rcpoftby the Financial on the andIBMwere Companies in 2oo5andthat Nissan,AppLe top in the turnaround category, the three As a follow-upactivity,divide55 into pairsor smallgroups. then SSdiscuss ofthe variouscomDanies, the attributes compiletheirownlistofcompanies theyadmiremost,either given,or othercompanies theyknow. usingthecompanies @ @ As a warmerfor this section,get 55 to look at the photos. Askthemto identirythe companylogosandteLlyouwhat (Giorgio Armani,the theyknowaboutthe companies designer clotheslabel,andSwissair, an airline).Don'treject ofthe companies atthis anyideasaboutfurtherdetails stage,asthisformspartofthe readingtask. @ As a lead-into the articLe, askSSwhatis meantby the subheading,Finding new ways to grcw a conpany in todays toughclimoteisnt easy(it'sdifficultto expanda company or achievegrowthtargetsbecauseof fiercecompetition/the worldtoday). stateofthe economy etc.in the business AskSSto do the exercise individually andsaywhetherthe companiesare examplesof a successfulor failedgrowth strategy.Explainthat the ideais to scanthe articlequickly for this information. TellSStheyshouldignoreanywordsor phrases theydon'tknowat thisstageandfocuson the task. seta time In orderto makethisa quickerreadingexercise, limit.As a guideline,readthroughthe text quickly,do the task andtime yourself.Thenallowyour SSabouttwicethe time you neededto readand do the task.ss will probably needaboutfour or five minutes. Gothroughthe answerswith the wholeclass.Ask SSfor theirinitialreactions to the Dointsmadein the articlebefore doingExercise B. Logitech: manufacturer a mouseandcomputerperipheral (successfuI growthstrategy) growth Armani:a designer clotheslabel(successful Giorgio strategy) growthstrategy) Accor:a budgethotelchain(successful swissair:an airline(failedgroMh strategy) Marconi:a defenceand electronicsconglomerate(failed growthstrategy) 9 StrategyI o o G€tSSto readthe wholearticleagain,pointingout that the paragraphsare numbered. lfsomeoneasksa question,throw it opento the whole classto find out ifsomeoneelsecanprovidean explanation.lfnot, explainwherenecessary. Crculateand confirmanswersor indicatein whichsentence a word or expressionoccurswhereSSare having difficulties.Getearlyfinishersto comparetheir answers. lfshortoftime.dividethe classintoDairsandask55 A to do itemsl-4 (paragraphs 1-4)and 5S B, items5J (paragraphs5J). 5S then exchangeanswers. Ask SSfor the answerto item 1 then get themto do the rest ofthe exercise individuatly. SScomparein pairs,thengo throughthe answers withthe wholeclass. Alternatively, if time is short,write the jumbledanswerson the boardalongwith a few distractors(e.9.adjacencyand wholesaler)and getSSto completethe exerciseusingthe wordsyou havegiventhem. ltoehold 2booming 3 spree 4venture 5 Revenue 6 targets 7 corebusiness 8 range Gothroughthe answerswith the wholeclass. growtharealmost the usualmethods of achieving exhausted most companies'growthlevetsare unlikelyto reach aoo/o 4 5 7 8 9 groMh of twicetheir industryrateand earningsfour timeshigher Logitech,Armani,Accor their abilityto moveinto sectorsadiacentto their core business buyingsmallerairlines, an airlinecatererandan airline retailer problems the company's financial to go into the telecomsindustry problems(whichit hasn't the company seriousfinancial fulty recoveredfromtoday) € Ask55 the fotlow-uo ouestion: Whichothernational companies in yourcountryaredoingwellor are experiencing dilficultywith growthat the moment? Encourage 5S to talk aboutdifferentbusinesssectors,as in the article. SSlook at andusevocabularyrelatedto growthin context. (o Exptainthe fotlowingtwo exerciseswilldealwith vocabularyrelatedto growth, € Get55 to do Exercisec individually. € Circulateand confirmanswersor indicatein whichsentence a word or expressionoccurswhereSSare having difficulties.Getearlvfinishersto comoaretheir answers. Gothroughthe answerswith the wholeclass.Drill pronunciation of thesewords,if necessary hightighting word stresson the board.Elicitthe first answer. GothroughSs'sideaswiththewholeclass,asking everyoneto givetheir explanationsofthe meaningsand findout ifthe restofthe ctassaerees. SSdiscussthegrowthcrisis,corebusiness andadiacencics. rd) GetSSto discussthe questionsin pairsor threes.Circulate and monitor,helpingwherenecessary with vocabulary. Bringthe classtogetherand encourage55 particularlyto talk abouthow the growthcrisisaffects/mayaffectgtobalty (e.9.lackofinvestment, aswellasnationally unemployment, recession,etc). Encourage 55 to be as creativeor absurdas possiblewhenbrainstormingthe possibteadjacencies - seethe Businessskillssectionfor furtherworkon brainstorming techniques. As a follow-upactivitv,ask SSto vote on the variousideas with a showofhands and assesswhetherthev wouldbe goodbusiness propositions. Suggestedanswers 1 lt is clearerthat somepartsofthe world,notably emerging marketslikeChina,areexperiencing massive growth,whereasthe morematureeconomies in the Us andWesternEuropehavedefinitelysloweddownin termsof groMh. 2 PossibLeadiacencies: Publisher ofchitdren's books:toysandchildren's clothes,child-friendLy caf€chain,ball-parksfor young children, children's CDsandDVDs, booksfor aLlages. Restaurantr cookbooklibrary, cookeryclasses, cookbookpubtishing,brandedfood labels(e.g.soup, readymeals),specialistfood stores,cateringservice. Bicyclemanufacturer: sportswear,adventuresports equipment, cyclingandothersportingholidays, running sportingevents. Supermarket chain:caf6,cakeshop,otherdomestic servicesprovidedat the supermarket,e.g.dry cleaning/laundry service, key-cutting/shoe repair goods,small,local service, Internetshopping, own-labeI 'one-stop'24-hourshops. Mobile-phone company: otherelectronic equipment, TV channeland radiostation,Internetprovider, etc. | 9 Strategy SSlookatldlomsior glvlngexamples. eronmor reference: tdiomsfor givingexamples J page13o r a casein point is BurgerMax 2 suchas BritishAirways andlberia 3 Atitaliafor one 4carsalone iAgood exampleis Tesco's'Finest' 6 Take,for instance,Arnott! 7 likeLindtandSprungli 8 Halls,to namea few Playtherecording oncewithout stopping. GetSSto answer bothsections on brainstorming tipsandtheprincipLes of Koinonia. 5Scheck theiranswers in pairs. Replay therecording if SS askto, referringthem to theaudioscripton page17rif necessary. Gothrough theanswers withthewholeclass. Bruinstoming tips r ideas 2 eightor tenpeople 3Writedown anyoneitem 5 uncritical6 contributions 4 discussing or task I Studyandevaluate 7 problem Sevenp nciplesofKoinonia ldialogue u ideas 3 argue 4 interrupt 5 carefully 6 thinking 7 honest 55 discusssomequoteson creativltyIn th€ contextof business ldeas,listento a trainerdlscusslng bralnstorming mark€tlng fora technlques, thenbralnstorm strategles clothingretailerthat is experienclngdlfficulties. o Youmayliketo usethisquoteonstrategy asa warmer: SWOTed byonalysis? bystrotegymodels?Crunched Strotegydoesn'thoveto be thiswol/:Strateovis reallvoll aboutbeinadifferent. (FrcmStrategy Bruce bitesbackbyHenryMintzberg, Ahlstrand, B.LampelseetheRead onsection Joseph (page1ot fordetails) (a) Asa lead.into thissection, ask5Swhattheyunderstand by newideas the letmsbrainstormng(awayof devetoping andsolvingproblems byhavinga meeting whereeveryone makessuggestions creativity andthesearediscussed\and (producing ideasialsousedin or usingnewandint€resting marketing, retating to producing advertisements, etc).Then questions: askSSthefollowing ln whatsituationsdo/wouldyouneedto broinstotmat work?Whowith? (not)? Doyouenjoybrainstoming?Why Howcouldit be usefulin business? ln whatsituationsis it usefulto be creativeat work?Why? Therearenorightor wronganswers forthesequestions, butSSmaythinkof brainstorming as andcreativity marketing andadvertising skills,whentheyarealsouseful intermsof product innovation anddesign, aswellasbeing a usefulmanagement skillsforproblem-solving and quote. Warmer strategy see Get55 to lookatthephotoofAlbertEinstein andelicitfrom SSthathewasa greatcreative thinker. a Get5Sto discuss thequestions in pairsor smallgroups. a Gothroughinitiatreactions withthewholeclass. @ Og.r . AskSSto try to predictthebrainstorming tipsbeforethey listen. Asa follow-up, askSSiftheyarefamiliar$rithanyother brainstorming techniques ortips(e.g.writing downideas ondifferentcoloured Post-its andputtingthemona board). ReferSsto theUsefullanguage boxon page83,where thereis a summary ofsomeoftheexpressions used.Ask themiftheycanthinkofanymoreexpressions thatthey useforbrainstorming ideas. orsuggesting andreactingto Tryto sensitise SSto English sentence stress,linkingand intonation. Don'tgetSSto repeatalltheexpressions, iust oneor twofromeachsectionthatmightbedifficultin terms (e.9.Wouldanyoneliketo gettheboll of pronunciation ro ing?). @ Explain thatSSaregoingto brainstorm somemarketing strategies fora company in orderto turnit around. SSreadtheinformation abouttheretailer, Rose& Frankwright. looselybasedon Ohisis a fictitiouscompany, theBritishretailerMarks& Sp€ncerJ Dealwithany questions vocabulary theyhave.Makesureto giveSS preparation timeto makenotesbeforebrainstorming any marketing ideas, asthiswillimprove thequality andlength of theircontributions. DivideSSintopairsor smallgroups. TellSSthatoneperson group in each will needto takenotesduringthistask.TelL pre-work 55 theyshouldall takenotesduringthistask,as theywillcomein usefullater(seeExercise F,writingmission statements). Monitorandcirculate roundtheclassasSSdothetask. Makea noteofSSwhocontribute ideas,anyuseful pointsfor language usedandfiveor sixlanguage pronunciation. correction, including Writetheseerrorson theboard. o Getearlyfinishers to correct theerrorsontheboard. € WhenSShavefinished, bringtheclasstogether. € Gothroughfeedback withthe$/holeclass,praising appropriate language forbrainstorming. Writeupany pointsthatneedfurtherwork ontheboard. Therearenorightorwronganswers forthistask.Donot reiectideasduringfeedback, astheideawasto encourage SSto beascreative asDossible. 9 StrategyI 55 maysuggestsomeof the following: into other marketsegments,e.g.younger 1 Diversification customers. 2 Productdevelopmentof best-sellingproductsor brands and/ordeveloping otherlines. pricingwithlowerrangeproducts. (55 may 3 Competitive alsosuggestcost-cuttingmeasures,includinglowering productioncosts,althoughthis is not strictlya marketingstrategy.) 4 Enteringnew markets,e.g.openingmorestoresabroad andmarketingthe ideaof'Britishgualityproducts'. adjacencies, e.g.foodproducts to complement 5 Creating thecorebusiness, 6 Promotionalmarketingand advertisingcampalgnswith a newslosan. As a possiblefollow-upactivity,and time permitting,ask 55 to evaluatethe ideasfor Rose& Frankwright and choose the bestones.Youmayalsoliketo takethe opportunity to ask SSto givepresentations to the restofthe classfor this activity. Forfollow-uppractice,go to the Resourcebankon page 228. 55 bralnstorm ldeasandwrltea misslonstat€ment forthell comPanY or organlsation. ft) tu a lead-into this writing section,ask 55 what is meantas a missionstatement(seethe definitionsat the beginningof the unit(CBpageZ8)andthe Business briefORBpage 1ot. tuk themif theyarefamiliarwiththe mission statementof their companyor organisation.lfthere is youmayliketo askSSto Internetaccessin the classroom, findoneon a companywebsite,otherwise, keepa copyof the statementto comDarewith their own missionstatement oncetheyhavecompleted thewritingtask. @ SSdo the exercise andchecktheiranswersin pairs. € Gothroughthe answerswith the wholectass, 1C @ 2 e 3b 4d 5a AskSSto discussthe follow-upquestions in pairs. a Gothroughtheir answerswith the wholeclass. @ Youmav like to readout extractsfromthe mission statements ofthreeofthe companies, or referSSto their websitesfor furtherreading: 1 WewiLlensure a stress-free carrentalexperience by providing superiorservices that caterto our customers' individualneeds...alwaysconveyingthe'We Try Hardep'spiritwith knowledge, caringanda passionfor (www.avis.com) excellence. 2 WWW.aVOnCOmpany.Com 3 www.kodak.com 4 ICRCis an inpartial, neutraland independent organisationwhoseexclusivelyhumanitarianmissionis to protectthe livesanddignityofvictimsofwar and internalviotenceandto providethem with assistance.lt directsand co-ordinates the internationalreliefactivities conducted bythe Movement in situations ofconflict.lt alsoendeavoursto preventsufferingby promotingand strengtheninghumanitarianlaw and universal principles. (www.icrc.org) humanitarian The World Bank Group! mission is to fight povertyand 5 improvethe livingstandardsofpeople in the developing world,lt is a development bankwhichprovides loans, policyadvice,technical andknowledgeassistance sharingservicesto low and middleincomecountriesto reducepoverty.Thebank promotesgroMh to createiobs andto empowerpoorpeopteto takeadvantage ofthese opportunities.(web.worldbank.org) o Forfurtherreadingon missionstatementsseethe Textbank ofthis book. @ o AskSSto readthetextonwritingmission statements and makea noteofthefourcriteria, o Gothrough theanswers withthewholeclass. An effectivemissionstatementshould; I definethe purposeofthe organisation; 2 saywhat we want to be remembered for; 3 be shott and sharplyfocused; 4 be clearandsimple/ easilyunderstood. a Youmayalso like to telt 55 (or dictate)theseadditionaltips not mentionedin the text but suggestedby PeterDucker. 55 maythen numberthe sevencriteriain orderof amDortance: 5 providedirectionfor doingthe rightthings 6 matchthe organisation!competence 7 inspirecommitmentamongmembersin the organisation o o Explainto SSthat they are goingto write a mission statement for theircompany in pairsor or organisation smallgroups.In the caseof pre-work SS,theymayeither write a statementfor their placeofstudy or onefor Rose& Frankwright(seeExercise C)usingthe notestheytook duringthe brainstorming task. a GetSSto brainstormideasbeforetheywrite.Thistask may takelongerthanthe actualwriting ofthe mission, asit is importantthat SSreacha consensus on thevisionand missionofthe company. | 9 Strategy 6 Circulate,monitorand helpSSwhilst they write, referring SSto the writingtips on page2Z andthe Writingfile. Alternatively, with moreconfident55, you may like to show themthe examplemissionstatementafterthey have completedthe writingtask,so that they do not copyfrom it directlv. @ writinq fitepage4o Makea note ofany usefulexpressionsusedand five or six pointsfor correctionon the board.Althoughthe mission statementmaybe quite short,it will be necessary to revise it and write a coupleofdrafts beforess are completely satisfiedwith the final version. Earlyfinisherscanbe referredto the boardto seeifthey knowall the expressionsand ifthey cancorrectthe errors, Aftercompleting the task,SSmaycomparemission statementswith other pairsor groups,referringto the four criteriadiscussedpreviousty.Doesit includethe purposeof the organisation? Doesit saywhat the companycan be remembered for?ls it the right lengthand focused?ls the missionclear? lf peercorrectionis appropriatein yoursetting,SScoutd also be askedto proofreadeachothers'writingtask.What expressions did both pairs/groupsuse?Howcouldit be improved?Arethereanyspellingmistakesor grammatical errors?TellSSaccuracyis extremelyimportantin this kind ofwriting,asthe missionstatement wouldnormallyappear in companyliteratureand/or be diffusedon the Internet andthereforereadby manypeople.Beon handto helpwith this, if necessary, but leavemostofthe feedbackand discussion to sS. lf necessary changethe pairsaroundand reDeatthe Drocess. Gothroughanycommonerrorsand the usefulvocabutary and phraseson the boardto roundoffthe activity. Alternatively, this writingtask couldalso be set for homework,but it is obviouslypreferablefor SSto do the brainstormingas a groupactivityin classin orderto generatemoreideas, fu an alternativeto writing missionstatements,or as an additionalwritingactivityon strategy,you may liketo use this anecdoteon the Mini and pricingas a 'dictogloss'.Tell SSyou are goingto readthema text and theyshoutd concentrateon understanding the generalsenseof it, and not focuson everyword. Beforeyou read,write the proper nameson the boardandtetlSSthesenamesarementioned in the text (i.e.TonyCram,Ashridge,AustinMartin). Readout the text at normalspeed.SStake noteswhile you readand then comoaretheir notesin oairs.Readthe text a secondtime,at normalspeed again.SSthenreconstruct the text in pairs.Explainto SSthe importantthing is that the contentshouldbe accurateand their writing shouldbe grammatically correct,but theydo not needto reproduce the text word for word. @ lf peercorrectionis appropriate,5S compareeachothers texts.Gothroughfeedbackwith the whoteclass,showing 55 the originaltext asan overhead slide. TonyCramofAshridgeBusiness Schoolargues that pricing, the fourthofthe'fourPs'inmarketing, hasbeensorelyneglected. Heremindsusthata one-per-cent increase in the sellingprice of productsusuallyhasa greaterimpacton profitsthan a oneper-centimprovementin volume,fixedorvariablecosts.The launchpriceof new productsis often set too low,leadingto highvolumesbut low margins.Amonghis examplesis the AustinMini.an almostimmediatesalessuccessthat earnedno profitsfor the companybecausethe launchpricewascut at the last minuteto belowf5oo. He might haveaddedthat BMW hasavoidedmakingthe samemistakewith its modern reincarnation ofthe iconicsmallcar.TheGerman company's decision to pricethe newMinias a premiumcompactcarbroke newgroundin the IJSmarketand hasmeanthigh profitson everysale. (Adaptedfrom the FTSummerSchoolseries,Returnto clossroomfor businessleoders,by SimonLondon,published 30 July2oo4) Haz€lls a multlnatlonal andbeauty sell€rof cosmetlc prcducts thatis in needofan overhaul. Hazelbsalesare declining, andits producGhavellftle appealforyounger rvomen. SSllstento a presentatlon fromthe newCEO, holda meetlngto devlsea newstntegic vislonln orderto boost growthandwrltea summary oftheirproposals. @ Inclass,payparticular down attentionto clearlybreaking thecasestudyintothedifferent tasksandmakingsurethat SSunderstand andfollowthestructure ofwhatvouare dorng. Background @ Get55 to focuson the photosof cosmetics.As a lead-in, askfemaleSSwhetherthey wouldbuythesekindsof cosmetics.Why (not)?(Youngerstudentsmaysaythe coloursare too old-fashioned.) Alternatively, ask 5S to give (cosmetics, examplesofsuccessfulCFT fragrancesand toiletries) companies, e.g.fOr6al,whosechairman, Lindsay is a well-respected owen-Jones, businessleader. 6 Writethe followingheadingsfrom the left-handcolumnof the tableon the board. @ GetSSto studythe backgroundinformationin the Course Bookandthe threepiecharts. o Elicitinformation fromSSto complete the right-hand columnofthe table. q Strategy I Company Hazel Purpose Directsellerof cosmetic andbeauty products Industry Cosmetics, fragrancesand toiletries (cFT) Markets US,SouthAmerica, Western Europe andAsiaPacific Experience in the industry 5Oyears Problem Onlymodest revenue inthelastten years; growth nowhasannuatsales of lessthan1.5olo Taskfor CEO Devisea newstrategicvision DirectsaLesas a o/o ofthe totatCFT market 7"/" Topfive sectors fragrances(197d,cosmetics(167"), for Hazel'ssales(o/o) haircare(167o), skin care(r57o), bath and showerproducts(147") Reading e Refer55 to the world marketoverviewon cosmeticsand toiletries. € AskSSto write on the boardor dictatethe following questions on the keymarkettrends. 1 Whichspecificconsumergroups in CFf are manufacturcrs now targeting ? 2 Whichmarketsand products are doing particularly well? 3 Whatare the reasonsforthis? e GetSSto compare theiranswersin pairs. g Gothroughthe answers withthe wholeclass. Peoplewithsensitive skin.'older'people,and teens/Dre-teens. products, 2 Anti-ageing whichaccountfor almost27o annualgrowthin the CFTindustry;teensandpre-teens, esDeciaLlv skincare. thatcounterthe visible 3 Thereis demandproducts effectsofageing,and8oo/" ofteenagegirlsuseskincare on a dailvbasis. Droducts t Listeningf)e.a @ GetSSto readthe Listening task.Writethe two headings (Customer problems andSalesreps'probLems) on the ooaro. @ Ask55 to try and predictsomeof the CEO'S findings.SS maybe ableto predictfrom readingthe backgroundthat customers maycomplainHazelhasan outdatedimageor that there is a Lackof interestingnew productlines,Don't rejectany ideasat this stageor givethe answersaway. € Playthe recording once.SScompareideasin pairs. @ AskSSif they woutdlike to readthe audioscripton page 171andlistento the recording again.Dealwithany questions. Gothroughpointswiththe wholeclass. problems aJCustomer b) Salesreps'problems @ outdatedimage @ not beingableto @ unattractivecatalogues reorderpopularitems @ too manyproducts @ not receivingcorrect @ poorqualityofproducts items @ lackof interesting newlines @ otd-fashioned/ complicated/slow/ cumbersome orderingsystem @ DiscussSS'sinitialreactionsto the problem.Whatdo they thinktakespriorityin termsofdealingwiththesecomplaints andwhy?Whatkindof strategymightbe needed?Thereis no rightanswerto this question,but do not spendtoo long on it at this stageas it formspart ofthe maintask. Task @ Dividethe 5S intopairsor smallgroups. Tellthemtheywitl be the management teamduringthis role-play.With larger groups,it may be appropriateto giveSSdifferenlmanager production, roles,e.g.Finance, Marketing andsales,R&D andCustomer Service, depending on 5Sk interests. @ ReferSSto the SWOTanalysis.Explainthat this is a commonframework for analysing a company!probLems anddevisinginitialstrategies. @ SSbrainstorm the newvisionfor Hazel. TellSSto be as creativeand innovativeas possibleat this stage. @ Circulate andmonitor, checking SSarecompteting the task correctly.Makea note ofany key languagebeingusedand five or six commonerrorsfor correction,including for laterfeedback, oronunciation. @ Earlyfinishers maywriteup theirideason the board. Feedback @ WhenSShavefinishedthetask,bringthewhoLe cLass to order. @ Askoneor two groupsto saywhathappened in their groupsandsummarise theirideasofa strategic vision. @ Praisethe stronglanguagepointsandwork on five or six pointsthat needimprovement, especially in relationto languageusedfor brainstorming, strategyand groMh, o Duringfeedback, highlightsomeof SS'sbestideasand thosethatwerecommonto mostgroups. @ Alternatively, or ifyou chooseto omit the foltowingwriting task,askSSto presenttheirideasformallyto the restofthe classasthe management team.MakesureSShaveenough preparationtime to do this and preferablyreferto graphic information [ikethe piechartson page84. @ Thiscasestudyis basedon Avon.Youmay like to photocopythe followinginformationfor SSso that they can compare theirproposals withthe realcase, | 9 Strategy Thiscasestudyis basedon the world'sleadingdirect sellersofcosmeticsand beautyproducts,Avon.Andrea JungbecameAvon'sCEOin November1999.Thisis the strategyexecutionand businessresultsunderCEOAndrea jungandPresident andChiefOperations OfficerSusan KroDf. Circulate andmonitor,checking 55 arecompleting thetask correctly. Busln€ssprocessre-engineering:TheheartofAvon's strategyimplementationeffortswasits abilityto eliminate the costsof lowvalue-addedactivitiesfrom its valuechain. Muchof Kropft re-engineering hadto do with improving and distributionsystems. the company'smanufacturing Alternatively, ask 55 to write a new missionstatementfor Hazelin pairsor smatlgroups.Tell5S that they needto makesuretheyreacha consensus on thevisionfor the companybeforethey start wfiting. Refer55 to the Writing file (page40) for this alternativewritingtask. Salesrepresentativ€s: The recruitmentand retentionof salesrepswasa strategicobiectivethat ledto the program. implementation of lung'sSalesLeadership E-commerce and the Internet:Jungand Kropfsawthe Internetas the driverof transformationin the relationships betweenrepresentatives, customersand the company's marketing operations. andsupply-chain lmageenhancement: ThetransformationofAvon'simage calledfor new products,new packaging,celebrity endorsements, stylishnewcataloguesand newadvertising campaigns. Productdevelopment:In 2ooo,Avon'sR&Dteam respondedto Jung'schallengeto developa blockbuster productwithin two yearsby introducingAnewRetroactive anti-ageingskin cream. Intematlonal:Avonpushedits innovativenewproducts into emergingmarketslike China, likeAnewRetroactive Poland,Russia,Hungaryand Slovakiairedesigned cataloguesto illustratethe glamourofthe Avonbrand;and allocatedup to Z per centofsalesto advertisingin each countrvmarket. Writing Tell55 they aregoingto evaluatetheir ideasin the previous proposals taskandsummarisetheir in the formof a report for the comoanv's boardofdirectors. GetSSto lookat the rubricfor theWritingtaskanddeal with anyquestionsthey may have. Brainstormthe informationthat shouldgo in the proposal has andDuttheseoointson the board.All thisinformation comeup in the listening andmaintask. AskSSto look againat the writingtips for reportwriting on pages138-139;you mayalsowantto referSSto proposal writingon page39 if necessary. GetSSto write in pairsor individually,as this is a detailed proposa[. @ writing Jitepages4a-49 GetSSto write the final proposaleitheras a classactivityor for homework.Thiscouldprobabtybe quite a long proposal if SSincludethe backgroundinformation,the CEOb findingsand the strategicplanfor the company. 1to 1 @ Gothroughthe information in the CourseBookwith yourstudent.Explain anydifficulties. In the maintask, youandyourstudentareseniormanagement team members(theCEOand one ofthe otherdirectors,e.g.of Marketing andSales).Don'tdominate the conversation in this task, but say enoughto keepit goingand altow yourstudentto askandanswerquestions. @ At the sametime, monitorthe languagethat your studentis using.Notedownany goodexamplesof languageand pointsfor errorcorrectionor imorovement.Comebackto theselater. 6 Praiseany goodexamplesof languageusedand go over pronunciation. anyerrors,including Thenrepeatthe task,swappingrolesor takingon the role ofdifferent directors(e.g.Financeand CustomerServiceor R&D). Recordthe role-playon cassetteor video,if desirable, for intensivecorrectionwork, 9 StrategyI lr'3 Reaision Thisunit revisesand reinforcessomeofthe key languagepointsfrom Units7J, and linkswith on thoseunitsare clearlyshown.Thisrevisionunit, like RevisionunitsA, B and D, concentrates readingandwritingactivities.Someofthe exercisetypesare similarto thosein the Readingand Writingsectionofthe BusinessEnglishcertificateexamination(HigherleveDorganisedby the (Cambridge EsOt). Universityof CambridgeESOLExaminations page2fl, practice, Formorespeaking seethe Resource banksectionofthis bookbeginningon or collaboratively, or for Theexercises in this unitcanbe donein class,individuatly homework. o ThisexercisegivesSSfurtherpracticein usingthe languageof banking,financeand growth, followingthe vocabularysectionson pages62 and 65. Pointout the rubricand explainthat SS haveto find oneword whichdoesnot collocate. l equity 2 interest 3 shareholder 4anATM 5 accounting 6 price 7 fixed 8 bankruptcy 9 assets 1o flow givesSSfurtherpractice in introducing o Thisexercise a presentation following theBusiness skillssectiononpages6tr2. 7c 2f td 4e 5 a 6b followingthe a ThisexercisegivesSSfurtherpracticein describingfinancialperformance Businessskillssection(pages6ffii. quarter 2netloss 3 reducing costs 4thenextfouryears5thesame rconsecutive periodlastyear 6 highersteelcosts 7 poorresults 8 dragged down CHshares plan 10recolded a profit 9 recovery of CHAutos @ SSwritean introduction to a presentation describing the companyperformance as mentionedin the Dreviousexercise. Sampleansw€r Introductlonto a presentatlon perbrmancefor CHAutos Company Myname's..., I'mtheFinance Director forCHAutos.I'mverypleased to Goodmorning. youall herethismorning. I'mheretodayto tellyou,ourshareholders, aboutthe welcome Letmetakethisopportunity to saythat,despiterecent brightfutureaheadforourcompany. wehavefaced in theindustry suchashigher steelcosts, we losses asa resultofchallenges fullyfromthesetemporary setbacks andwehopeto firmlybelieve thatCHAutoswillrecover on lastyeart significantly increase ouroutputin thenextyear.l'l[startmytalkbyreporting financial results. ThenI'lltalkaboutourrecentperformance andtheresultsofourrecovery plansforfurther planinthelastquarter. Finally, we'tllookat thecompany! reduction of I'msureyou'llagree which costsandourproiected forecast. thatourEuropean operation, recorded fromstrength to strength. There'llbean a profitof$3Zmthisyear,is growing youmighthave. to dealwithanyquestions opportunity at theendof mypresentation (18owords) UnitC RevisionI givesSSfurtherpractice a Thisexercise in word-building associated withconsulting vocabulary following thelistening andvocabulary sections on pages70-72. r expertise 2 reputable 3 consultancy/consulting4allocation 5 deliverables 6 proposal Z achievable 8 recruitment/recruiting a SSpractiseconditionalformswhen negotiating,followingwork on conditionalsin the Grammarreferenceon pages128-129, rb(2nd) 2eGrd) 3 f (mixed:2ndand31d) 4a (rst) 5c(1st) 6d(1st) a Thisexercisegives55 furtherpracticein negotiatingftom the Businessskillssectionon pages 74-75. SSmaythenrole-playthe dialoguewith a partneras an optionalspeakingactivity. Suggested answers 1 Tobehonest, wethinksixmonthswouldbea morerealistic timescale, 2 Youneedto bearin mindthatwechargemoreforseniorconsuttants, / Allof our consultants areexperienced, butwepreferto usebothiuniorandsenlorconsultants on proiects. wewerelookingat feespaidaccording to hourlyrates,butI'msurewecancome 3 Actually, to a satisfactory agreement. to company information is veryimportant forus.lt 4 Letmeiustsaythathavingaccess goodcommunication ensures andthesuccess ofthe proiect. anyimplementation workseparately, asit witl 5 Thatbfine,butwewouldneedto negotiate obviousty increase ourfees.Whatdidyouhavein mind? 6 I'msureyouareawarethatotherfirmsdon'thaveourreputation, althoughI admitthey maybecheaper, largelydueto thefactthattheytakeon inexperienced consultants. lfyou takea lookat ourproposal in moredetai[,you'llseewecanreallyofferyouthebest solutions. o SScorrecta letterof a contractual agreement between a consultancy anda client,practising (pageZ$. lf 55 havenotdonethistypeof exercise summarising termsandconditlons before, drawtheirattentionto therubricandpointoutthereisn'tanerroroneveryline.Youmayatso liketo tellSStherearesevenerrorsin total. r/ 2/ 3an 4for 5high 6/ 7 within Spay 9lflshould roto a/ 72/ o Thisexercisegives55 practicein the languageof marketingstrategiesfollowingthe exercise on Rose& Frankwrightin the Businessskillssectionon page82. I develop theirproducts or services 2 integrating thembothat anearlystage 3 adapting theirproducts or services 4 downscaling theiroperations5 moreresponsive andflexible a 55 are givenpracticein vocabularyrelatedto communicating bnnds followingthe exerciseon Rose& Frankwrightin the Businessskillssectionon page82. i advertising z communicatingt advertisements4 innovative 5brand 6leveraging 7 differentiating 8 corevalues 9 creative 10 competitors lUnitCRevision c SSareglvenfurtherpractice in vocabulary associated withstrategyfollowing thelistening sectionon pages7&29. I marketposition 2 customers andsuppliers 3 significant impact 4 entering themarket therules 7 management systems 8 goatsandobjectives 5 futurecompetitor6 change systems 10thesamevision 9 planning o 55 aregivenpractice in mission statements bywritinga pressrelease, outliningthenew strategy ofa Britishretailer(pages 82+3). Samplearswel kess rel€ase Rose& Franl0right:newvlslon Weaimto bethenumber.one storein Britishfashionofferingdown-to-earth prices,while continuing to provideexcellent service andqualityofdesignto ourcustomers. Wehave developed anexcitingvision at R&F, withnetvlinesforyoungadults.Visitournew-look storeswhereyouwill loveour'Designer Discovery' collection. Thisspecialcollection has beeninspiredbyourDesigner oftheYearawardin thesearch youngdesigners fortalented, whounderstand whatShappening onthehighstreetandcanmakedesigner clothing accessible to R&Fcustomers. @4words) UnitCRevision I lr', business online Cbsswork- CourseBook L€sson1: PracticeFile P!1cugsjg1:Onlineshopoingr SSareencouraged to talkaboutonlineshopping. Wordpower(pages58-59) listenlng and discussion (pages9G9t Listening r: Threetypesofonlineshopping Eachlesson is about SSlistento threepeopletalkaboutshoppingonline. 60-7s minutes. fhis time vocabutary:onlin€ shopping does not include SSlookat vocabulary relatedto the Internetande-business. odministtotion and time Listening2: Interviewwith Maiia Pesota spent going through SSlistento MaiiaPesola, the lTcorrespondentfot IheFinanciol homewotkin any (essons, fimes.In the firstpartofthe interview, shetalksaboutthedotcomcrashin 2ooo.ln the secondpart,shetalksabouttrendsin onlinebusiness today. qEqulgiojionti ne shoppi!g z cybercrimeandonlinebusiness. SSdiscussInternetsecurity, L€sson 2: Readingand language (pages 9z-93) Eachlessonis about60-75 minutes- L€sson 3: Business skllls (pages gq-gl) Eachlesson is about minutes. 7530 Readingr,Vefgoins on the shoptrcnt andfailuresof onlinecompanies. SSreadaboutthe successes partnerships vocabulary:word SSlookat wordDartnershiDs for onlinesalesanduserelated vocabulary in context. Textbank (TRBpagesr9z r95) Languagereview:Cleftsentences SSlookat cleftsentences andusethemin context. Grammarrefelenceand practice (CBpages130-131) Presentations: Summarisingand deatingwith questions SSdiscusswebsites theyoftenuseandthe conceptof usability; listento a websiteexpertsummarise herpresentation anddeal practise withquestions; dealingwithdifficultquestions related a shortpresentation on a topicof to the lnternet,summarise theirchoiceanddealwithquestions fromthe audience; discuss howto presentinformation on a websiteon the topicof doing business online. Resourcebank ORBpage229) Pradicetile Textandgrammar(pages 60-61) PracticeFile Skillsandpronunciation (pages52-63) Writing fite (CBpage141) Writingr Presentinginfohation on a website SSlookat tipsfor writingwebpagesandwriteup the main for a site. DointsoftheirDresentations Lesson4: Casestudy (pages96-97) Eochlessonis about 75jo minutes. learsY!rylhssrlilelrpe rce writingfile AudioWireis a manufacturer ofelectronic equipment thatwants (CB pages 1j8-139) to improveits onlinesales.lt hashiredthewebdesigncompany, OnlineExperience, to analysesalesdata,improvethe website andoverallsales ofthe earphones section, wheretheysell directlyto consumers. 5S listento a meetingwiththe teamat OnlineExperience, analysethewebsitedata,writeup a proposal for redesigning the websiteandpresenttheirrecommendations to the clientcomoanv. Fora fastroutethroughthe unit,focusingmainlyonspeaking skills,iustusethe underlined sections. Forone-to-one mostpartsofthe unitlendthemselves, withminimaladaptation, situations, to usewithindividual procedures students, Wherethisis notthecase,alternative aregiven. 10 Doingbusiness onlineI EversinceJeffBezosset up amazon.com, the world'slargestbookseller,the Internethasopenedup a massiveconsum€rmarketfor e-taile6 (onlineretailers).Theexpertsadvisebuildinge-busln€ssinto any businessplan,althoughsmallerretailersare stlll nervousaboute-tallin& as they oftenseeit as a risk. Onllneshoppershavethe ideathat deliveryshouldbe immediate,apart from beingextremelyconvenient, so ifcompaniesdon't deliveruntila weeklater,they won't get retumlngcustomers. 0n an e-commeac€ sfte, wherecustomersmaybrowsestoclqselectlt€msto fill a shopplngbask€tor cart andthen go to a vlrtual chcckoutto payfor goods.The maindifferencebetweenthis and a brochure site that simptydisplaysproductsand companyinformationis Interactlvlty.Whena customeris making choiceson the website,this requiresa moresophisticatedwebsite.ManylSPs(lntemetServlcePrordders) havepackagesthat canenablesmallbusinesses to host a webslte. Webmetrlcsarethe numbersthattell managers whatis happening in theirsite.Success on the web essentiallymeansgettingpeopleto do what you want whenthey visit the site.Thisis calledthe target action,whichis usuallybuyingsomethingor filling in a form.Anotherimportantconsiderationis whether the siteb designmakesit easyfor peopleto engatc in the targetaction.Easeof navlgatlonis one of commoncomplaintspeoplehaveaboutweb deslgn. Thekey perfomenceIndicatorin e-businessis the conversionreterthe percentageofvisitorswho engagein the targetaction,whichcaneitherbe the percentage ofvisitorswhosubmlta formor who buy online.Theaverageconversionrate is 2 per cent,whereasAmazonare saidto havethe highestrateat about9 per cent.However, thesesiteshavevery high brandrecognltlon,whichmeanspeoplealready knowwhat the site is sellingbeforetheyvisit. Themostimportantareain onlineshoppingis the credit-cardpaynent page.Betweenviewingproduct pagesand completingthe targetaction,the visitorideallydoessomething:fill in a form and hlt the submit button,or submita credit-cardpage.Peoplewho don't submitare saidto have'abandoned'.Eachform thereforehasan abandonmentrate. Thebasicrulefor reduclngabandonmentis to ask fewerquestions.Theform is primarilyfor havinga recordof potentialcustomersso the salesteamcancontactthem,Manycompaniestreat contactformsas an opportunityfor marketresearch.Theyask questionslike'Wheredid you find our site?'Thesetypesof questionswil[ be a reasonfor someoneto dlsengagewith the site, or'cllckoF. Manypotentialcustomers will alsohavesecondthoughtsaboutbuyingontinewhenthey are askedto entercredit-cardinformation. Whena visitorfirst arrive6ona website,they quicklyscanit to seeif it haswhat they are lookingfor.At this time, they area scannlngvlsitor. Webdeslgn€rsalsotalk aboutthe 'elght-secondrule', that is, most peoplewill allow no morethan eightsecondsto reviewa site beforemakinga decision.Research indicates,however,that 30 secondsis morethe norm.ln eithercase,an e-tailershouldmakesurethe cole offeringofits site can be conveyedin this shorttime. Committedvisitors arethosewho readmorethan one pageor spendmorethan one minute.Getting ffrst-timevlsltors to stop scanningandstart readingrequiresdifferentdesignelementsfrom selling. Successful siteswill havelandint pag€sto switchvisitorsfrom scanningto reading.A companycanalso analyseits web metricsresultsto determinethe ROI(returnon investment)for online advertlslng. A goodruleof thumbis to multiplythe conversion ratefor visitorscomingfromeachad bythe costper visitor Thatis the cost p€r acquisition(CPA).Ultimately,a businessshouldask itself if it canaffordto spendthat muchto attracte-tail consumersand get onlinesales. In.workstudentswill be ableto talkabouttheircompany's websiteandwiLlpossiblyhaveexperience of doinge-business andanalysing datafromonlinecustomers. Pre-work studentswill probabty havetheir own ideasaboutwhat makesan effectivewebsite.Theycanalsotalk aboutwritingfor web pagesor contributingto their organisationS website. Moststudentswill haveexperienceof usingthe Internetand buyinggoodsor servicesonline. NicholasG.Carr:DoeslT matter?lnfornation technologyond the coffosionof competitiveadvantage, HarvardBusinessSchoolPress,2oo4 JohnCassidy:Dot con:the reolstory ofwhy the lnternetbubblebursf,PenguinBooks,2oo5 DaveChaffey:E-buslness and e-commerce monogement,FI PrcnticeHall,2oo3 RaviDamani,ChetanDamani,Nei[Sait:Z trabitsofsuccessfule-conmercecomponies:give you6elfa reol competitiveadvantoge.Readthis book.Studyit. Practiceit,lmano Plc,2oo4 lI@!E Education @Pearson Limited zoo6 online I ro Doingbusiness Ask55 to brainstorm somesuccessful onlinecompanies (e.9.massretailerssuchas amazon.com, eBay,buy.com, sears.com or specialised retailers suchaseasy-jet.com, gap.com, deLl.com, Discoverystore,com, etc.). Write55'sideasup on the board.Thenaskthemifthey thoughtthatthesecompanies woulddo so wellwhenthey firststarted.Why(not)?SSmaysaythattheydidn'tthink certainproducts wouldsellonthe Internet, that peopleget irritatedby onlineadvertisements or thattheydid indeed foreseethe potentialforonlineseLling. Don'tspendtoo longon this, as it formspart ofthe first exercise. Alternatively, ask SSwhat they understandby the title of the unit,'Doingbusiness online'. @ GetSS'sfeedback asa wholeclass.Theymaysaythatthey don'tusuallyshoponline,but mayin factrealisethatat somepointthey haveboughtbooks,CDs,DVDs,software, electronic equipment or donetheirsupermarket shopping online,andbookedcinema/theatre/concert tickets,flights, holidaysor hotelaccommodation, SSmayalsomention thattheywoutdn'tbuycertainproducts online,suchas freshfood,cLothes andshoes,or furniture.lf SSmention the dot-comcrashin 2ooo,do not spendtoo long discussingthis, as it formspartofthe listening section. nrt"ritit*iixiffi SS listen to three peopletalkabout shoppingonline. @ Qro.r @ TeltSSthattheywill be lookingat doingbusiness online ande-business. panelatthe beginning @ Gothroughthe overview ofthe unit, pointingout the sections that5S wilLbe lookingat. Quotation 6 Get55 to look at the quotationand ask themwhat they thinkit means.Ohe ideais that humanerrorsareminor comparedto the catastFophes that computersand lT systemscancause,althoughSSmayalsoarguethat most computererrorsarein facthumanerrors,suchas not savingdocuments, deletingfiles,not knowinghowto use softwareprogrammes correctlyor forwardingviruses unintentionallV.) 55 are encouragedto talk aboutonlineshopping. @ @ Asa lead-into thisactivity, askSSif theyshoponlineand askfor a showof hands.lf 55 arereluctant to Dutuo their hands,askthe questions: Hoveyou everboughtsomethingon the lnternet? lfso, whatdid you buy? @ GetSSto workin pairsto discussthe questions. Seta three-minute time limitforthis.lf 5S don'thavemanv ideas,referthemto the symbolsshowingthe typesof productsand servicesyou canbuy onlineon page90. Help SSwithonlineor computer vocabulary in English by puttingup somewordsandexpressions on the boardas they do the activity.Notethat someofthis vocabularywill be dealtwithin Exercise c. @ Explain brieflySSaregoingto listening to threepeople.To youmaylikeSs increase the challenge with largerclasses, to raisetheirhandsas soonastheyknowwhattypeof onlineshoppingis beingdescribed. Alternativety, 55 may writedowntheiranswers andthencheckin Dairsafter listening to the threespeakers. Playthe firstrecording once,thenpauseandcheckthe lf answer. Repeat the procedure for the nexttwo speakers. pauseit and SSgetthe answerearlyon in the recording, askthemto notedownthe wordsthey heardthat helped (e.g.5peaker 1: them,thenplaytherestofthe recording hand luggage, tetminal, boatding pass, depafture loungei Speaket2t download, lnternet, updote my anti-virus scan, spwore removenSpeaket3t plot sunmaries,reoders' reviewers). Onlyplaythe recording(s) a secondtimeif SShavenot understood whattypeof onlineshoppingis being described. lt shouldnot be necessary for SSto referto the audioscripton page121,asthis Listening sectionis notthe mainlisteningtask. lf SSneedto referto the script,do not spenda longtimegoingthroughit in detail,althoughyou mayliketo drawS5'sattentionto the colloquial useof languagein the third rccording]. it\ olwaysbeena hassle (= problem)post rg stuff(= things)to peoplelf 55 havenoteddownvocabulary theyheard,gothrough theiranswers, andwriteup wordsretatedto the lnternet fromthe secondrecording on the board,checking that SS knowwhatthevmean. r buyingairlinetickets/ checking in for flights z buying software 3 buyingbooks youcouldaskthe 55 to guessthe o As a follow-upquestion, nationality of the differentspeakers afterplayingeach (speaker recording 1:Australian; speaker2: Indian; speaker3: British). ro Doingbusiness onlineI SSlookat vocabulary relatedto the Internetande-buslness. o e Thisexercisedealswith vocabularywhichfeaturesin the nextlisteningsection. o AskSSto do the exercise individually, thenchecktheir answers in pairs.Circulate andmonitor, whileSScheck theiranswers, helpingthem with language for the Internet and ontinebusiness,wherenecessary. o Gothroughthe answerswith thewholeclass. @ Youmaywantto referSSto the audioscripton page171to hightightthe differencesbetweenthe text on page91and the correctanswers.With SSwho are not very familiarwith this languagearea,you mayaskthemto pickout five or six wordsand cotlocations(e.g.adiective+ noun,adverb+ verb,etcJrelatingto onlinebusiness in the audioscript (back-endsystems,Intemet browsing, broodbond connections,onlineshopping,bubbleburst).Don'tspend too long goingoverthe scriptin detail. @ Q'o.r @ Get55 to readthe questionsbeforethey listen. @ Playthe se€ondpart of the interviewwithout stopping. 1d 2h € 3j 4e 59 6i 7f 8b 9a mc Dritlpronunciation ofsomeofthe wordsandexpressions, highlightingstresson the boardifnecessary.Thisis particularlyimportant,evenwith 5S with a backgroundin lT:atthough55 may be familiarwith the writtenword and its meaning, theysometimes do not pronounce technical wordscorrectlyin EngLish, but saythemas they would in theirmothertongue. SSlistento ilaiia Pesola, the lTconespondent forthe FinoncialTlmes.ln the first part of the Intervlew,shetalks aboutthedot-com crashin 2ooo.In thesecondpad,shetalks abouttrends in onlinebusiness today, @ f)ro.z Dothe questionin the rubricas a quick-fireactivitywith the wholeclass.(i.e.a lot ofcompanies andindividuals investedin dot-coms,then lost a lot of money/ got their fingersburnt). o Playthe first part ofthe interviewwithout stopping. o Playit a secondtime, pausingin sectionsif necessary to give55 timeto notedownthe errors. Afterlistening, SScomparenotesin pairsanddiscussthe answerswith the wholeclass. Theproblemwasthattherewastoo muchinvestment moneycominginto the markettoo quickly.Therefore fundingwasgivento dot-comcompaniesthat didn't have particularlywell-thought-outbusinessplansand didn't necessarilyhavethe back-endsystemsto carryout their plans.Anotherfactorwasthat the marketwasn'treadyfor Internetshoppingin the waythat it is today,andin zooo, not manypeoplehad broadbandconnectlons.Thepositive outcomeofthe dot-comcollapseis that it's weededout someof theweakercompanies, andthosecompanies that are still in existencetoday haverefinedtheir business models. @ SScomparetheir answersin pairs. @ Playthe recordinga secondtime, pausingin sectionsif necessarv to allow55 time to comoletetheir answers. @ Afterlistening, SScomparenotesin pairs. @ Getss's initial reactionby askingthemwhetherthey predictedcorrectly,then discussthe answerswith the wholeclass. Bannerads,whichwerevery similarto puttingan advert in a newspaper.However, companiesfoundthat they weren'tgettinga lot of responsefromthem. 2 Consumers wereannoyed by pop-upads. t Advertisingthat's relatedto searchresultswhenpeople usesearchengines. Companies are happyto payfor this becausethey see higherresponseratesfromthesetargetedads,and itt easierto measure howmanytimesthe ad hascomeup, Productsthat areveryeasyto ship,suchas booksor musicandto someextentwine,sellwell,Another categorythat hasdoneweltis travel,for similar reasons;also becausebookingtravelonthe Internet addssomethinggenuinelydifferentto the experience. Clothingtendsto be difficultbecausetheseare examplesofgoods that peoplewould like to see,feeI andtry on beforebuying. Youmaywant to refer55 to the audioscripton pages 121-172,but don't spendtoo long goingoverit in detail,as 5S needtime to discussthe questionsin the nextexercise. tu a follow-upactivity,you may liketo referSSto the Internetto find recentarticleson e-businesseitherby MaijaPesolaor other lT correspondents, Thesearticlescan serveas backgroundreadingbeforegoingon to the readingsection. ontine I ro Doingbusiness AlternativelVdo the exerciseas a quick-fireactivitywith thewholeclass. cybercrimeande-business. SSdiscussInternetsecurity, Askthemwhatit means.fihe GetSSto lookat the cartoon. ideais that employees spenda lot of timeplayingon the on the Internet, etc. computer, e-mailing friends,searching whenthey look like they'reworking,andthey useproblems with technologyas an excuseJ @ @ GetSSto discusstheiranswersin Dairsor threes.Circulate wherenecessary. andmonitor,helpingwithvocabulary, to @ Bringthe classtogetherandencourage5S particularLy andontinesecuritvissues.In talkaboute-business question3 on cybercrime,SSmaysaythatwhilesome fearsaboutthe misuseofcreditscardshavebeenallayed measures, theymightresurface by banksandgovernment getting reportsabouthackers again,e.g.dueto newspaper question intoonlinebankaccounts, In 4 on datacollection, largeamounts SSmaytatkabout'datamining'(analysing heldon computer in ordertoget ofdataaboutcustomers availabte) information aboutthemthatis not immediatelv andmarketing andthewaythatonlineretailers on onlinevisitors departments try to collectas information via cookies,etc,as part oftheir marketresearch(seethe Businessbrief (page119)on fillingout onlinecontact question6, the benefitsof doing forms).Regarding andonlinesalesare business onlineareenormous. expectedto increase,despiteongoingpricewarswith highpricehaslongceased streetretailers. Formanyconsumers, to bethe primaryreasonfor shoppingonline,saysMaija is Pesola,primarilybecauseresearchshowsconvenience the mainfactor(deliverywasthe second).However, e-retailers stillneedto ensuretheyhavethe necessary back-endsystemsto copewith ordersand guarantee promptdelivery(seethe Reading sectionofthis unit). andfailuresofonfine 55 readaboutthesuccesses companies. @ @ As a lead-infor this section,write the foltowingsentences withgapson the board,TheyaretakenfromKeLkoo,com, website. AskSSto guesswhichitems the price-comparison aremissing. goodssuchas c....,.,.....', d.......-.-.c.....,.,....' and Electronic p.........-.-3 continueto dominateos the most M..,.,......, popular items for online shoppers.Howeve6increasing numbersofshoppers ore also moving to buying c-----.4 overthe lntemet. l computers 2 digitalcameras3 MB players 4 ctothes andgetthemto numberthe four ReferSSto the exercise good e-retailers in orderofimportance(1 = most factorsfor ThengetSSto discusstheirlistsin important) individually. pairsandgivereasons for theirchoices. GothroughSS'sanswerswith the wholeclass.Do not rejectanyideasat thisstage,asthisformspartofthe Reading section. @ @ AskSSwhattheythinkthe titleof the article-'Net gains on the shopfront'- means(the ideais that profitscanbe madefromonlinebusiness). Get55 to readonlythefirstpartofthe articleanddo the exerciseindividuatly.Explainthat the ideais to scanthe quickLy for thisinformation. Tell55 theyshould articLe phrases don't knowat thisstage ignoreanywordsor they andfocuson the task.In orderto makethisa quicker needtwo readingexercise, seta timetimit.SSwill probably part minutes for ofthe reading. or three each @ @ in pairs. Afterreading, SScompare theiranswers AskSSfor theirinitialreactions to the Dointsmadein the Do articlebeforechecking the answers to the questions. A coincide withthe writer'sopinion? theirlistsin Exercise Gothroushthe answerswith the wholeclass. Thearticlesuggeststhat customerserviceand delivering ordersas promised arethe decidingfactorsfor online websiteare success.Featuressuchas a user-friendly prices are important,but expectedasthe norm,and low not as imDortantas orderfulfilmentand customerservice. o AskSSfollow-uosuestionsaboutsuccessand failurefor otheronlinecompanies theyarefamiliarwith.Youmayalso like to ask aboutotherfactorsthat mayinfluencee-taiLing. (SSmaymentionthe convenience factor;that peoplecan buyfromthe comfortoftheirhomeandat anytimeofthe day; alsoaccessto goodsthat are not usuallyavailable locatly,e.g.foreignfitms,books,food andwine.) @ @ GetSSto readthe firstpartofthe articleagain,pointing if time out that the paragraphsare numbered.Alternatively, part read the first ofthe article is short,or 55 don't want to again,do the exerciseas a quick-fireactivitywith the whote lfsomeoneasksa question, throwit opento the cLass. wholeclassto findout ifsomeoneelsecanprovidean explanation.lf not, explainwherenecessary or indicatein which @ Circulate andconfirmanswers sentence a wordor expression occurswhere5S arehaving in difficulties. Getearlyfinishers to compare theiranswers pairs. @ Gothroughthe answers withthe wholeclass,askingSSto givetheirexpLanations ofthe meanings andfindout ifthe restofthe classagrees. ro Doingbusinessonllne I I nowoffer (paragraphs r and z) 2 havemixedfeelings (paragraphz) 3 repercussions for the company! good name(paragraph3) 4 no longerimpressed(paragraph4) 5 unlikelyto be cost effective(paragraph5) @ e ReferSSto the photoand ask them ifthey wouldbuy the productonline.(Ihe photoshowssomervomen'sscarves or shawlsfromthe WhiteCompany, mentionedin the article.Youmaylike to tetl SSthat this e-taileris basedin Londonand sellsa varietyof productsincludingbed tinen, bathroomaccessories, adult and children'sclothes,gifts and furniture.) o GetSSto readthe secondpart ofthe article.Circulateand monitor,pointingout relevantsectionsfrom the text helpingwherenecessaryas SSdo the exerciseindividually. a Getearlyfinishersto comparetheir answers. o Gothroughanswerswith the wholeclass,asking55 to explainwhichpart ofthe text confirmstheir answers. a Gothroughthe answerswith the wholectass,dealingwith anyvocabutaryquestionsthe SSmayhave,highlighting the pronunciationand stressofsome ofthe moredifficult words and expressions(e.9.flashy, frckle,fulfrl, fulfilment). 1 - comerolling in;partwith- 2flashy-; user-friendly -; up-to-date - 3 demanding -; (un)forgiving -; fickle-; Goodold-fashioned) - service (customer) 4 meetandmanage -; high(er)- 5 to (not)be in -; - is stored;- control;- availability; - room;management; - orders 6takean-ifulfilan-: process an-; pickan- (t o GetSSto comDlete thesentences. o Earlyfinishersmaychecktheiranswers in pairs. o Gothroughtheanswers withthewholeclass. r partrvith 2 tulfil/process Shigh ibein 5 flashy:up-to-date6 fickle;service 1 False Rotherthanthe websitebeinga sepante,self- containedpatt ofthe buslness,e"tailneedsto befully integratedinto thesupports6tems ondinfrostructure thatdriveeveryotherpoft ofthe business... lf it [thewebslte]can't be fifted into the existingframewo*,thenthe fromewo*needsto changeto Ft thewebsite. (paragraph 6) 2 True lfyour website:nysonethingandthe stock roomonothettheyarenot goingto investtheir timewithyouagain.(paragraph Z) groMhis about40 percent,butthe 3 True Overoll onlinesideis up 86per centon lastyeor (paragraph 8) 4 True ... whenon itemis sold,whetherthrougho shop or noil ordet the websiteis automaticow updated.(paragraph 9) lf SSareinterested in findingoutmore,handoutthe readinglist in the Readon section(page119)and the websitewww.thewhitecomDanv.com sS look at wordpartnershlpsfor onllnesalcaandus€related vocabularyIn context. @ € Explain thisis anexercise onwordpartnerships with vocabulary relatedto onlinesalesandretailin generat. Go throughthefirstquestion $riththewholeclass. o Get55 to dotherestoftheexercise individually. a Earlyfinishers cancompare in pairs. theiranswers SSlook at cleft sent€ncesandusethemIn contcxt @ pager3t Granmarrelerence: Cleft sentences, As a lead-into this languagereviewsection,dictatethe followinginformationto 5S.Alternatively, write it up on the board.(Notethis dictationls an alterativeexplanationto the fullGrammar reference on page131oftheCourse Book.) SScomparetheir dictationsin pairs. Cleftsentences Whenwewantto givenewinformation, contrastideas, clarifo, summarise wecan orsimply emphasise something, cleft usea sentence. Thethinsaboutcleftsentences isthat eachwiththeirownmainverb. llCllbevgtwoclauses, Different expressions canbeusedwiththesetypesof sentences. Herearesomeexamples: 7 Thethinaoboutonlineshopoinais (that) its rca y convenienL 2 WhatI likemostoboute-tailersis thefod that thev delivetto yourhome. movedon to thewebsixyeatsago. 3 TheWhiteCompany Whatthevdid nextwasmoveon to thehighstreet. It'snotonlyforemphasis thatcleftsentences canbeused. Thesreatthinsaboutcleftsentences is thevcanbeused fora varietyofbusiness situations, suchasmeetings, negotiations, writingreports,fortrainingpurposes and Dresentations. ts:- online I ro Doingbusiness in thedictationand AskSSto identifosixcleftsentences underline usedto themainverbsandexpressions withthe Introduce them.DothefirstoneasanexamDle wholeclass. referring sSto WhileSSdothetask,circulate andmonitor, page reference on r3r andhelping themto theGrammar where identif,/ thedifferentpartsofthecleftsentences, necessary, in pairs. o GetSSto compare theiranswers a Gothroughtheanswers withthewholeclass,highlighting if themainverbsandexpressions usedin cleftsentences, oossible on a slideor ontheboard.Therearesixcleft sentences intotal,including thethreeexamples. ReferSSto paragraph 10ofthearticleandaskthemto identifytwocleftsentences. theproblems It is nottaklnSthe orders online thatcauses fore-tailers, lt ls theoperational costsoffulfiltingthose orders. It ls meeting expectation levels ofthee-tail thehigher consumer wherelt getstricky. @ o As a lead-into this section.ask SSwhat makesan effective website.SSwill probablymentionsomeofthe factorsthat werediscussed in the previousreadingsection,i.e.thatit visualtyattractive shouldbe easyto navigate,user-friendly, andup to date,etc.).SSmayalsoaddthat it dependswhat thewebsitesetsout do, e.g.slmplyinformandoffer information, bythe or sell.Ask5S whattheyunderstand tetm usabilityin rclationto web pages.Do not relectany ideasat thisstage,astheywillformpartofthe nexttask. Get55 to look at the definitionofthe websiteextracton usabilityand seeifthey werecorrect.Dealwith any questionsthey mayhave.tuk SSwhethertheythink the intentionsofdesignersare in conflictwith the needsofthe users.SSmaysaythat photosor imagescantakea long timeto download, or thatiftherearetoo many'flashy' pages,imagesor advertsto clickthroughto find what you are lookingfor, userswill leavethe site. o Get5Sto discussthe questions in pairs. Gothroughinitialreactions withthe wholeclass,makinga noteofsomeofSS'sfavourite websiteson the boardand howthey ratethe usabilityfactors.SSmayor maynot reacha consensus on this. @ Alternatively, or if timeis short,omitthedictationactivity ftomthetextuponthe andsimplewritethetwosentences in thesekindsof board,pointingoutthatinformation is dividedin twoclauses, eachwithits ownmain sentences verD. ReferSSto theexercise in theGrammar reference on page Book. 131ofthe Course 1 lt is meetingthe expectationof onlineshoppersthat is very difficult. is the rapld 2 Whathashada hugeimpacton e-commerce spreadof broadbandInternetaccess, 3 Why / Thereasonwhythey contractedAmazonwasto helpthemimprovetheironlinesales. All they (haveto) do is print off the ordersand dealwith 4 themmanually. 5 lt wasdelaysin deliverythat damagedthe company's reputationand sales. 6 Thething we tike most is the simplicityof the online orderingprocess. fu a follow-up,ask55 ifthey havedesignedor createdweb pages,eitherfor theircompanyortheirownpersonalsites. Askthemwhetherthey think theyweresuccessfulornot. Youmayalso like to mentionthe threeWs in web page design:write the followingquestionson the board,leaving out the first wh-questionword and get SSto complete them: Whydo you want to hove a websitein the frrst ploce? What do you wont to achieve? Whoare the audienceand whot do they wont to do or frnd out on voursite? @ O'o'q o Tell55 theyaregoingto hearthe summaryof a presentationon the topic ofcreatingweb pages. o GetSSto readthe statements. Youmayalsoliketo ask themto notedownthe fourthingsSophieis askedabout. (SSdo not needto write downthe questionsword for word,as Exercise C dealswith the exactphrasingofthe questionsJ a Playthe recordingonce,gettingSSto marktheir answers individuallyand pausingafter eachofthe speaker's responsesif necessary. e GetSSto comparetheiranswersin pairs. Playthe recordinga secondtime, then go throughthe answers withthewhoLe class.Do not referSSto the audio scriptat thisstageif possible, asthisis dealtwith in the followineexercise. o theyoftenuseandtheconcept of SSdlscusswebsltes her usablllty;[stento a webslteexpertsumma]ise present.tlon practlse deallngwlth andd€alwithquestions; dlfflcultquestlons relatedto the Internetsummarlse a short presentatlon ona toplcofthelrchoiceanddealwlth questlons ftomthe audience; discusshowto present hformatlonona webslteonthetopicofdoingbusiness online, c, d (differences betweengovernmentwebsitesandthe privatebusinesssector) 2 c, d (howa company canimproveits onlinesales) (copy a writing; language that workswell on a website) 3 (anguage b to be avoided whenwritingfor websites) 4 I ro Doingbusinessonline I . . GetSs'sinitiaLreactionto the recordingof Sophiet talk about her advicefor web pagedesignand how shedeatt with the Q&Asession(e.9.shesoundsauthoritativeand confident,althoughsheadmitsshe'snot an expertin onLine salesandrefersthe audience to hercolleague when askedaboutthis). AskSSsomeofthe followingfollow-upquestions: Whatdo you find most difficult about sumnarising presentations? Whotdo you find most difficult about dealing with, ol osking questions, in these kinds ofsituations? SSmaysaythat they haveusuallyrehearsedthe start of their presentation, but havenot practisedthe conclusion, or that they oftenrun out of time at the end and haveto hurrythroughthe summary.Theymayalsosaythat they do notfeetconfident abouteitheraskingor dealingwith questions in public,andendup avoiding the Q&Aifthey are presentingbecausethey are afraidoftricky questions, € AskSSin work ifthey haveanytips for dealingwith the Q&A.Explainto SSthat it is aLwaysbestto anticipate questionspeoplemayaskthem,but that thereare certain expressions theycan useto soundmorepositiveor playfor time. @ C)'o.q o o ReferSSto the ljseful languageboxon page94 where thereis a summaryofthe expressionsusedfor summarisinga talk and the Q&A.Explainto 55 they witl be dealingwithquestions in thisexercise. Askthemiftheycan think ofany moreexpressions that they usefor these purposes.Drillpronunciationof the expressions, highlightingsentencestressand,especially,intonation whenaskingquestionson the board.Don'tget 55 to repeat just oneor two from eachsectionthat allthe expressions, mightbe difficultin termsofsentencestressand intonation (e.9.I wasjust wonderingwhatyou thoughtabout...). ReferSSto Exercise C. Playthe recordinga secondtime, pausingin sectionsto give5S time to writetheir answers. o GetSSto compare theiranswersin pairs. Circulateand monitor,helping5S wherenecessary and pointingout theseare indirectquestionsthat are usedto soundpolite. Gothroughthe answerswith the wholeclass. I I wasjust wonderingwhat you thought... z I'd like to know... 3 I'd be interestedto knowmore...; I meanto say,could youtell us ... 4 Yes,but lwas wondering.,, 6 As a follow-upactivity,you maylike to ask SSwhat the directformsofthese questionsare.(1 liyhatare the main differences...? 2 How can a companyactuolly improve ...? 9 Whatkind oflanguagedo you think workswell..,? 4ls thereonykind of languogeyou would...?) ReferSSto the audioscripton page172.Playthe recording a third time if necessarywhilstSSreadthe dialoguesand underlineor notethe expressions usedfor summarising, askingquestionspotitelyand dealingwithquestions. you may Liketo referSSto the audioscript Alternatively, andaskthemto practise the dialoguein pairs,usingthe correctintonation. Forfurtherpractice,go to the Resource bankon page229 ofthis book. (9 @ Exptainto SSthey aregoingto do a role-playas Internet/lT experts,practisingdealingwith difficultquestionsrelated to the Internetandusingsomeofthe expressions in the Usefullanguage box. @ DivideSSinto pairs.55 A and B look at their corresponding informationon pages47 and 155.Ask5S to take notes beforetheystart the role-play,referringto other sectionsin the CourseBookwherenecessary. Thisis importantifSS are goingto do the task successfully. Helpthem,if necessaryto formulatethe additionalquestionson the topic (e.g.lwas wondeing what kind of softworeyou would recommendfor creating my own website?CouldI askyou what sott of dot-com componiesyou think have done well in recentyeaE?lA be interested to know your opinion ofthe eight'second rule in web page design.). Pointout to SSthat the questionsdo not haveto relate only to e-business,but canbe generalquestionson the Internetand other lT issues,dependingon 55's interests. ExpLain that in the role-play,it is acceptablefor themto admitthey are not an expert,but they shouldtry to givea generalopinionand refertheir partnerto someother sourceor Derson for moreinformation. @ Monitorand circulateroundthe classas SSact out the role-plays,encouraging themto askfollow-upquestions. Makea noteofSS who carryout the task successfully, any usefullanguageusedand five or six languagepointsfor pronunciation. correction, including @ Gothroughthe correctquestionformswith the whole class. Suggestedanswers StudentA 1 | was (ust) wonderingwhat you thoughtabout universityand highereducationexamsbeing administered online. 2 l'd be interestedto knowhowaccessand useof the Internetcanbe improvedin developingcountries, 3 l'd tiketo knowiflwhetheryou think thereshouldbe strictercontrolof the Internetregardingsecurity. StudentB I Iwas (ust) wondering howcompany websitesmight encourage consumers to Shopmoreonline. 2 CouLdyou tell mewhat the governmentcando to reduceonlinecredit-cardfraud? 3 lf liketo knowwhetherchildrenunderfiveshoulduse computersfor educationalpurposes. ontine I ro Doingbusiness As a follow-up,you may liketo ask a coupleof55 to ask / dealwith a questionfor the restofthe class.Alternatively, get SSto askyou somedifficultquestions. Dividethe classintogroupsofthreesor fours.55 talk about howthey coutdpresentthis informationin the best way-Exptainto SStheydo not needto rewritethe information,only discussandtake notesas to howthey wouldsetout the information on the web. Gothroughfeedback withthe wholeclass,praising appropriate for dealingwithdifficultquestions. language Writeup anypointsthatneedfurtherworkon the board. Monitorandcirculate, encouraging various SSto discuss waysof writingfor webpagesandhighlighting thatin this task,the organisationofthe materialis moreimportant thanthe'copy' (theactuallanguageuseo. Makea noteof SSwho carryout the task successfully, anyusefullanguage usedand five or six languagepointsfor correction. Forfurtherpractice,go to the Resource bankon page229 ofthis book. @ o Explain to 5Stheyaregoingto summarise a short presentation on a topicof theirchoice,but relatedto online business, the Internetor ll andthatthevwillneedto use someofthe expressionsin the Usefullanguagebox.The presentationsneedonly be threeto five minuteslong. Gothroughfeedback withthe wholeclass,summarising someofthe bestideasandpraising appropriate [anguage usedfor tatkingaboutonlinebusiness andwebwriting. Writeup anypointsthat needfurtherwork on the board. Refer55 to the writingtips at the bottomofthe pageand the exampleweb pageon page41 and get 55 to compare their ideaswith the latter.Notethereis not right or wrong answerfor thistask,but SSmaymentionsomeofthe followingpoints. Ask SSto tookat the possibletopicson page16r tuk SSto take notesand givethemenoughtime to preparethe summarvor conclusion oftheirDresentation. Thisis importantif SSare goingto do the task successfully. Monitorandcirculate as55 do this,hetpingwhere necessary. Pointout that 55 shouldalsoanticipate questionsthey may be askedby the audience.Exptainthat in the role.play,it is acceptablefor themto admitthey are not an expert,but theyshouldtry to givea generalopinion and refertheir partnerto someothersourceor personfor moreinformation. Suggestedanswers 1 Use/non-useof white spaceand colour:too muchtext on onepage. 2 Organisation of text: dividethe text over2-3 web pages?Re-writethe introductionInto a shorter paragraph? Reducethe existingtext for the different points,addingbulletpoints? lssuesand Solutionsare 3 Headingsand sub-headingsl perhapsconfusingsittingnextto eachother in two columns. in the text needhighlighting. 4 Keywordsand expressions SSgivetheir presentations to the restofthe class. Encourage the other5S to ask follow-upquestions.In oneto-oneclasses,askthe questionsyourself.Makea noteof SSwho gaveeffectivepresentations, the key language usedand five or six languagepointsfor correction, pronunciation. including Thereare,however,short,clearsentencesin the pointsundereachsubintroduction andbullet-style heading.A directand informalstyleofweb writing hasalso beenused. Gothroughfeedback withthewholeclass,praising appropriatelanguagefor dealingwith difficultquestions. Wite up any pointsthat needfurtherwork on the board. Youmaylike to ask 55 to givetheir presentations and do the followingwritingexercisein the nextclassin orderto giveSSmoretimeto prepare anduseslides,handouts or othervisuaIaids.lt mayalsobe appropriate to record55 on cassetteor videoduringthis task for intensive correctionwork. wririnsJit"pug",4, Q @ e As a lead-into this writingsection,ask SSwhetherthey haveeverwritteninformationfor web pagesfor their companyor organisationor for a personalwebsite. SStookat tlpsforwrltingwebpag€sandyyriteupthemaln pointsoftheit presentations fora slte. o o Explainto SSthey are goingto look at presenting information aboutdoingonlinebusiness on a website, @ Get55 to look at the informationon page161first individuallyand ask SSto take notesbeforethey start discussingin a group. @ GetSSto readthe tips on Writingfor web pages. @ Setout a templatefor a web pageon the board,muchlike the one on page41. Alternatively, ifyou havecomputer accessin yourclassroom, referSSto theircompanyor organisationbwebsite.AskSSto commenton the organisationofthe web page,e,g.useof headingsand subheadings, whitespace,menus,etc. ReferSSto Exercise G. lfthey havegivena presentation recently,they canbasetheir writingon that. lf not,they can usethe one thev did in ExerciseE. 10 Doingbusinessonline I Circulate,monitorand hetp55 whilstthey writ€ up their presentations. Explainthat this summaryshoutdfit on approximately threeweb pages.SSmaytend to usemore formallanguage,as this is a writingtask, but explainthat for web pages,a moreinformalstyleis usuallyused.Make a note ofany usefulexpressionsusedon the boardand any commonerrors. Gothroughfeedbackwith the wholeclass,writing up SSI ideason the board.(SSmaysaythat thereis not enough information/text,no pricesare given,the imageofthe earphones is too largeandthe menuon the lefttakesup too muchspace;you cannottell fromthis pagewhetherthe productis availableor not; they mayalso mentionthat the backgroundis too dark and 'busy'andthat it makesit dimcultto readthe maintextJ Earlyfinisherscanbe referredto the boardto seeifthey knowalltheexoressions andifthevcancorrectthe errors. ) Writethe followingheadingsfrom the left-handcolumnof the table on the board.Refer55 to the background informationand elicit informationfrom 55 to comDletethe right-handcolumn.Dealwith any questions55 mayhave (e.9.conversionratesare explainedbeneaththe background information brieffor - seealsothe Business this unit (page11r)- wririrsnu pug"r,4, AftercompLeting the task,and if peercorrectionis appropriatein your setting,SSmaycomparetheir web writingin pairs.Werethe pagesshortand simple?Was thereone ideaper paragnph?Didthey usean objective and informalstylethat would be directand clearfor a web visitor?Didtheyuseheadings andsub-headings and highlightkeywordsor expressions? Whatcouldbe improved? Tohelpss be moreawareofthe impacttheir writing hason the reader,put eachpairofSSwithanotherpair.They pages,etc.lfthey exchange andreadeachothers'rveb spot anywordsand expressions they don't know,they can ask their colteagues who wrote it aboutthe meaning. Gothroughfeedbackwith the wholeclass,praisinggood examples ofweblanguage andstyleandpointingout five or six areasthat needfurtherwork. Company AudioWireIncorporated Purpose Manufacturer andsellerof professional microphones, etc. earphones, Industry Audioelectronics Basedin NewYork,USA Task lmprovesalesofthe earphones sectionof Audiowire.com Solution lmprove its onlinebusiness andwebsite; ratesandoverallsales increase conversion by looo/o Consultants OnlineExperience, a webdesigncompany Alternatively, this writingtask couldalso be set for homework.Youmaylike to encourageSSto write up the mainpointsoftheirpresentations on slidesto presentin the followingclass. Deliverables Analysisof AudioWirel website required usability;analysisofonline salesdata (web metrics);recommendations for redesign. LlsteningQ ro.5 AudioWlreis a manufacturer of electronlc equipmentthat wantsto lmprovelts onllnesales.lt h8shiredthewebdesign company, OnlineErperlenc€, to analysesalesdata,lmprove the webslteandoye6[ salesof the eEphoness€ctlon,where theyselldiredlyto consumers. SSllstento a meetlntwlth theteamat OnfineExperlence, analysethewebsltedata, writeupa proposal for redesigningthe websiteandpr$ent theirr€commendatlons to thecllentcompany. € Inclass,payparticular attentionto clearlybreaking down thecasestudyintothedifferent tasksandmaking surethat SSunderstand andfollowthestructure ofwhatvouare doing. a Aswithotherunitsinvolving it is a specific vocabulary goodideafor 55 to havelookedat theBusiness brief (pagefl9) asbackground readingbeforedoingthiscase studyin class. Background o GetSSto focuson theAudioWireweb page.As a lead-into the casestudy,askSSto discussin pairsfor a minuteor two what theythink ofthe web page.ls it effectivefor onlineshoppers? o GetSSt initialreactions to the piechartshowing conversationratesfor AudioWire.SSwilt probablysaythat abandonmentrates(seethe Businessbriefon page119) are high at 49oloand that thereare few returningcustomers (ttv"). @ ReferSSto the rubricfor the listening. o Estabtishwith 55 what the team membersare responsible for and write this up on the boardG-e.Ed= MD; Larry= OnlineSalesAnalyst;Kirstie= Designerand Copywriteo. Alsowrite up on the boardthe followingthree headings: Problems withAudioWire.com Recommendations Deliverables a Playthe recording oncewithoutstopping. o After tisteningSScompareideasin pairs.lf necessaryplay it a secondtime. a Gothroughthe answerswith the wholeclass.Notethat muchofthis information hasaheadycomeup in the background or is apparent fromthe imageofthe website. online I io Doingbusiness Problemswith AudloWlre.com Badsales-conversion rates,veryfew usersare returningto purchase; rates(4970); highshopping-cart abandonment probLems withthe checkoutprocess, whichis too longand confusing navigation; contentand requiresregistration; design- imagestoo large;not enoughinformationabout the products. Recommendations Redesign andrelaunch the website:AudioWireneedsa pageto viewall theirproduct singlefunctionalweb selections,pricing,deliveryand paymentinformation. Makeimagessmatler.Rewritecopyfor the web page. Deliverables I A file showingscreenshots ofthe currentsiteandtheir recommendations. Theyrecommend improvingnavigation page process,from for in buying andcontent every the page the earphoneshome throughto checkout. 2 Rewritethe copy/ web text with exactwordingfor one in the earphones range. ofAudioWire'sproducts @ As a follow-up,referSSto the audioscripton page172. colloquial Dealwithanyquestions theymayhaveregarding Americanwordsand spokenexpressions, e.g.ltke (usedas a fitlerwhileyouarethinkingofwhatto saynext,also BritishEnglish);/usf ryry too big (= nuch too/extremely, and informal,spoken);yup or Yep(= Yeah/yes,informal spoken);Someofit really sucks(= is owfuuvery bad, spoken).Donot spendtoo longgoingthroughthe audio ..ri h t .r th i . <i zop Taskr @ As a lead-into the task,get55 to focuson the Online Experience web page.Ask5S to readit quicklyand ask themthe followingquestions: What\ the nameofthe clientcomponymentioned?(Df"\l TelevisionNetworks) Whatkind ofan increasein sales conversionrates did they achievefor DTv?Gov") Whatkind of imprcvementsdo they usually achievein sales conveRion rutes?(4o"/-1,5oqd @ RemindSSthat AudioWirehasaskedfor a looo/oincrease in onlinesalesand they are goingto haveto live up to their reputationof experienced web consultantsin the following task. @ Circulate out the andmonitor,checking 55 arecarrying task correctly.Makea noteof anykey languageand expressions beingusedandcommonerrorsfor correction pronunciation, on the board,including for laterfeedback. @ Earlyfinisherscantry to correctthe errorson the board,or summarise for imDrovements. theirrecommendations @ Bringthe classto order.Quicklysummarise someof the bestideasthatwerementioned andgo on to the nexttask, Taskz @ 55 continueworkingin the samegroupsas in Task1. andDreDare to @ Askthemto reviewtheirrecommendations presentthemin theformofa summary. Explain thatthey will nowDresent for AudioWire theirrecommendations management. intoequal 55 shoulddividethe presentation partsbetweenthemandanticipate theymay anyquestions be asked.MakesureSShavesufficientpreparationtime at this stageso that they cancarryout the task successfully. @ SSgivetheirgrouppresentations. Getother55 to ask questions Makea noteof atthe endofeachpresentation. presentations useful[anguage beingusedfor summarising anddealingwithquestions, andfiveor sixpointsfor pronunciation, correction, incLuding for laterfeedback. @ Alternatively, if shortof time, or SSare not willingto give presentations, askSSto compare theirrecommendations for AudioWirewithanothergroup. Feedback @ Whenss havefinished,bringthewhoLeclasstogether. in their @ Askoneor two groupsto saywhathappened groupsandwhethertheythinktheirrecommendations will resultin looo/.improvementin onlinesatesfor AudioWire. @ Praisethe stronglanguagepointsand work on five or six pointsthat needimprovement, especially in relationto languageusedfor presentationsandthe Q&A.Makesure youhighlightsomeofthe 55 bestideasandpraisethose SSwho gaveeffectivepresentations or asked/dealtwith questionsappropriately. Wrlting @ GetSSto lookat the rubricfor theWritingtaskanddeal withanyquestions theyhave. @ Brainstorm the information thatshouldgo in the proposal has andDuttheseoointson the board.Altthisinformation thatin @ DivideSSin smallgroupsof threeor four.Exptain comeup in the listening in Tasksl and2. androle-ptays this role-play theymeetas members ofthe teamat Online andlookagainat @ Get55 to writein pairsor individuatly, Exoerience andrecommendations to discussimDrovements the sectionon proposalwriting on page39 ofthe Course for the relaunch ofAudioWire.Notethatthe client Book,aswellasthe sectionon reportwritingin theWriting originaltyaskedfor improvements to the earphones fite. section,but hasnowagreedto a retaunch ofthe site.Ask SSto take noteson the differentpointsto considerand writing fitepages138-139 dealwithanyquestionsSS mayhavebeforetheybeginthe ? task,Youmayalsowant to ask SSto take on the three roles andthe ofthe MD (EO,the 0nlineSalesAnalyst(Larry) the task Circulate andmonitor,checking SSarecompteting Designerand copywriter(Kirstie). correctlV. Alternatively, this writingtask couldbe donefor homework. 10 Doingbuslness onlineI lto 1 a Gothroughthe informationin the CourseBookwith yourstudent.Explain anydifficulties. InTask1,youand yourstudentaremembers ofthe teamat 0nline ExDerience. Don'tdominate the conversation in this task,but sayenoughto keepit goingandaltowyour studentto askandanswerquestions. InTask2, your studentgivesthe presentation summaryandyou represent AudioWire. o At the sametime,monitorthe language thatyour studentis using.Notedownanygoodexamples of languageand pointsfor errorcorrectionor improvement.Comebackto theselater. g Praiseanygoodexamplesof languageusedand go over anyerrors,includingpronunciation.Recordthe presentationon cassetteorvideo, ifdesirable,for intensivecorrectionwork. Newbusiness tor a fastroutethroughthe unit,focusingmainlyonspeaking skllts,iustusethe underlined sections. Forone.to.one sltuatlons, mostpartsofthe unitlendthemselves, with minimaladaptation, to usewithindivldual procedures aregiven. students. Wherethis is notthecase,alternative 11 Newbusiness I Manypeopleareattracted However, to the ideaof runningtheirownbusiness. thereis no blueprintfor becoming a successful entr€preneur, andthe realityis that morethanhalfof all start-upsin the UKalone go out ofbusinesswithin the first 12 months.Whilethe fundamentalprinciplesofstarting a businessare not complex,in practicethereare manypitfallson the pathto success. ThehalLmark of anyentrepreneuris a drive and determlnationto succeed.Yetthe founderof a business canruinit if he or shelacksabilityto thinkquickLy Thiscommerclal andmakegoodiudgements. acumenis oftenonly arrivedat throughyearsofexperienceand,very often,by learningthe hardway. Everyentrepreneurial ventule needsto havethe fundamentalsin place:a superiorproductor service that hasbeenrigorouslytested;extensivemarketresearch,an efficientsupptychaln,a motl\rdtedteam andadequatefundlngarethe basicswithoutwhichno businesscansurvivefor long. Entrepreneurs also needa receptivebusinessenvironmentManysmall and medlum-sizcdbusiness (5ME)ownerscomplainthat governmentred tape is one oftheir biggestheadaches.Eankfinancingis oftenexpensive,and banksand otherfinancialinstitutionsare generallyrisk-averse. Businesses can sometimesralseflnancefromventurecapltalists.Theserangefrom businessant€b to very largeventure capitalinstitutions,oftenspecialisingin particularfieldssuchas biotechnology. Anoth€rvital ingredientis skilfulteam-bullding.An entrepreneurmay be personallycapableofdoing sometasks,suchas findingclientsor potentialbacke6.Butit is rarefor onepersonto be ableto carryout allofthetasksthatareessentialfor success. lt is possible to buildan entrepreneurial teamby hiringtop talent, but this is usuallyunaffordablefor a cash-starved start-up.Anotherapproachis to hireyounger, energeticworkersandtrust theirvitality and commitmentto overcomethe inevitablehurdles,However, financiersare generallymorereluctantto backa manatEmentteamofenthusiasticnovices. In a rapidlychangingworld,changecreatesnewnichesthat largecorporationsare oftenslowto exptoit. Entrepreneurial competitorscanmovemorequicklyon ideas.Thepaceof innovationis increasing, with morenewideascomingon to the marketmorequicklythan everbefore.Thosecompaniesthat start up on the backof successfulproductor processInnovationare sooneror laterfacedwith the problemof how to maintainthe advantagethat innovationhasgiventhem. A few crltlcal successfactors(CSF5) tend to accountfor muchofthe differencein performance from one companyto anotherwithin an industry.Theessentialquestionsare:Whichdecisionsor activitiesarethe onesthat, ifcarriedout wrong,will havecripplingeffectson companyperformance? Second,which positiveeffecton performance? decisionsor activities,donefight, will havea disproportionately In retailing,for example,industryveteranshavesaidthat the CSFsare location,locationand location. Retailersin top locationscanget manythingswrongand still performverywell. But thosein poor locations,howevermanythingsthey do right,will probablystruggleto survive. Businesses that do survivethe first two yearshaveprobabLy survivedbecausethey havebuilt up a good customerbase,are adequatelyfundedand havea strongmanagement team.Thefirst obiective,survival, hasbeenmet.Thisis a goodtime for the founderentrepreneurs to considerexplicitlywhat the goatsofthe businessare and how it needsto be expanded.Dothey planto go into partnershlpwith a rivalcompany, float the companyon the stockexchangeor do theywish to keepit private?Howeverquicklythe company growsandwhatevernewform it takes,expansioninevitablymeansa changein culture.No onefeelsthis culturalchangemorethan the entrepreneurs who foundedthe business. Bothpre-workand in-workstudentswill be ableto talk aboutthe prosand consofbeing a businessowner andwhethertheyhaveanyaspirations to runtheirown business. Someofthemmayhaverelatives who runa familybusiness andknowpeoplewhoworkfor themselves or havea smallbusiness, In-work studentsmayevenhaveexperienceofrunningtheir own businesses, Allstudentswill havesome knowledgeofthe new businesses that are doingwellin their country. RachelBridge:How, made it: 40 successfulentrepreneurs reveololl, KoganPage,zoo4 PeterF.Drucker:/rrovation and entrepreneurshrp, ButterworthHeinemann, 1999 RitaGunterMcGrathand lan C.MacMillan:Theentrepreneurial mrndset,HarvardBusinessSchoolPress, 2000 SteveParks:Starfyout business:weekby lv€e*,PrenticeHall,2oo4 HowardSchultz:Poutyou heartinto it: how Starbucksbuilt o companyone cupot a time, Hyperion,1999 E@lE @Pearson Education Limited zoo6 | 11 ewbusiness Quotatlon GetSSto lookat thequotation andaskthemifthey've heardof PeterDrucker andwhattheyknowabouthim. (PeterDrucker (191o-2oo5) wasa writer,management professor. consultant anduniversity Hewrotemorethana dozentitlesdealingwith management, suchasthe landmark bookslhe procticeof manogement andThe elfective executive,He is regarded fatherof asthefounding thestudyof management.) AskSSwhattheythinkthequotation means, specifically, whattypeof'courageous decisions'are ne€ded to starta business. Don'trejectanyideas,allowSSto brainstorm theirideas.Theymaychoose to refertothelivesofthefive entr€preneurs theylookedat in thewarmete.g.BillGates drcppedout of HarvardBusiness Schoolto set up Microsoft. youcouldalsogivethemthese lf55 areinterested, quotations fromDrucker to discuss: Fotthe fi/stfour yeoE,no newenterpriseprcducesprcfits. EvenMozartdidn'tstort writingmusicuntil he wosfour. (PeterDrucker ontheimportance of entrepreneurship and innovation) Everybody hasacceptedby nowthatchangeis gut thot still inplies thotchangeis likedeath unavoidoble. and taxes- it shouldbepostponedoslongospossibleand no chongewouldbe vostlyprcferoble.Butin a periodof upheovol,suchastheonewearcliving in,changeis the nom. (PeterDrucker, Management chollenges fot the21st century,19gg) Putthe followingnameson the board:RichardBranson, ThomasEdison,BillGates, TedTurner, AnitaRoddick. Ask 55 what thesefive peoplehavein common.Oheyare/were all successfulentrepreneurs ofone type or another.) AskSSif theyhaveheardofanyor all ofthemandeticit what they knowaboutthem. Dothis as a quick-fireactivity. Alternatively, if 55 are interestedandyou havelnternet facilities,split the classinto five groupsand get eachgroup to researchone ofthese DeoDleon the lnternet.Tellthem theirtaskis to comebackandgivea five-minute presentationon her/him. GiveSSa copyofthese five quotationsor readthem out and ask SSifthev knowwhichentreDreneur saidwhat. Do this as a quick-fireactivity. Finally, askSSwhattheythinkabouttheseviews. Businessopportunities are like buses,theres always anotherone coming. (RichardBranson,founderof VirginEnterprises) I neverpeiected an inventionthot I did notthink about in termsofthe serviceit mightgive othes ... I Fnd out what the world needs, then I proceed to invent. OhomasEdison(1847-193r),inventor) Wewereyoung, but we hod good advice ond good ideas ond lots of enthusiasn. (BillGates,founderof MicrosoftCorporation) My son is now an 'entreprcneuf. That\ what you're colled whenyou don't haveo job. (Ied Turner,broadcasting entrepreneur) Nobody talks about entrepreneu6hip os suNival, but that\ exoctly whot it is and what nuttures creative thinking. Running that first shop taught me businessis not financial science; itb about trading: buying ond selling. (AnitaRoddick,founderofThe BodyShop) Source:http://entrepreneurs.about.com/od/famous entrepreneurs/a/quotations.htm Tell55 theywill be lookingat the subiectof new business in this unit. panelatthebeginning Gothroughthe overview ofthe unit, pointingout the sectionsthat 5S will be lookingat. SSdlscuss theirvlewsaboutrunnlngthelrownbusiness. (A) 5Sworkin pairsto discuss thequestions. set a five-minute timelimitforthis.Thengetfeedback asa wholeclass, identirying thebusiness sectors mostSS,any thatattracted hobbies thatSShavethatcouldbemadeintoa business, andbrainstorming thequalities ofa start-up entrepreneur GetSSto identirythe topfivequalities thattheythinkan entreDreneur needs,Letthemdiscuss theirideasfora few minutes, butit isn'tnecessary forthemto cometo a final conclusion iftheydon'tagree. the Leadandmoderate discussion andbringit to a closeaftera fewminutes. AngelRobertDrewincludes in hislistof 3 Business qualities a willingness to succeed aboveallelse,a lot of energyandtotalfocus.Hesays,'ltt gotto bea pleasure, notanirritation, whena customer callsyou you're witha probtem in thedeadof nightwhen on holiday.' qualities, Othersuggested answers: strongleadership creative ideas,hardworking. r:. NewbusinessI Getthemto predictwhichofthese businesssectors probablyattractedwomenentrepreneurs in the UK. SSlistenio MaxBenson, a dlrectorof Everyryoman, a lJK consultancy thatprovld€s.dylce to womenrunningthelrown businesses. Listento the recordingonce.lt shouldbe enoughfor 55 to get the answers.GetSSto comparetheir ideasin pairs, and ask 55 if they needto hearall or part ofthe recording again. @ Gothroughthe answerswith the wholectass. o GetSS,in pairs,to readthroughthe descriptionofthe work Everyrvoman doesand try to predictthe missingwordsand expressions. Dealwithanyquestions, but don'ttellSSthe correctanswersat this stage, a Twomaintypesofbusinessesl a Healthand personalcare,e.g.alternativetherapists o Training anddevelopment, e.g.coaches andtrainersin business skills CaLl the classtogetherandcompare5S'sideas. @ Qr.r a Playthe first part of the interview. @ C)'*+ a Playthe recordingagainlf necessary. AskSSif theywould preferyouto pausethe recordingaftereachsectionor play the wholerecordingthroughagainwithout stopping. a AskSSto look at the questionand brainstormsome possibleproblemspeoplefacewhenstartingtheir own businesses.Don'tspendlong on this; just generatea few ideasbeforetistening. a Gothroughthe answerswith the wholeclass. a Listento the recordingonce.lt may be enoughfor SSto get bothanswers. GetSSto compare thelrideasin pairs.Ask 55 ifthey needto hearall or partof the recording again. o Gothroughthe answers withthe wholeclass. a GetSSto checktheir anstversin pairs. I business skills 2 qualified3 networking opportunities 4 challenges5 barriers 6 offline 7 faceto face job roworkplace 8 workshops9 previous @ Q*z a Discussthe questionin the rubricwith the whoteclassas a quick-fireactivity. o GetSSto readthrouglithe summarybeforeplayingthe recording. Dealwithanyquestions. o Playthe recording;SSlistenand correctthe summary. o GetSSto compare theircorrectlons to the summaryin pairs.lfyou thinkSSneedextrahelp,tellthemthatthere arefive wordsto changein the summary.Askthem ifthey havefoundal[ five. o Playthe recordingagainif not all the SShavefinished. a Gothroughthe answerswith the wholeclass.Oneway to do this is to look at one sentenceat a time and ask SSif it is corrector not. Research hasshownthat therearef,ve soecificbarriers that womenfacewhenstartinga new business.Firstly, they don't knowhow get accessto Rnanc€.Secondly, a lot ofbusinessnetworksaresetup anddominated by men. Anothermaiorbarrieris their lackofcolfld€nce. Furthermore, womenare not reachinghigh positionsin corpotationsand theythereforelackthe rangeofsklls of manymenstartingtheir own businesses.lt alsoappears that womenare slowto adopttechnologi€sthat canbe usedto helpa businessto gro$/. @ O'"r o Ask 55 to look at the list and brainstormsomeexamolesof businessesin eachcategory.Dealwithanyquestions. TwomainDroblems: a Underestimating how muchmoneythey'regoingto needto borrowin their businessplans. a Underestimating how longit's goingto take until the moneystartscomingin. youmaywantto referSSto the Asa finallistening activity, audioscriptsforrecordings 11,1-11.4 on pagesq2-173.lt's oftenveryusefutfor5Sto llstenandreadthescriptboth purposes forpronunciation andintermsofthelanguage structures andvocabulary usedintherecording, Ask5Sto pickouta language area,suchaswordsor expressions relatingtonewbusiness or ten words/expressions they'dliketo knowthemeaning of. Don'tspendtoo longgoingoverthescriptin detail. SSdlscussthechallenges involvedInstertlngsbusiness. @ GetSSto discuss theiranswers in groups ofthreeorfour, Circulate andmonitor, helpingwhere necessary with vocabulary. Bringtheclasstogether andencourage SSparticutarly to talkaboutsomeoftheproblems andrisksfacingsmall businesses startinguptoday. youmaywantto allowsometimeto research Alternatively, (e.g.ontheInternet someofthesequestions andin management books andmagazines) andthendiscuss their findings. I il Newbusiness 55 look at expressionsrelatingto startinga newbusiness. @ @ Get55 to look at the wordsand expressionsin the box.Tell themto lookup anywordstheydon'tknowin their dictionaries.TheLongmanBusinessEnglishDictionaryisa goodmonolingual sourceof business vocabulary. @ GetSSto workin pairsto do the exercise. @ Bringthe classtogetherand go throughthe answers, checking that55 knowwhatthe wordsmeananddrawing their attentionto collocations,e.g.go ,rfo partnership,go out ofbusiness,offerbusinessgronts,governmentred taDe. Whenthe SShavehadtime to readand discusstheir answers,put SSinto A+Bpairsto tell eachother aboutthe part ofthe articlethey'vereadand to reviewtheir answers to Exercise A together. Calltheclasstogetherand go throughstatements1+ in Exercise A. GetSSto say ifthe articleagrees(A)or disagrees(D)with the statementsandwherethis information is foundin the article. Ask55 ifthey weresurprisedby,or disagreedwith, anyof the Dointsmadein the article. 1D 2D l partnership 2 out of business 3 businessgrants 4 red tape 5 Venturecapital 6 franchise 3D SSlookat differentopinionsaboutstartinga newbusiness. rn Tell5s to do the exercise individually. Dealwithany questions (e.9,A'maturemarket'isonewheregrowthis relativelVlow andthereare fewercompetitorsthan before). GetSSto compareand discusstheir answersin groupsof threeor four. 4A 5A 6A SSreadaboutthequatitlesthatdlstlngulsh successful entrepreneurs. @ @ Refer55 to the title ofthe article.Askthemwhat they think Thebruisesofthe bondwagonmeans(the painful experiences ofbeing a start-upentrepreneur.Explainthat to junp/clinb/get/scrambleon the bandwago,means'to start doingor sayingthe thingsthat a lot of peopleare alreadydoing/saying'.Ask55 what they imaginesomeof these'bruises'might be (e.9.losinga lot of money)and howtheythinkthesebruisesmightbe beneficial for an entrepreneur(e.9.learningfrom experience). @ GetSSto look at the cartoonin the article.Askthem how it relatesto the title ofthe article.(A 'small'businessmanis tryingtochasethe success manJ of a 'big'business @ DivideSSinto two groups.TellGroupA to readparagraphs 1-5, and GroupB to readparagraphs6-ro, and reviewtheir answersto Exercise A, with GroupA focusingon statements1-4 and GroupB on statements5-8. TellSSto ignoreanywordsor phrasesthey don't knowat this stage andfocuson thetask, 7D 8A Venturecopitalists and businessangels have always beenmoreinclinedto backa great teamwith o mediocreideo than a mediocrc teom with a areot idea. (pangraph 2) Bothare important.Ultimatelythe successofo businessidea restson the abilityofthe entrepreneurTheymust havebasicbusinessskills oracquirethemvio personoldevelopmentor hiring. Theymust also have leadeship qualities ... (paragraph3) ... their chancesof successwilloko improve in proportion to the level of relevant knowledge they bring to their chosenmarket... for exomple,where an engineer tokes the knowledgehe gains ot o large companyand usesit to set up a val. (pa'aglaph 3) Herbeft Simon ,.. suggests this processis intuitive: a good businessidea stens from the creativelinking, or crcss-association, of know"how and con tocts. (paragraph5) lnnovation - whetherin the form of o new product type, production nethod or marketing medium- is a temporarysourceof market power that erodesthe profrts and position of old conpanies. (pangtaph 6) 'Earlyentry during the growth phase helps survival, but is disadvantageousduring the mature phase' ... ln otherwords, iumping on a bandwagonis almost olwaysa bad idea-(paragraph7) Entrepreneursshould, in foct, be encouragedwhen they frnd there is very little data available abouttheir chosennarket.Iltl is frequentlyinvesely relatedto the reol potential ofan opportunity,' saysleffry Timmons(para$aph 7) Meeting these more focused consumerneedsgives small firms greater competitive advantogeovertheir larger counterparts. (paragraph8) SSlookat nounphrases andpradiseuslngthemln context. @ @ Dothe first item togetheras an examplewith the whole class.SSshouldget this answerimmediately, as the title of the articlewasdiscussed in the previous exercise. @ Get55 to work individuallyon the remainingvocabutary items,readingthe wholetextthroughthistime.Circulate andtell SSiftheiranswers arerightor wrongat thisstage. u Newbusiness I Alternatively, if time is limited,dividethe classinto pairs and ask 55 A to find items2-6 (paragraphs 2-d and SSB, items7-1o (paragraphs 69); then SSexchangeanswers. o Gothroughthe answers withthewholeclass. € lf 55 woutdlike furtherpracticewith this vocabulary,get them,in pairs,to writethreeexamplesentences using someof thewordsor expressions. CircuLate andcheckthat 55 arecompleting thetaskcorrectLy. 1 scrambling on to the bandwagon / iumpingon a bandwagon 2 venturecapitalists 3 assets 4 cashfLow 5 spin-outs 6 know-how 7 radicatism8 oligopoties 9 ventures 10ground-breaking rn ReferSSto the Grammarreferencesection(pager3z). Get themto readthe explanation. CalLthe SStogetherandget feedback fromeachgroup! discussion. Returnto pages1oo-1o1. TellSSto identifybothnoun phrasesand prepositionalphrasesin the reLevant paragraphs. Addtwo furtherquestions for discussion withthewhole cLass: @ How can smaller companieshave a competitive advantageover lorger ones? @ TheAmericanmanagementguru, PeterDruckeLwho said the opening quotation, olso soid: 'Fewtechnical innovations can competein terms ofimpact with such social innovations as the newspaperor insurance.' Whatinnovations have entrepreneurscome up with in the lost 25 years that hove hod a major impact on societv? Get55 to compare theiranswers in pairs.Monitorand checkif 5S haveidentified allthenounandDreDositional phrasescorrectly, Gothroughthe answerswith the wholeclassif necessarv. lf youcanseethatallthe5S havethe correctanswers, tell themso andavoidthe needto checkeverything in open class. paragrapn2 ... have alwaysbeen more inclined to back a greot teom (with a nedlocre idea) than a mediocre team (wlth o great idea). Bothnounphrases(+ prepositionalphrase) paragrapn3 Ultinotely, the successofo businessldeo restson the ability of the entrepreneur. Nounphrase+ prepositional phrase;noun+ prepositional phrase paragraph4 Researchled by Dr RojshreeAgarwal, ossociate professor of strateglc msnogementot the ltniversity of lllinois, suggests... Nounphrase+ prepositional phrase+ prepositionat Dhrase paragrapn5 ..-a good businessideo stems from the creotive linking, or cross-ossociotion,of know-how and contads. Nounphrase+ prepositionaI phrase paragraph7 Subsequentreseorchby Dr Agdrwal, in colloborctlon with ProfessorMichael Gort, hos shown that ... Nounphrase+ prepositional phrase+ prepositional pnrase @ Forfurtherpractice,get SSto do the extraexerciseson page132. ) 55 talkaboutthe qualitiesofleadingentrepreneurs. GetSSto workin smatlgroupsofthreeor fourto discuss the questions for a few minutes. @ e r rb zfi a 3e 4c;g 5d 2 te 2c ab 4a 5d 6h 7i 8i 9f 1og 3 l prizemoney 2 spaceflight 3 zero-gravity 4space station 5 2ft-century version 6 ticketsales Tvideogames 8 homecomputers 9 realityTVshow to Aeronautics engineers Grorra, ,eJerence:Nounphrosespage732 SSlookat tlpsandusefulexpressions fordealingwith custonersandsuppllers onthetelephone. @ @ As a lead-into this section,ask 55 if thev everhaveto deal withcustomers andsuppLiers. Howoften?Whatabout? Whatformofcommunication do theyusuaLly use? Brainstorm someof the problemswhen deatingwith customers andsuppliers on the phone(e.9. misunderstanding, gettingthemto agreeto do difficulties something). @ Sptitthe classintotwo groups.GroupA turnsto page142 andGroupB looksat thetelephone tip boxon page1o2. TetlSSto readthetips andtry to predictthe missingwords. @ Explain thatthe othergrouphasthe missinginformation they needto completethe tips andthey haveto write questions to askthe othergroup. @ Circulate whileSSpreparetheirquestions andhelpwhere necessary. @ PutSSintoA+Bpairsto askandanswerquestions and complete the tips. @ AskSSfor theirinitialreactions to the telephoning tips.Are thereany pointsthey agreeor disagreewith or moretips theywouLdadd? lr:5 I 11 ]{ewbuslness Suggestedanswers StudentA 1 Whatshouldyou (always)use?(theofherpesons name\ 2 Whatshouldyou quote?(onyrelevantaccount/ customer/i nvoice numbers) 3 Howshouldyou connectwith the other person?(brl apo lo9 isin9 or empoth ising as opprop riate) 5 Whatshoutdyou confitm?.(thefollow-upaction) StudentB 1 Whatdoesit (givingyournameandusingthe other person! name)helpto establish?(a good working relotionship) 2 What should you haveto hand?(the paperwork) 4 Whyshouldyou restatethe detailsyou are given?(to checkthat you understond what's been soi 6 Whatshouldyou set?(o deodlinefor follow-upaction) @ Qtt.s a ReferSSto the Dictureof the kitchenwareon the left.Ask them ifthey canidentifi/anyofthe objectsin the photo.Do this as a quick-fireactivityas a lead-into the listening. @ Get55 to listento the recordingand identifywhat the call is about (a mistakewith an involce;12 unitswereordered and delivered,but 16werebilledfor). o GetSSto listenagainand saywhat techniqueseach speakerusedthat weregoodor couldbe improvedon. o 55 comparetheir ideasin pairs,then go throughthe answerswith the wholeglass. Suggestedanswers 1 Bothspeakersstatetheir namesand useeachothert names. 2 Daren doesn'thaveall the papeMorkin front of him and seemsdisorganised. Wendy showssheis listeningcloselyby restatingand 3 checking the details,but shedoesn'tapologise or empathisewith Darren'sproblem. areclear the speakers 4 At the endofthe conversation, aboutthe follow-uDactionand haveset a time timit for it. As a follow up, ifthere is time, referSSto the audioscript on page173andaskthemto workin pairsto writean improved versionofthe dialogue. Circulate andmonitor, helpingwherenecessary. Callthe classtogetherand get one or two pairsto do their dialoguein openclass.Draw55! attentionto any useful languageused. @ Qu.6 a Ask SSthe nameof the two people(WendyTaylorand DarrenBaitey)and the two companies(FenwickPlastics and DysonKitchenware) in the previousrecording.Putthe informationon the boardif necessary to remind55. Ask who the supptieris (FenwickPlastics)and who the customeris (DysonKitchenware). Explainthat they haveto phoneeachother regularly. a GetSSto readthe instructionsand elicit hom themwhat (Fenwick the phonecallisabouton thisoccasion are chasingDysonfor payment).Brainstormthe typeof information55 canexpectto hear (e.9.invoicenumbers, dates,amounts), a GetSSto listenand makea noteofthe outstanding paymentsandthe follow-upactionmentioned. o SScompareideasin pairsand listenagainif necessary. o Gothroughthe answerswith the wholeclass. o Thereare two overduepayments:invoices16987dated 28 May andtt24 dated8 ,une. a Darrenagreesto settlethe invoicefor 28 Maythis week. Healsoagreesto paythe other invoicewithin r5 days. Wendywill contactDarrenagainon 30 Julyifshe hasn't receivedboth payments. Get55 to look at the Usefullanguageboxon page1o2.Dritl one or two ofthe phrasesfiom eachsectionthat might be difficuttin termsof oronunciation. 5S look at the audioscripton page173and underlineany usefulexpressions fromthe languageboxand notingany moreusefulexpressions. GetSSin paks to practisethe dialogue,payingattentionto the intonation,linkingand stresspatterns. Suggested answers Thisis Wendy Taylor fromFenwick Plastics. yougivemetheinvoice Could number? youteLlmewhenthatwillbe? Could l'msorrybutwe'dexpectpayment sooner. We'dhaveto consider rvithdrawing creditterms... WouldthatbeacceDtable? Wewoutdpreferpayment... I thinkwecanworkwiththat. OK,Darren. I'llgetbacktoyouon... SSlook at usefulphras€sfor chasingpaymeGthen mle-play a phonecallaboutanoutst.ndingpsyment. @ o Ask55 if latepayment in their is a problem forcompanies countryandhowlongcompanies canusuallyexpectto wait for payment, u Newbuslness I Get55 to look at the wordsin the box.Dealwith any questions. a GetSSin Dairsto comDlete the sentences. a Gothroughthe answerswith the wholeclass. l debtrecovery2 account/invoice3 paymentterms 4 deliverynotes 5 recipient 6 deadtine Ttemindel payment letter E withholding @ a Explain thatSSaregoingto do a role-play, usingsomeof theexpressions intheUseful Language box. GetSSto workin thesamepalrsagain.StudentA readsthe information on page1o3andStudentI readstherolecard page on 155.Dealwith anyquestions. Allow5s a few going prepare minutes whattheyare to sayandremind to fromthe themto tryto incorporate someexpressions lJsefullanguage box.Onewayto encourage thisis to give written eachstudentcardswithtwoor threeexpressions on.Theyshouldtry to gettheexpressions ontheircards intothe€onversation. circulate During therole-play, andmonitor 55.Makea note of fiveor sixpointsforcorrection andpointsfor praise, particularly focusing on howSSusethetelephoning ranguage, Calltheclassto orderandgothroughthecorrection work ofgooduseofthe language. andpraiseexamples AskSSabouttheoutcome oftheirphonecalls.Didtheyget whattheywanted? fromeachpair,or if time Getfuedback is limited,getfeedbackfrom oneortwo pairsofsS only. 55 wlite a l€ttel chaslng peyment. @ a As a lead-into this urritingsection,ask in-workSSwhat kind ofdifficult correspondence they generallyhaveto write.Ask Dre-workSSwhat kind ofdifficult correspondence a suppliermight haveto write. lf necessary, remindthemofthe phonecallchasingpayment in Exercise c andtheir own role.playin ExerciseE. a GetSSto readthe information anddealwithanv questions, a Copyand giveSSthe followingusefulexpressions. giveSSthe headingsand askthem to classify Alternatively, the expressions. Or write theseheadingsand expressions on the board. Usefrrl€xprecsiong br difficult conespondence EstabIishIng the specifics youthat... Weare$/ritingto inform/remind/advise Suppoftingdocuments Please findenclosed/attached a copyof ... Makingconcessions Inviewofourgoodcommercial relationship to date/ in the pasr,.,. Otherthan wehavealways foundyour onthisoccasion, service/products to beexcellent. Firmrcquest Weaskthatyou... Please contact usimmediately should / if / intheevent that..We'dbegratefulifyoucouldgivethismatteryoururgent attention. of not conplying Consequences payment Intheeventthatwedon'treceive withintendays, weshall,.. youfailtosettlethisaccount, wewill... Should payment Unless is received bythisdate,wemayhaveno alternative butto... SSworkin pairsto writetheletter.Tetlthemto try to incorporate someoftheusefullanguage in theirletters. circulate, monitor andhetpsSwhitsttheywrite.Makea noteofanymoreusefulexpressions usedandanycommon errors(e.9.spelling, vocabulary) ontheboard. Earlier finlshers canbereferred to theboardto seeifthey knowallthewordsandiftheycancorrect theerrors. Tohelp55 become moreawareoftheimpacttheirwriting is appropriate in hasonthereader, andif peercorrection pair.They yoursetting, puteachpairof55withanother exchange andreadeachothers'letters.lftheyspotany wordsandexpressions theydon'tknow,theycanasktheir meaning. colleagues whowroteit aboutthe SScouldalso beaskedto proofread eachothers'writing taskandpoint outanyspetting mistakeor grammatical errortheyspot.Be on handto helpwiththis,if necessary, butleavemostof thefeedback anddiscussion change the to SS.lf necessary pairsaroundandrepeattheprocess. Gothroughanycommon errorsandtheusefulvocabulary andDhrases ontheboard. giveSScopiesofthe modelletter Toroundofftheactivity, withtheirversions. to compare Thiswritingtaskcouldalsobesetforhomework. I u Newbusiness Sampleletter DearMr Bailey, FinalPavmentReminderlnvoicesNo.1728qand 171s6 I am writingto informyou that, despiteearlierrequestsfor payment, no.17289, dated15iune,for€2,915and invoices 17356,dated22lune, for €2,675 ar€ now overdue.Please findenclosed copiesofthe invoices for yourinformation. you under our termsandconditions I'dliketo remind that, payment is due days from the date of invoice. oftrade, 30 In view ofthe situation,I haveto informyou that we will not dispatchfurtherordersuntilwe receivepaymentin full. Weaskthat you settlethis accountwithin sevenworking oays. Shouldyoufailto paytheseinvoices by thisdate,then we may haveno alternativebut to reduceDyson Kitchenware!creditlimit to €6.000. In the eventthat you havealreadypaidtheseinvoices, pleaseignorethis reminder. Yourssincerelv WendyTaylor AccountsManager (r53 words) printingcompany, a DVDcopyingand SSlookat Coplslsten, In andconstralnts andtryto resolvea numberof problems orderto managethe companysstmnggyowth. @ Ask SSin pairsto look at the financialinformationand makestatementsaboutit, with possibleexplanationsfor the changesoverthe last threeyears.Invitecommentsand encourage briefdiscussion. Suggestedanswers @ Assetshaveincreasedin value,whichsuggeststhat the companymayhaveboughtmoredata-duptication equipmentand/or property.Notethat this is a simptified descriptionof the company'sfinancial positionanddepreciation hasnot beenincluded. o Shareholderequityhasalso riseneachyear,suggesting that the ownershavereinvestedprofitsfrom the previousyearsin the company. @ Althoughsaleshavealmosttripledoverthe three-year period,profitshavenot risenby the samelevel.This suggests thatwhilethevolumeofsaleshasincreased, the companyis workingfor lowerprices.Clientsare increasingthe sizeoftheir orders,but also may be negotiatinglowerpricesin returnfor repeatbusiness and largeorders.Theremayalso be cashflowproblems while the companyawaitspaymenton big orders.The companyis thereforeworkingwith verytight profit margrns, @ ThestrongsalesgroMh obligesthe companyto havea lot offixed costs(e.9.staffsalaries,rent,energybills) andassets(e.9.expensivemachineryand stocks,which will be depreciating in value).Allthisleadsoneto suspectthat althoughthe companyis doingverywell, it will needexternalsourcesofrevenue(e,g.bank loans) to helpfinancegrowth,Thisis a verycommonproblem for new businesseswhichare successful. Background @ As a lead-into the casestudy,ask SSwhetherthey would liketo runtheirownbusiness and,ifso, whotheywould like to run it with. @ Putthe followingtable on the board.Writethe following headingsfromthe left-handcolumnofthe table.Get55 to studythe backgroundinformationin the CourseBookand the right-hand column. to complete Company/organisation Copisistem Industry DVDcopyingandprinting Basedin Valencia,Spain Started ten yearsago Owners DougHalliweltand Jos6Ram6n Garcia Firstclientsandorders fora Wildlifedocumentaries fora maiorpublisher andDVDS nationalnewspaper. Initialproblem Turnover waslowasfewpeople hadDVDplayers. lnitialsuccess to Goodmarginsandmanaged capturesomeofthe biggest clientsin the country, LlsteningQ u.7 @ Get5S to readthe listeningtask.Askthem to try and predictsomeofthe information. SSmaybe ableto guess from readingthe backgroundand the financialinformation that the numberofstaff, turnoverandcompetitionhaveall increased.Theymayalsoimagine,givenits successso far, thatthe companywantsto expand. play @ SSlisten.In pairs,theycompareideas.lfnecessary points. pausing recording at the retevant the a secondtime, @ Gothroughpointswith the wholeclass,referringto the audioscripton page173ifnecessary. u NewbusinessI staffing startedout with the two ownersemployingthreepeople on production, two in dispatch, two in administration and ,oseRam6n3cousinPilardoingaccounts onemorninga week. Nowthereareeightmoreoperators, a chieftechnician, a coupleof peoplenowworkingon sales,andPilaris now the fulltimecompanV accountant. Therearealsothree morepeopLe workingin the adminandcustomer service. Turnover Threeyearsago,turnoverwasaroundsixmillioneuros. LastVear,it wasalmost16million, Threatsand competition Nowoneofthe Leading companies in thissector,but there'sheavycompetition fromstart-ups andcompanies that haveswitchedfromVHSduDlication. Futureplans o Toexpand,particularly intootherEuropean markets. s Tobe readywhensomethingcomes alongtoreplace DVD. Reading € Get55 to readthe e-mail,the Post-itnoteandthe problems facingthe company. Dealwithanyquestions. e Get5S to discusstheirinitialreactions to the problemin pairs. Taskr Possible solutions to consider 1 Subcontract someof the workto coDewithdemand. 2 Applyto venturecapitalfirmsfor morefinanceandtry to negotiateon interestrates,ownershipandcontrolissues. machinery for morehoursso that 3 Runthe expensive theyrecouptheirinvestment beforethisasset depreciates in valueandevenbecomes obsoleteas anothertechnologyreplacesDVD. 4 Appointa SalesDirectorwith experienceof other European markets. Feedback @ WhenSShavefinishedthe task,bringthe wholeclass together. @ Praisethe stronglanguagepointsand work on fiveor six pointsthat needimprovement, @ Toroundoffthe activity,ask one or two groupsto saywhat decisions theycameto.Alsohighlightsomeofthe SS's bestideas. @ Ask55 whattheythinkwiltreptaceDVDandhowsoon.Ss might[iketo investigate thistopicon the internetto see whatcompanies likeSonyareresearching at the moment. Wrlting @ As a lead-in,ask55 whichpublications andwebsites they wouldgo to for job advertsifthey were lookingfor work. Youmayalsoliketo bringin examples ofjob advertsin EngLish from the pressor get 55 to look at advertson the lnternet. Put55 into pairs.Studeit A turnsto page48, StudentB turnsto page155.Tell55theyhaveto readthe information andsummarise it for theirpartner.Dealwithanyquestions as SSreadthe texts. g SSgivetheirpartners an oralsummary of whatthey've read,referringbackto the informationbrieflyifthey need help. @ Get55 to look at the rubricfor the writingtask and readthe checklist. Dealwithanyquestionsthey mayhave. @ Brainstorm the typeofjobsthat Copisistem mightneedto advertise(e.9.SalesDirector,MarketingDirector,Human Resources Manager). @ AskSSto discussthe prosandconsof Copisistem3 owners goingto a venturecapitalfirm for finance. @ Circulate andmonitor,checking SSarecompleting thetask correctly andhelpingwherenecessary € Suggestedanswers Theycanget much-needed investment monev. Theinterestrateon the loanis higherthana bankloan. Theycouldlosecontrolofthe compan;. Thecompanywouldprobablybe ftoatedon the stock marketwithin threeto sevenyears. Taskz @ DivideSSintosmallgroupsto discussthe issues. @ Circulate andmonitor,checking SSarecompleting the task correctly,Makea noteof goodlanguageand expressions beingusedandfiveor sixcommonerrors,including pronunciation. for tatercorrection. @ Get55 to workin pairsor individually to writetheir advertisements. @ Get55 to readeachothers'adverts andsaywhichjob they wouldmostliketo applyfor andwhy. rtor @ Gothroughthe information in the CourseBookwith your student.Explainanydifficulties.In Taskr, you and yourstudentreadoneofthe textseachandexchange information. InTask2, youandyourstudentarethetwo directors ofCoDisistem. Don'tdominate the conversation in this task,but say enoughto keepit goingandallowyourstudentto proposesolutions and respondto yourideas. @ At the sametime,monitorthe language thatyour studentis using.Notedownanygoodexamples of language andpointsfor errorcorrection or improvement. Comebackto theselater @ Praiseanygoodexamples oflanguage usedandgo over pronunciation. anyerrors,including Record the role-ptay on cassetteor video,if possible,for moreintensive correctionwork. ectmana L€ssonr: listerlng and discusslon (pages106-107) Each[essonis about 60-75 ninutes. This tine does not include odmin istration and ti me spentgoing through honeworkin any lessons, Lesson2! Readlngand languag€ (pages1o8-109) Each lessonis about 60-75 minutes, Discussion:What makesa good Droiectteam? SSdo a quizon proiectteamsanddiscusstheiranswers. PracticeFite Wordpower(pages7o-7r) Listening:Interviewswith two proiectmanagers givingtheiropinionsabout SSwilt heartwo projectmanagers differentaspectsof a project. Vocabulary:Proiectmanagement andusethevocabulary in 5S lookat wordsrelatedto proiects context. Dislussio! | Jot ratinss SSrankdifferentjobsaccording to the levetof difficultyand discusstheirviews. Readingt llot enoughgood Woiect manogers? that 55 readan artictefroma websiteaboutthe difficulties projectmanagers face. Languagereview:Cohesion andreferencing in texts. 55 lookat cohesion Textbank (TRBpages2oo-2o3) Grammarreferenceand practice (CBpage133) PracticeFile Textandgrammar(pages 72-73) Discussion:Proiectmanagers 55 discusstheirviewson someissuesarisinsfromthe articLe. L€sson3r Busln€ss skllls (pages to-ul) Eachlessonis about 7S-9ominutes. Writing: Briefingmuttinationalteams SSlistento threepeopletalkingaboutaspectsoftheirown cultures,readtipsfor workingwithmultinational teamsand thenwritea brief. Teleconferencing caLls, lookat someadviceandrole55 listento teleconference Dlava teleconference. PracticeFile SkilLs andpronunciation (pages74-75) Lessor4l Casestudy LeatwShanqhai:a constructionDroiect proiectin A Canadian hasa maiorconstruction developer andbasedin three Shanghai. Theteamis muttinational continents. A newproiectmanager hasto dealwithdelaysand cosloverrun. Writingfile (CBpages138-139) (pages112-113) Eachlessonisabout 75-90 mtnutes. Resourcebank (TRBpages231-2jz) writingfite (CBpages138-139) Fora fast routethroughthe unit, focusingmainlyon speakingskills, iust usethe underlinedsections. Forone-to-onesituations,most parts ofthe unit tendthemselves,with minimaladaptation,to usewith individuat students.Wherethis is not the case,alternativeproceduresare glven. 12 Proiectmanagement I ftoiect management hasevolvedfrom the engineering, constructionand defence/aerospace industriesin the last50 yearsandis nowfoundin alIindustries andorganisations. Forinstance, thetop industries now representedby the ProiectManagementInstitute'smembershipare informationand computertechnologies, telecommunications, business management andfinanciaI services.* Projectmanagement is becomingmoreclosetylinked,throughproied portfollo management,to the strategicgoalsof organisations. Seniormanagersinevitablyfind themselvesrunningprojectsas well as doingtheirday-to-day managerial role,andthe principles andpractices of projectmanagement arenowan importantpart of everyexecutive!responsibilities in project-driven industries. A projectmanager(PM)hasmanyresponsibilities and hasto iuggle p orities and knowhowto multitask.Thisincludes the abilityto assembte the rightteam,workout a realistic schedule, estimatethe resourcesneededand managethe projectas it progresses. A PMalso hasto get resultswhenhe/she doesn'thavedirectauthorityoverteam members,knowhowto handledifferingdepartmentalagendas,and projectmanagement howto combinehis/her regularworkwithadditional or participation responsibilities. Toensureeffectiveteamwork,certainconditionsare necessary. Teammembersmust understandthe proiectobjectivesand haveclearlydefinedrolesand responsibilities. Theprolectscheduleshouldbe achievable, Everyone mustbe awareofthe teamrules(e.g.communication channels), andthesemustbe reasonable. ThePMmusthavegoodleadership, conflict-resolution andteam-building skills. It is generallyacceptedthat therearefour broadprojectstages:initiation,definition,implementationand completion,althoughdifferenttermsexistto describeeachofthese stages.Whendesigninga proiect lifecycleprocess,itt importantto set out the projectobiectivesclearly,to identinrand definethe numberof phasesandsub-phasesofthe projectandto knowwhichofthese are sequentialand whichwill be ovedapping.Variousgraphictoolsand systemsexistto helpwith projectplanning,suchas flow charts and Ganttcharts. It is then essentialto identin/the dellverablesfor eachphase,i.e.what produceor resultwill be produced.Thesedeliverablescouldbe documentsor physicalobjects.Keydecisionpoints(milestonesor events)occuratthe startandendofeachphaseor sub-phase. Dependingon howtheproiectis progressing, thesedecisionpointsmayincludethe needto revisethe objectivesor scopeofthe project,to put it on hold, to repeata phaseor to evenendthe project. Advancesin informationtechnologiesand the Internethavehada significantimpacton project management in recentyears.Web-enabledproiectmanagementallowsprojectinformationto be updated 24 hoursa dayfrom any location.Companieshavebeenableto buildvirtual proiectteamswith people locatedall overthe world.lt alsomakesit easierfor PMsto reactmorerapidlyto changessuchas schedule slippagos,cost overrunsor otherrisk factors,and makesit easierto spot opportunitiesfor improvements. Whenevaluatingthe successof a project,thereare hard criteriawhichare measurable,the most frequent beingto do with time, cost,resources,safetylevelsandtechnicaL standards.lt is lesseasyto measuresoft criteriasuchas the levelsofstakeholderandclientsatisfactionand the effectiveness ofthe team. 'SoltcetProject monagement stateof theart 2oo4byRussell D.Archibald http://wwwmaxwideman.com/guest5/stateofart/intro.htm Yourin-workstudentsmaybe ableto talkabouttheirexperiences ofworkingon proiects for theircompanies or for external clients.Theymayalsohaveattendedteam-buitding trainingsessions as partoftheirstaff training. Pre-workstudentsmay haveexperienceofworking on projectsand assignments with their cotleaguesand haveviewson the prosandconsofteam-working. Bothin-workandpre-work SSmayalsohaveexperience of teamsportsandcantalkabouthowit compares to workingin projectteams. http://www.pmforum.org/ PMFORUM is a not for profitresource that givesinformation on international projectmanagement affairs. RusseLl D.Archibald:Stateof the att of projectmonagement, http://www.pmforum.org/tibrary/papers/2oo4/StateArtofPM2oo3Partl.pdf, 2o03 A. Bruceand K.Langdor':Projectmonogement,DorlingKindersley, 2ooo SebastianNokes:Thedefinitiveguide to proiectmanagement,FinancialTimes PrenticeHatl,2oo3 StanleyPortneyrPro./?ct monagementfor dufim,€s,HungryMindsInc,,2oo1 @!l @Pearson Education Limited zoo6 I 12 Proiectmanagement Writesome,or all,ofthesesentence stems0nbold)onthe boardordictatethemto SS-Dealwithanyquestions. Then ask55 howtheycouldcomplete thesentences. Dothisas a quick-fire activity. Read outthesecond halfofthequotes andaskSSto matchthemwiththecorrectstems.Writetheanswers on theboardoneat a timeand/orgetSSto complete the sentence stemstheyhavewriftendown. A two-yeorprclect wlll tokethrceyeors,a three-year Nojed will nevetfinish. Atryprclectcanbe estlmotedaccumtelyonceit\ been completed. lf It wosnl fot the 'tost nlnuE', nothingwouldget done. Themorerldlcalousthedeodllne,themoremoneywill be wastedtryinqto neet lt. fhe s&ner W get behlndschedute,themoretimeyou haveto makeit up. Whot19not onpoperhasnot beensoid. Whenolth soldonddone.o lot morcis saidthandone. Everpne os/fsfor a s0ongproled manoger- whenthey qetone,theydon'twanther (Quotesource: http://en.wikiquote.org/wiki/ Project-management) AskSSfortheirreactions to thequotes.Dotheythinkthere is anelementoftruthin anvof theseor not?Whathasbeen theirownexperience ofliorkingto deadllnes? Whattasks do theytendto leaveuntilthelastminute? TellSStheywill belooklngat proiectmanagement in this unit. panelat Gothrough theoverview thebeginning oftheunit, pointingoutthesections thatSSwlll belookingat. 55 do a quizon proiectteamsanddiscusstheir answeE. (n o GetSSto readthequizanddealwithanyquestions. Ss workin smallgroups ofthreeor fourto discuss their opinions. Seta five-minute timelimitforthis-ThengetSS's feedback asa wholeclass. e TherearenocleaFcut rightandwronganswers to thisquiz. Theaimis to compare ideasandto highlight someofthe issuesassociated withproiectmanagement. Suggestedanswers 1 c A projectmanager can'tbetoo easy-going ifthey want to get thingsdone. 2 b lt may be impossibleto get total consensus,ortake a very longtime, so a) isn't tikelyto be the best solution. Beingtoo rigid aboutschedulesisn't likelyto prove b t successful, as work mayget doneon time but done badly.lfprojectsalwaystake muchlongerthan expected,then they haven'tbeenplannedor organisedwell. i c All thesefactorscouldbe causingproblems,but c) is possiblvthe mostseriousto overcome. o Asa follow-up activlty, askSSto saywhattheythinkmakes a goodprojectmanager. Dothisasa quick-fire activityand don'treiectanyideasat thisstage.TetlSSthattheywill be steningto twoexpertsgivingtheiropinionsin the recording. Quotatlon a GetSSto look at the quotationand ask themwhat they think it means.Dealwith anyquestionsSShaveaboutthe vocabulary. a Ask SSif theythink it is true and brainstormsomeof the reasonswhy a projectmighttake longerthan anticipatedor costmorethanbudgetedfor (e.9.poorprojectplanningto beginwith, peopleare too busyworkingon otherthings, experiencedpeoplearen'tavailableor leavethe project, work gets duplicated,work hasto be redonebecause specificationschange,staffsickness,computerviruses, testingthronsup problems, costof materiats increase, morematerialsneededthan expected,thingsget brokenor lost, badweatherconditions,other unforeseenrisk factors, etc.).Dothis as a quick-fireactivity. SStlstento two dlfferenttypesof prolectmenag€6.f$lchael Sawyeris vP of SupplyChainandPurchaslng fol the SaraLee proiedsfor BakeryGroup.Hedealsvvith Internalefilclency hls company.Rob,ackon is Operatlonstlanagrr br the Frenchconstructlonflnn BachySoletancheandhewo 6 on proledsfor extenalcllents.In thefirst partofthe Intervleu theytalk aboutthe qualltiesof a goodprolectmanager.In the secondpart,theytelk aboutproblemsthet canarlseand measutesof succQss. @ Qrz.r e Exptainbrieflythat MichaelSawyerdealswith internal efficiencyproiectsfor his company,while Rob,ackson workson constructionprojectsfor externalclients. e GetSSto look throughthe characteristics and dealwith anyquestions, rz Proiectmanagement I Pointout that Michaelis the first speaker.Playrecording 1 2 .10nCe. Get55 to checktheiranswersin pairs,thenplaythe recordingagain,without stopping. SSchecktheiranswers in pairsagain.Then checkthe answers withthe wholeclass. MichaelRob t hasgoodcommunication skills / 2 clarifiespeople'sroleson the team ./ people ,/ knows how to organise and motivate / 3 ,/ avoids acting like a boss 4 members ofthe teamin decisions / 5 includes 6 knowshow to delegatework ,/ ,/ 7 candeatwithmanytasksat the sametime ,/ 8 is ableto takea globalviewofthe project project ensures everyone is clear aboutthe ,/ 9 atmS @ Qrz.z @ Explainbrieflythat in this secondpart of the interviews, Michaeltalksaboutsourcesofconflictin his proiectsand the roleofthe projectsponsorin hiscompany, whileRob proiect talks about what he does when a isn't Jackson goingon track. @ GetSSto readthe notesbeforethevlisten.Dealwithanv quesuons, o Get55, in pairs,to predictthe missingwordsor phrases. @ Playthe secondpart ofthe interviews.Pausebrieflyafter the first speakerto aLlow55 time to finishwriting. @ Playthe recordinga secondtime. 1 set goals/ set specifictargetsand deadlines 2 tracking measures 3 relationshipbetweenthe members andmilestones 5 budget 6makeaprofit 4 programme 7 safety 8 repeatbusiness @ AskSSto identift/the similaritiesand differencesbetween the projects that RobandMichaelmanageandwhichlob seemsmoredimcultto them. Suggestedanswers Robhasan externalclient andneedsto ensuretheyget repeatbusiness. Michaelhasa seniormanager in his company as a sponsorratherthanan externalclient. SS maydecidethat both jobs are difficultbut for different reasons. Youmaywant to referSSto all or someofthe audioscripts on page174for Exercises B, Cand D. SSlistenagainand readthe scripts.Thenask SSto focuson a languagearea, suchasfindingandunderLining tenwordsor expressions relatingto proiectmanagement(e.g.gools,delegate, multi-tosking, project sponsor, resources,set up a teom, nilestones, going on trock, removeobstacles,redirect tean, targ ets,deadIines, t racking measures, costs, budg et, safe systems). Gothroughthe ideasas a wholeclass,writingkeywords on the boardso that55 buildup a lexicalset relatingto projects. Dealwithanyquestionsrelatedto the targetlanguageand don'tspendtoo longgoingoverall the othervocabulary in the scriotsin detail. @ After listening,SScomparenotesin pairs. @ Gothroughthe answers withthe wholeclass.Dealwithany (e.9.a milestone questions is an important accomplishment/event. In a project,a dateis scheduled for eachmilestone). SSlookat wordsrelatedto proiedsandusethevocabulary in context. t helpandresources2 the teamup 3 milestones 4 monthlyprogress 5 moderator 6major Tminor 8 the clientor the sponsor 9 workingwith/ reassessing andredirectins @ Get55 to lookat the phrases in the box.Mostofthese shoutdnow be familiarto 5S fromthe previousexercises andthe recordings. Dealwithanyquestions, @ @ Q'r.r @ GetSSto readthe notesbeforethey listen.DeaLwith any questions. @ Get55, in pairs,to predictthe missingwordsor phrases. @ Playthe third part ofthe interviews.Pausebrieflyafterthe first speakerto allow55 time to finishwriting. @ Playthe recording a secondtime. @ Afterlistening, SScomparenotesin pairs. @ Gothroughthe answerswith the wholeclass. 6 GetSSto workin pairsto compLete theweblog.Circulate andmonitor,helpingwherenecessary. @ Bringthe classtogetherandcheckthe answers withthe wholeclass. l take on a proiect 2 havea strongsponsor 3 renegotiatebudgetsand timescales 4 facesetbacks the majormilestones 6 missa deadline 5 celebrate T reacha consensus 8 get a quickprogressreport I 12 Proiectmanag€ment Suggestedanswers Thereare not enoughgood proiectmanagersbecause... SSrankdiffer€nt to the levelof difflcuw and iobsaccording dlscussthelrvlews. Section2 @ it's a tough role; 6 you mayget responsibilityfor completinga iob you didn't start: o the budgetfor the proiectmay be low; g the clientcoutdbe impossible to please; @ the job you are assignedto managemaybe one of ten iobs that you are responsiblefor managing(i.e.work overloadandthe problemof havingto weartifferent hatsJ; @ inemcientcomputersystem; @ therejust isn't enoughtime, money,or manpowerto do the lob property(lackof resources). @ @ GetSSto lookat the iobs anddealwith anyquestions. Theythen do the exerciseindividually. @ GetSSto comparetheir ideasin groupsofthree or four, givingreasons for theirchoices, @ Gothroughthe answerswith the wholeclassto find out if therewasanyconsensus ofopinion.AskSSto provide examplesofthe difficuttiesof eachiob and ask themfor examples of otheriobstheythinkareverychatlenging. S€ction3 6 lackof appreciationfrom yourfirm; lackof controlof externalfactors(budgetsore routinelyexceeded, deliverableslate or quality lacking for any number of rcasons... Thefoct thot nany, if not all, of these things werenot/orenot underthe contrclof the PM...) SS rcad an article from a webslte about the dlfffcuttles that proiect managersfece. (B) Sedlon 4 @ intrusionofworktimeintopersonaltime; needfor (Theneedfor rapid"fire constantconnectedness responserequiresthot the cellphone be turned on and e-mail be constantly checked) @ GetSSto readthe first paragraphofthe artictequickly. @ Brainstormsomeof the reasonswhv SSthink thesefirms might not haveenoughgoodproiectmanagerswith the wholeclass(e.g.low pay,lackoftraining,stressfulwork). Don'treiectanysuggestionsat this stage. @ GetSSto readsections2-4 of the articlefor the information. TellSSto ignoreanywordsor phrases they don't knowfor the moiient and focuson the task. @ Ask55 in smallgroupsto comparetheir answersbefore checking the questions withthe wholeclass. @ Gothroughthe answerswith the wholeclass.Startwith all the pointsin section2, thenlookat sections 3 and4 in turn. @ Ask SSfollow-upquestionsaboutwhichof thesefactors thevwouldfindthe hardestto dealwith. @ @ GetSSto readthroughthe sectionheadingsfirst to check vocabulary,lfsomeoneasksa vocabularyquestion,throw it oDento the wholeclassto findout ifsomeoneelsecan providean explanation.lf not, explainwherenecessary. o Pointout that thereis one headingthat is not needed. @ GetSSto readthe wholetext this time and matchthe headingsto the sections.Explainthat this is a skim-reading exerciseand set a time limit of five to six minutes, approximately doublethe time you woutdneedto do the task.Circulateand checkanswers,clarifyanydoubtsand confirmcorrectanswers. @ GetSSto comDare answersin Dairs. @ lf necessarycheckanswerswith the wholeclass.lf not, then confirmthat 55 havematchedthe headinesand sectionscorrectlv. if 2d 3g 4a 5c 6e (D i stractor: b) @ @ Do the first item with the wholeclassas an examDle.Deal with anyquestions. @ GetSSto do the exerciseindividuallyand then compare their ideasin pairs.Circulateand monitor,hetpingwhere necessary. EncoumgeSSto try to work out the answersby usingtheword form (e.g.is it a verb,nounphrase,etcJ and conlexl. 12 Proiectmanagement I Callthe classtogetherand go throughthe answerswith the wholeclass. € : r lowperformers2 universally lauded 3 gripingabout gratifoing tremendously ; ftnformal)4 5 intrusion i 6 connectedness real-world 8 restrictive 7 SS look at coh€slon and referenclng In texts. fE) Dothe first item with the wholeclassas an examDte. Ask SSwhat It on line 5 ofthe text refersto (ofrn). Ask55 if the it refersto somethingpreviouslymentionedin the text (anaphoricreference),somethingyet to comein the text ('cataphoricreference)or somethingexternaltothe text ('exophoricreference')(pteviouslymentione . Get5S to work in pairsto do the task.Circulateand monitor,helpingwherenecessary. Callthe classtogetherand go throughthe answerswith the wholeclass, I My theoryis that no firm is completetyhappywith how = ro fm (anaphoric It handlesproiectmanagement. reference) 2 Thele'sno doubtaboutlt - beinga PMis a toughrol€.= beinga PMis o toughrole (cataphoricreference) Your computersystemmaynot supportmovingthe 3 work aroundthe firm to get it completedby thosebest qualifiedto do lt. = #re work (in both casesanaphoric reference) As the leadpersonhandlingthe projectfromthe 4 architectural, engineeringor environmental firm,they are alsoin the bestpositionto seethe firmt successes -..= prcjectmanages (anaphoricreference) 5 ...projectmanagersprobablyfacemoreof this than anyoneelse.= rnfrusionofwork time into personal tine (anaphoricreference) 6 Thereasonsfor that are many.= ... the skillsthat are essentialtobeinga good proiectmanager...(which) are not emphosisedin the typicolengineering, architectureor scienceeducation (anaphoricreference) 7 If we want to solvethe problemof not enoughgood proiectmanagersin our firms,we are goingto haveto do somethingsdifferently.= businessleaders/ manogement (exophoricreference) 8 ... not allowingthem to go on with a dysfunctionalidea thatit is lessimportantthan the technical stufftheydo (anaphoric project the mangers reference) 9 ... not allowingthemto go on with a dysfunctionalidea importantthan thatit is Less the technical stufftheydo = work that PMsdo (exophoricreference) 10 ...not allowingthemto go on with a dysfunctionalidea that it is lessimportantthan the technicalstuffthey do = P 4s (anaphoricreference) @ page133 Grorro, ,"1"r"nce:Cohesion @ As furtherpracticeto this languagereviewsection,referSs to the exeacise on page133. teasons= omit wotd in an interculturalsetting= 6ril rnrot" = they teammembers of livingand workingin a differentculture= omit phrase Allofthese... meanthat = Thisis why projectmanagers= they cultures- ones Distractorsiit, those 55 dlscussthelrvlewsonsomeissuesarlsingfrcmthe article. @ @ GetSSto discussthe questions in smallgroups. o Circulate andmonitorthe discussions. Makea noteof any usefullanguageusedand five or six languagepointsfor pronunciation. correction, including Puttheseon the board and get earlyfinishersto start work on these, @ Callthe classtogetherand praiseanygood useof language.Thendo the correctionswith the wholeclass, elicitingthe correctformsfrom SSwhereverpossible. @ GetsomeSSfeedbackfrom the task,suchas someofthe positiveaspectsofprojectwork and their viewson the needfor praise. SSllstento threepeoptetalklngaboutagp€cts oftheirown cultures, readtipsfol wo*ingwith multinational teamsand thenwritea brlef. @ Q'r.+ @ TellSSto listento the threespeakersandtry to identin/ wherethey are from basedon whatthey sayabouttheir culture. @ Playthe recording, thenallow55 timeto compare their ideasin oairs. @ Playthe recording again. @ lf 55 haveno idea,putthe threenationalities on the board and add one or two distractors. @ Gothroughthe answerswith the wholecLass,eliciting someofthe key informationthat eachspeakergave, Highlight speakerone!explanation of'lossof face/ to loseface',meaning'tostophavingthe respectofother people'.lt is also'to loseprestige',andthereforeto feel humiliated or discredited. I 12Proiectmanagement Alternativety, if an overheadproiectoris available,you coutdget 55 to writetheir reportson transparencies and thenpresentit to thewholeclass.Youcanthendo correction workfromthe transparencies as well. 1 Chinese:'loss of face'and 'savingface'arevitaLissues. 2 American:verydirectand frankstyteof communication, not afraidto disagree business cultureis changing don't rapidly, 3 Russian: havewestern'good manners', don'tsmilemuch,direct stvleof communication Catltheclasstogetherand ask one personfrom eachgroup to presentthe ideasin theirreport.lf timeis limited,just do thisfeedback withoneor two groups.In a multinational classin particular,SSmightwantto ask eachotherfollowup questions aboutthe issuesmentioned in the reports. Alternatively, in a monoculturalclass,get SSto swaptheir reportswith anothergroupandto readand feedbackon pointingout anyerrors,ifappropriate, eachothers'reports, and notinganygoodpointsthat werementionedand which theycouldhaveincludedin theirownreports. SSmight like to readthe audioscripton pagery4and listenat the sametime.Dealwithanyvocabulary ouestions. Discuss the secondquestionaboutmisunderstandings withthe wholeclass.At thisstage,SSwitl mentiontheir ownculture!viewson lossofface,frankness in group, communication andso on. lfthis is a multiculturaI allowan opportunityfor at leastone personfrom each nationaLgroupto givetheir opinion.YoumaywelLfind that group,thereare evenin a monolingual/monocultural differencesof opinionaboutnationaIcharacteristics, and peoplewillarguethereare differencesbetweenregions.To finishthe discussion,ask55 if it is possiblefor peopleto be truly objectiveabouttheir own cultureand other cultures. @ @ Get55 to studythe phrasesin the box.Dealwithany questions,in the first instanceby askingthe other5S if thevcananswerthe ouestion, Get55 to work in pairsto comptetethe tips. Circulateand monitor,confirming ss answers andhelpingwhere necessary. Calltheclasstogetherand go throughthe questionswith thewholeclass. 1 perceptions 2 workingpractices 3 stickingto deadlines 4 seniorstaff 5 frankanddkect 6 sharing information T lossof fuce writingfitepages 138-139 J SSllstento teleconference calls,lookat someadviceand role-playa teleconference. @ Q',.s @ GetSSin groupsto discussthe fourquestions. 5Swhoare in work may haveexperienceof teleconferencing and thereforewill havemoreto sayon this subject.Findout howoften SShaveteleconferences, what the meetingsare about,how manypeopleattend,wherethe participantsare basedand what typeofproblems55 havehadwith (bothtechnicaland languageproblems). teleconferences @ lf your SSare pre-workand havelittle or no knowledgeof the subject,usethe answerkeyasa'live listening' comprehension task, i.e.tetl the 55 to listenwhiteyou read out (someor alLof) the informationand take notesto answerthe first threeouestions, @ Callthe classtogetherand go throughtheir answers, addingpointsfrom the answerkey as appropriate. @ @ TellSSthat theyare goingto write a brieffor a multinational team,explaining theworkingprocedures in their country.Thisbriefshouldtakethe form of a report. Lookat the modelreporton pages138-139to remindSSof someofthe featuresof a report.Alternatively, eticitthe structureof a reportfrom SSand developa templatewith headings andsub-headings on the board.Thesub-heading couldbe the itemsin the thirdtip, i.e.Time,Relationships, Communication, SocialValuesandMeetings. SScanworkin tlvosor threesto discusstheirideasand preparea report.lfyou havea multicultural class,group the SSaccordingto nationality.Circulateand monitor, helpingand correctingwherenecessary and makinga note ofgood languageused,andfive or six commonerlorsfor latercorrectionwith the wholeclass. Suggested answers I Options availabLe: Dial-in Thechairperson of the conference advisesall participants ofthe dateandtime ofthe meeting,andthen provides themwith the phonenumberandaccesscodefor the call. Dial-out (oroperator,ifrequested)dials Thechairperson particiDants andconnectsthemto the teleconference. Thiseliminatesthe needto get phone"number and access-code informationto the participantsbeforethe callcantakeplace.Theparticipantsimplyanswersthe phoneif he or sheis available,andis immediately connected to the call. ODeratorassisted An operatorgreetsparticipantswhenthey callin, andthat operatorusuallyperformsthe rollcallfor the meeting (otherwisethe chairperson is responsibLe for rollcall).The operatoralsoremainsavailablethroughoutthe cal[. 12 Prolectmanagement I Lecturc/broadcasttelcronference Thisfeatureallowsa singlepersonto speakorlecturefor part or all ofthe conference withoutinterruption.All other participantsare placedin listen-onlymode,their lines mutedso thereis no background noiseor interruption fromthem, sesslons Question-and-answer presentations. Thisfeatureis popularfor shareholder Duringtheconference, eachparticipant, otherthanthe presenter, is placedin listen-onlymode.lf a participant hasa question,theyindicateit by pressinga keyon the phone,suchas the hashkey (#).Thechairperson canthen placethemintospeakmode.Thechairperson is usually giventhe abilityto fieldquestionsbeforetheyare addressed to the group,cuttingdownon unnecessary interruptionsand keepingthe meetingrunningsmoothly. Prosand cons problemscanbe Pros:enablesquickdecision-making, handledquickty,it! cheap,savestime and moneyon travellingandsettingup meetings,andallowsyouto be in contactwith peopleanywherein the world. Cons:no visualcommunication or help (e.9.facial expressions, bodylanguage), easiertoget distracted, peoplemaybe lesscommunicative than in a face"to-face meeting,€ouldbe interruptions, noise. background Advanceplannlng @ Makea listofallattendees andchecktheir availabitity on thedateandtimeDlanned. @ Decideon what optionsyouwill usefor yourcall.Wilt it be dial-inor dial-out?Willyouwantit recorded? @ Contactall pa icipantsandgivethemthe dateand time ofthe teleconference. Besureto specirywhich time zoneyou arereferringto, @ Includea wlitten agendafor the teleconference. @ lfyou'regoingto providehandoutsandsupplementary materialtoparticipants, sendit earlyenoughso that it arrivesbeforethe teleconference andDarticiDants havetime to readit andgenerallypreparefor the meelrng. @ 5hort biographical informationon the participantsis a niceaddition, especially whenpeoplearen'tfamiliar witheachother. participants @ Remind of thetelephone numberand accesscodethe daypriorto the meeting,asthey ftequentlymislayit andcan'tfind it whenneeded. TellSStheyare goingto listento threeconferencecallsand haveto decidewhat the problemis. Playallthree recordingsand allow55 time to compare theirideasbeforeplayingthe recordings again. Gothroughthe answerswith the wholeclassaskingSSto saywhattheyheardwhichhelpedthemto decide. Suggestedproblems 1 Thefirst speakeris talkingaboutan issuethat isn't on the agendafor discussion. 2 Someonearriveslate,givingher apologiesand interruptingsomeoneat an inappropriatemoment when he is givinga presentation. 3 Gerryusesan in-iokeor colloquiallangnge (a tdck up hri sleeye)whichis insensitive,as other peoplewho maynot understandthe joke will feel excluded. As a foltow-upto the tistening,askSSifthey haveeverhad similarproblems.SSoftencomplainthat nativeEnglish speakersusea lot ofiargon,slangandjokesthat they don't understand,whichcan leadto 55 feelingfrustrated. (9 o Explainthat SShaveto completethe sentencesstems(1-Z) andthen matchthemwith the secondpart (a-d. GetSSto studythe phrasesin the boxanddealwithany questions,initiallyby throwingthe questionopento the Dothe first item togetheras an example,then get SSto work individualtvon the restofthe exercise.Circulateand monitor,helpingwherenecessary. GetSSto comparetheir ideasin pairsbeforegoingthrough the answerswith the whoteclass. r g) take a roll call 2 a) the agenda 3 b) basicrules 4 c) an eyeon 5d) keeptrack of 6f) get feedback 7 e) go overwhat wasdiscussed o As a follow-up,ask SSwho do haveteleconsif they do thesethings,whetherthey agreewith all the adviceand if theywouldaddanymoresuggestions oftheirown. o a TellSSthat they are goingto role-playa teleconference, usingsomeofteleconexpressionsin the Usefullanguage DOX. a Gothroughthe expressions in the boxwith the wholeclass. Askthemiftheycanthinkofany moreexpressions that theyusefor thesepurposes. Drillpronunciation ofsome expressions, highlightingsentencestress,linkingfeatures and intonationon the board,if necessary. Don'tget SSto just oneor two fromeach repeatalltheexpressions, sectionthat might be difficultin termsof pronunciation. o GetSSto look at the backgroundinformationabout ArchibaldFoodGroupand look at the photoofsome of its ploducts.Dealwithanyquestions.AskSShowthey think the companymight haveto adaptthe productsfor the Chinesemarket(e.9.makethe biscuitssweeterto suit the Chinesepalate). a DivideSSinto groupsofthree. SSA, SSB and SSC look at their corresponding informationon pages48, 156and 158. Makesureallthe SSknowwho theyare in the role-play. GetSSto take notesand oreoarefor a few minutesbefore theystartthe role-play. Dealwithanyquestions. When thereis a classwith onlv two students,or a one-to-one class,the StudentB (Francesca Russo)and StudentC (Gao Shan)rolescouldbe combined.With biggergroups,a fourth studentcouldlistenand evaluatehow $rellthe othersdo accordingtothe tips in ExerciseE. a Circulateand monitoras 55 do the role-plays.Makea note ofSS who carryout the task successfully, any useful languageused,and five or six languagepointsfor pronunciation, correction, including | 12 Prolectmanagement Calltheclasstogetherwhenit seemsthat mostgroups havecompletedthe task.Gothroughfeedbackwith the whoLe class,praising appropriate techniques andlanguage usedfor telecons. AskSSto predictwhy a buildingprojectmight be two monthsbehindschedule. Don'trejectanyideasat this brainstormingstage. Tell55 to readthe reportaboutthe delayson page113to seeifany oftheirpredictions werecorrectandto findout whatcausedthe delavs. Writeup anypointsthatneedcorrection on the board.Elicit the correctformsandpronunciation fromSSwhere possible Dealwithanyquestions SShavebythrowingthe question opento the whoLe classin the firstinstance. Feedback couldthenbe in the formof actionminutes.Elicit the decisions madefromthe 5S discussion, the person responsibleandthe datefor action.Alternatively, for furtherwritingpractice, SScouldwriteactionminutesfrom the teleconthemselves. Remind themofthe structureof actionminutesby referringto page136ofthe Writingfite. GetSS,in pairs,to compare theiranswers, summarising and retellingwhat they'vereadusingtheir own words. Callthe classtogetherand go throughthe answerswith the wholeclass. Forfollow-uppractice,go to the Resourcebankon pages 23!-232, . Suggestedanswers 6 Thedevelopers wantedthe designschanged, andthe architects tookthreeweeksto do this. o Therewasdelayedroadaccessto the site for some equipment. @ A buildingsub-contractor couldn'tstarton time because probtems theyhadfinancial andtheyweredelayedon anotherproiect. @ Detivery ofsteelhadto be delayedastherewas nowhere to storeit. Thecostof steelsubsequently went proiectIn A Canadlan developer hasa maiorconstruction Shanghai. Theteamls multlnational andbasedin three contlnents. A newproiectmanager hasto dealwithdelays andcosto\rerrun. up. A heatwave meantit wasn'tDossible to workthe around the clockin the surnmer. Background o GetSSto focuson the openingphoto.As a lead-into the casestudy,ask 55 what theycanseeandwherethey think this picturewastaken (e.g.buildingworkersin hardhats, scaffolding,skyscrapers in shanghai,china). @ Writethe followinghead?ngs from the left-handcolumnof the tableon the board. @ GetSSto readthe background information. Dealwithany questions theymayhaveandelicitinformation fromSSto complete right-hand the column. Project developer / client Leatty Industry Property development Basedin Canada Locationof proiect Shanghai, China Proiect description three-phasehousing developmentwith shopsand leisurecentre Locationof teammembers Architectsin Germany, structural engineers and in China. buildingcontractors Problems at nine-month stageof project 16010 overbudget,two months behindschedule Whya newprojectmanagerto rescue thetroubledproject (PM)hasbeenappointed o Finally,ask SSto imaginethey werethe PMon the project. Getthemto workin smallgroups to brainstorm some solutions to the problems as theyarise. @ CalLthe classtogetherand get feedbackfrom the groups.lf timeis limited,askonlyoneor two groupsto feedback. g (-) rz.o--r:.9 Listenin @ As a lead-into the listening,get SSto lookat the World ClockMeetingPlanner anddecidewhenthe besttimefor teleconferences wouldbe for a teambasedin thesethree locations.(Theretno rightanswerto this question.Clearly whenit's morningin Torontoandearlyeveningin Berlin,itt lateat night in Shanghai.Onesolutionwould be to rotate the meetingtime) o Askthe SSwhereeachofthese groupsis based.Cthe propertydevelopersare in Toronto,Canada;the architects are in Berlin,Germany;the buildingcontractorsare in Shanghai, China,asarethe structural engineers for the project.) @ AskSSto predictwhyteammoralemightbe at 'rock bottom'.Don'treiectanyideasat this stage. @ TellSSto listenandnotedownthe problems one representative fromeachgroupmakes. @ GetSSto compare theirideasin pairsandpLaythe recording again. Report @ Gothroughthe answers withthewholeclass, o Ask SSto look at the milestonesset at the start of the projecton page112.Dealwithany questions. @ Aftercheckingthe answers,ask SSifthey wouldliketo read the audioscriptson page175and listento the recordings again.Dealwithanyquestions. 12 Proiectmanagem€nt I The developers o Not everyoneknowshowto usethe Internet-based applicationcorrectly.But Somepeopleare not familiar with the software. a ltt causingproblemswith communication. Somepeople in Germany andChinaareusinge-mail,telephone and paper-based systemsinstead.ltl thereforedifficultto keeDtrackand work is duDlicatedor missed. @ Thedeveloper wantspeopleto be moretask-driven and deadline-oriented. but contractors andconsultants in ChinaandGermany focuson maintaining a veryhigh quality.Thedeveloperwantsa 'goodenough'approach. Thearchltects o There'sno face-to-face communication, and it's more difficultto exchangeinformationand solveproblems.No senseof workingtowardsa commongoal.Moretelecon meetingswould helpfor statusand progressreports. e Notenoughtime allocatedfor qualitydesignand revisionsto the plans. Feedback a Whenmostofthegroupshavewounddowntheir discussions, bringtheclasstogether. a Praise anyexamples of gooduseof language andaskSSto providecorrections to thecommon errorswherever possibLe. Gothrougheachofthe pointsquicklywiththe wholeclass. Askoneor two groupsfor theirsolutions andaskthe other groupsifthey hadanydifferentsolutions. AskSSto decide what the bestsolutionswere. Toroundoffthe activity,summarisethe discussion, highlighting someofthe SSbestideas. Writlng GetSSto tookat therubricfortheWritingtaskanddeal withanyquestions theymayhave.Brainstorm the information thatshouldgoin thereportandputthese pointsontheboard. Ask55 to lookagainat thereportaboutdelayson pagefl3 (e.9.headings andto notefeatures suchasthestructure andsub-headings) andlanguage used(e.g.passive forms, nocontractions, linkers). Alsoget55 to lookat themodel reporton pages138-139 oftheWritingfile. GetSSto writein pairsor individually to produce the reDorI. The bulldlng contractor @ Timedifferencesmaketeleconferences difficult.The meetingtimesaresetat the Canadian team's convenience. Everyone in Chinais tired whenmeetings areheld. @ Contractordoesn'tlike speakingat teleconmeetings and feelshe'sconfrontingthe clientby discussing delaysin the schedule.Thiscausesmisunderstandings. The structural englneer3 € Thefeedbackfrom the ctientis negative.Theyhave achieveda lot in ninemonths, o Theengineeringteamis working6o-hourweeks.There's no time to enjoythe?rwork as the workschedulesare unrealisticand aggressive, There'sa dangerof burn-out. o There's no clearideawhenthisphaseofthe projectwill be finished. @ Get5S'sinitialreactions to the problems mentioned. Don't spendlongon thls, as 55 tvill havean opportunityto discusstheirideasin moredetailasoartofthe maintask. Task Dividethe SSinto smallgroupsofthree or four.GetSSto look at the task and dealwith anyquestions55 mayhave beforethey begin. Ask SSwho theythink the proiectsponsorwouldbe in this positionin case(i.e.someonein a seniormanagement Leatty,the propertydevelopmentfirm, but not the PM's immediate linemanager. ThePMworksfor the main buildingcontractor overseeing the projectin China). Circulate andmonitor,checking SSarecarrying out the task correctly.Makea noteofany usefullanguagebeing usedandcommonerrorsfor correction, including pronunciation, for laterfeedback. J wririrgnt",.res 138i39 Circulateand monitor,checkingSSare completingthe task correctly. GetSSto write the final reporteitheras a classactivityin oairsor for homework. ttol o Gothroughtheinformation in theCourse Bookwith yourstudent.Explain anydifficulties. Inthetask,you aretheproiectsponsor andyourstudentis theproiect manager. Don'tdominate theconversation in thistask, butsayenoughto keepit goingandaltowyourstudent to askandanswerouestions. a Atthesametime,monitorthelanguage thatyour good studentis using.Notedownany examples of language andpointsforerrorcorectionor improvement. Comebackto thesepointslater.Praise good any examples oflanguage usedandgooverany pronunciation. errors,including Record on therole.pLay cassette or video,ifdesirable, forintensive correction work. Reaision Thisunit revisesand reinforcessomeofthe key languagepointsfrom tJnits10-12,and linkswith those unitsare clearlyshown,Thisrevisionunit, like RevisionunitsA, B and C,concentrates on readingand writingactivities.Someofthe exercisetypesaresimilarto thosein the Readingand Writingsectionofthe BusinessEnglishCertificateexamination(HigherleveDorganisedby the (Cambridge ESoLExaminations ESoL). University of Cambridge practice, page211. Formorespeaking seethe Resource banksectionofthis bookbeginningon Theexercisesin this unit canbe donein class,individuallyor collaboratively, or for homework, @ ThisexercisegivesSSfurtherpracticein usingthe languageof onlinebusiness,followingthe vocabularyand listeningon pages9og1. rb zc ad 4a S a 6h 7c 8d 9b roc @ ThisexercisegivesSSfurtherpracticein usinge-commerce vocabularyfollowingthe reading pages Point out the rubric and explain on that SShaveto find oneword whichdoes 92J3. rot collocate, l fickle 2time 3flashy 4 back-end 5 store 6order Twebsite SseLling 9 price 10 a mistake @ ThisexercisegivesSSfurtherpracticein usingcleftsentences,followingthe languagework in the Grammarreferenceon page131. 1 lt is the increased 2wastheirpoor 3Thethingthat 4Whathas 5Queuing 6 is that it's @ 55 workon expressions for summarising anddealingwithquestions in presentations (page94). 1c 2f 3b 4e sa 6g 7d @ 55 write a reportwhichgivesfurtherpracticein usingthe Language of onlinebusiness followingthe casestudyon pages9697. r:9J UnitD RevisionI Sampleanswer Report AudloWire'sOnline Sales Introdudion AudioWirelaunchedits websiteten yearsago.Thesitewas initiallyusedsolelyfor advertisingpurposes.lt wasfelt that it was not viableat this earlystageto introducethe optionto buy our productsonlinefor two main reasons.Firstly,the costof integratingthe onlinepurchasingprocesswith back-endsystemswas high.Secondly, the generalpublic were morewaryaboutbuyinggoodsand seryicesonlineat the time. Shoppingcart A shoppingcart wasaddedto the websitefive yearsago.Overa three-yearperiod,we monitoredsalesconversionrates,that is the percentageof peoplewho visit our site and decideto makea purchase online.lt wasfoundthat userabandonment duringregistration and purchasingwas high,at around49'l.. Some23oloofvisitorsonly browsedthe site,1zolo wererepeatonlinecUstomersand 11olo wereone-olfcustomers. Redeslgnedwebsite Giventhe factthat only 28oloofvisitorsactuallymadea purchaseonline,the consultants OnlineExperience were hiredto evaluateand redesignourwebsitewith the aim ofincreasing converstonrates. onllne sal€sslncethe relaunch Thewebsitewas relaunchedon July15 lastyear,and the first 12 monthshaveseena marked improvement.lJserabandonmenthasfallento 41olo, whilethe percentageofvisitorswho only browsethe site hasalsodippedslightlyto 22olo. Returningcustomersnow represent24olo of visitorsand one-offcustomers13olo, Conclusion Thestreamlinedregistrationand purchasingprocessand the moreuser-friendly interface haveclearlyhada positiveimpacton conversionrates. (z6z words) givesSSfurtherpractice o Thisexercise in usingthe language of newbusiness, followingthe on page99, vocabulary ran entrepreneur2goinginto 3 franchising4redtape 5running 6businessplan capital rc go out ofbusiness Tgrants 8loan 9 Venture o SSwork on expressionsfor dealingwith customersand supplierson the telephone(page ao2t. rd o 3b 4 e 5 a SScorrecta letter by identifyingthe extraword that appearson some,but not all, ofthe lines, DrawSSk attentionto the rubricand the factthat someofthe linesare correct. !/ o 2C 2/ tyou 4/ sthe 6 have 7to Sbeen gthat tol 11not 12do SSwrite a short presentation. Thistask followson fromthe contextofthe casestudyon pageslo4-1o5. l:r' I unit D Revision Sampleanswer It is my greatpleasureto makethis presentationon behalfof Copisistemtoday,My namet of the company with mycolleague here,JoseRam6n andI am ioint-owner DougHaltiwell, Garcia. Thenl'[[ teamat copisistem. I'dtiketo startbytellingyouaboutour greatmanagement of investing in our company. I'dalsoliketo tatkbriefly outlinethe risksandopportunities I'll giveyouthe abouta recentiointventureandour plansto expandourteam.Finatly, pLease feelfreeto duringmy presentation, financial details,lfyou haveanyquestions asKme. JoseRam6nand I startedCopisistemten yearsago,Betweenus,we have20 years'technical Wehavea greatteam and managerialexperienceworkingfor electronicscorporations. workingwithus,mostof whomhavebeenwith us fromthe startofthisventure, Wewereone ofthe first companiesto offer DVDcopyingservicesand we havemanagedto makingusthe leadingcompanyin this capturesomeofthe biggestclientsin the country, we believethat our commitmentto field. lt is true that thereis strongcompetition.However, high quality,competitivepricing,timetyorderprocessingand constantinnovationcontinueto give us the edge. Therehasbeena majordevelopmentthis year.We haveformeda strategicalliancewith a the increase volumeof orders.Wearealsoplanning rivalDVDcompanyin orderto deaLwith with experience ofother European marketsto helpexpandour to recruita SalesManager business. l'd now like to turn your attentionto somefigures.As you canseefrom page3 ofthe handout,ourturnoverhasalmosttriptedin the lastthreeyears,from5.8millionto 15.7 millioneuros.What'smore,our proiectionsshowsteadygrowthfor the nexttwo to three yearsat least. and Youcanatsoseethatthis highvolumehasalsomeantthe needto investin equipment staff,and our runningcostsare thereforehigh.Weestimatethat we needa capital of cash to the nextlevel.Thisiniection investment of 10mitlioneurosto takeour company will allow us to set up a factoryin Slovakiaas part ofour strategyto breakinto the European of costsfor this proiect. a breakdown market.lfyou lookat page5 of my report,you'lLsee be hasthe potentiaLto Thankyoufor yourattention.I'msureyou'llagreethatCopisistem services. oneof Europe's leadingDVDduplication (42owords) @ Thisexercisegives55 furtherpracticein usingthe languageof projectmanagement, andvocabulary on page1oZ. followingthe listening r deadline 2 reacha consensus 3 setbacks 4 overbudget 5 safety 6 multi'task 7 on track 8 sponsor @ ss work on cohesivedevicesfollowingthe languagework on pages1o8and 133. rl t 2 i t 3 B y th e n 4they 5theother 6both parti es Tthe proi ect S thi s 9 them 10this @ 55 are givenfurtherpracticein vocabularyrelatedto workingwith internationalproiectteams followingthe Businessskills sectionon page11o. anddeliverables l speakup 2 confronting3 overruns 4 directstyle 5 milestones 6 face-to-faceTaroundtheclock 8 meetingtimes 9 telecon 10teamwork UnitD RevlslonI @ SSwrite an e-mailgivingculturaladvice,basedon the informationthey havereadin the previouSexercise. Sampleanswer Subiect: From: To: Yournew project SandraWinterbottom EnriqueMartinez HiEnrique, Congratulations on your newproject.lt soundsvery exciting.I'd be gladto helpyou prepare for workingwith your lndianandAmericancolleagues. As you know,I'veworkedin Chicago andI spenta monthin Indiaon my lastproject. Thefirst thing to bearin mind is that Americansmayseema bit argumentative, but it,sjust theirdirectstyleof communication. Don'tbe offended, youlikea it'snothingpersonaLand livelydiscussionanyway.Indianpeople,on the other hand,are moreindirectin the waythey speakandthey won't usuallysay 'yes'or 'no' outright.Makesureyou alwaysconfirmwhatt beenagreedand write downallthe targetsand deliverablesfor everyoneto see.I usea flipchartor whiteboardfor that purposein meetingsand then sendactionminutes afterwards. I expectyou'll havelots of teleconferences andyou won't havemanyface-to-face meetings afterthe initial phaseofthe project.Youmayfind that your Indiancolleaguesdon't like contributingmuchto telecons.lt's bestto askthem a questiondirectlyto encourage participationand alwaysthank them for their contribution.Also,l'd suggestyou rotatethe telecontimesso it isn't alwaysset in the daytimeherein the Statesand at unsocialhoursin lndia. That'sallthatoccursto mefor the moment.I hopeit! useful.lf I thinkofanythingelse,l'll let Youknow. Allthe best Sandra (255words) I UnitD Revision @ 55 aregivenfurtherpractice in writingactionminutesanda shortreportfollowing the role-playon page111.Thestatusreportcanbe in the form ofan email. teLeconference Sampleanswers Actionminutes Toto in China'project Date: 25November 2006 Present: BobFrasier, GaoShanandFrancesca Russo 1 Nextroundof trials Franreported onthesuccess ofthelastroundof product withthenewimproved biscuitflavour. triaLs Franis goingto nextweekto workwithGaoontwodaysof Guangzhou furthertrials. 2 Produdtabetling Thepackaging department hassolvedtheproblem with labels. Sample labels willnow be the available in Chinese andEngtish bymid-December. capacity 3 Production GaoShanis stillworking onoptions to increase capacity. He'sexpecting a quotefor newmachinery in thenextfew daysandwillcontactBobifthe costis morethan overwhatwasbudgeted for. Zolo 4 Consumertesting TheMarketing department willstartconsumer testing after nextweek. thenextsetoftrialsinChina Subjectr To: From: Action By FRandGs 2 Dec FR 15 Dec GS 28 Nov BF 9 Dec Totoin ChinaStatusReport RachelStevens BobFrasier HelloRachel. I'vejust hada teleconference with FranRussofrom R&Dand GaoShan,our Headof Production, to discussthe statusofthe TICproiect. You'llbe pleasedto knowthat the biscuitflavourwasimprovedin the last roundoftria[s. FranandGaoaredoingmoretrialsnextweekin Guangzhou, andthenwe canstartconsumer testingsoonafterwards.l've now scheduledthat for the weekbeginning9 December, so the slippagethere isn't lookingbad at this stage,abouttwo weeks. Gaowill also get backto me nextweekaboutthe newmachinerythey'reinstallingto boost production I'll letyouknowifthereis likelyto be anydelayor maiorcostoverrunon capacity, thatfrontbvthe endofthe month. That'sall for now.We'veagreedto hold anotherteleconafterthe trials,so I'll sendyou an updatenextweek. Bestregards Bob (16zwords) Textbank TheTextbankcontainsarticlesrelatingto the unitsin the CourseBook.Thesearticlesextendand developthe themesin thoseunits,Youcanchoosethe articlesthat are of most interestto yourstudents.Theycanbe donein classor as homework.Youhavepermissionto makephotocopiesofthese articlesfor vourstudents. Beforeeacharticle,thereis anexercise to useasa warmerthat allowsstudents to focusonthevocabulary ofthe articleand prepares themforit. Thiscanbedonein pairsor smallgroups, witheachgroupreporting its answers to thewholeclass. lf usingthearticlesin class,it is a goodideato treatdifferent sections in different waysforexample reading thefirst paragraph withthewholectass,thengettingstudents to work paragraphs. in pairsonthefolLowing lfyou'reshortoftime,get differentpairsto readdifferentsections ofthearticle simultaneously. Youcancirculate, monitorandgivehelpwhere necessary. Students thenreportbacktothewholegroupwitha succinct summary and/ortheiranswers for to thequestlons thatsection. A fullanswerkeyfolLows theartictes(starting on pagezo4). IntheOverto yousection(s) following theexercises, thereare points.Thesecanbedealtwithbythewholeclass, discussion or theclasscanbedivided,withdifferentgroupsdiscussing differentpoints.Duringdiscussion, circulate, monitorandgive helpwherenecessary. Students thenreportbackto thewhole production class,Praisegoodlanguage andworkonareasfor improvement intheusualway, pointscanalsoformthebasisforshortpieces Thediscussion ofwrittenwork.Students willfindthiseasieriftheyhave already discussed thepointsin class,butyoucanaskstudents to readthearticleandwriteaboutthediscussion oointsas homework. I Textbank Beinginternational M Networking difficuLty: OOOI I Levelof Beforeyou read Whydo people'networf?Doyouthlnknetworking is useful? Why(not)? Reading ReadthisarticlefromtheFlnancidlTimes andanswertheouestions. I refuseto hobnobfor advantage the bottom of my hanilbag, and one person he had ever hired on they are usually a bit grubby on the strength of a meeting at this At somepoint on Tuesday,1,000of the rare occasions I am required to sort of occasion. So why did he go the worlal's leading businessmen produce one. Other people'scards on turning up? As a younger man, go back into my bag, and get fisheal will get on aircraft and hurtle he had simply liked seeing and acrossthe sky to Davosto attend out whenever I spring clean it. being seen. It had tickled his the Worlal Economic Forum. In They then sit on my desk for a vanity, but that day he discovered their briefcasesthey will havea fat while before eventually going into that his ageing vanity was no stack of business cards and a the bin. longer in need of tickling, or at collection of glossy invitations. 4 Networking may not be all it is least not in this way. EYeryhour of the day for five days cracked up to be. Last week, I had z The more I think about it, the there will be a different social lunch with a man who was a odder I frnd the whole networking process. The very word is offengagement to Eey into their famous UK entrepreneur in the personaldigital assistants. putting: it sounds so pushy and 1980sand now has many fingers in point On Tuesday, I will be on the 8.38 many pies. The previous night he calculating. The of a.m.to MoorgateStationasusual. had been invited to a drinl(s party networking is to meet someone I am not going to Davosthis year.I in a grand London hotel. The great more important than you are, But diil not golast year,either.In fact, I and the good of British industry if everyone goes to a party have never been,'Never been to were there, along with all the determined to network, the whole Davos?'peoplesay,eyeswide with biggest brokers, lawyers and exercise becomes self-defeating. It go. You'al accountants touting for business also offends against the idea that 'mazement. 'You must love it. You'd get to meet so many and laughing just a touch too we work in a meritocracy, where people.'I always nod, but actualy loudly. talent will out, eventually. In true the prospect of tbe biggest : He checked in his briefcase and life, of course, talent does not networkathon in the world went into the heaving ballroom, always out. The smarmiest bave appealsto me even less than the smiling anal catching the eyes of an annoying way of getting to the prospect of going skiing - which the people he knew. Suildenly he top. But it doesnot follow that the appealsnot at all. Having to malG felt tired by the whole thing. He collecting of business cards at conversationwith strangerswhile did not see the point of being drinks parties is a good use of squinting at their name tags anal there. Sohe collectedhis briefcase, time. Ah yes, networkers say, trying to work out U you should regretting the !2 he hail paiil to the Theirs is an art, and you have to haveheard of them is a wretched cloakroom attendant for five learn to do it $/ell. Hence the way to spendan eveningi doing it minutes' custody, and went home success of volumes called Nonfor days on end must be pure to watch the cricket on television. Stop Netu)orking, Netuorking torture. 6 It had taken him 6Gplus years to Magic or The Neh.DorkingSuraiual The whole networking process realise that networking was a Guide. defeats me, in particular the waste of time. He could not businesscards. I keep my own at remember one business deal or FINANCIALTIMES by Lucy Kellaway ,56J o Pearson Education Limited zoo6@! TexlbankI Mil Beinginternational Readthewholearticleandmatchtheseheadings to the paragraphsthey relateto. a) A recentnetworkingeventin London b) Oneentrepreneur's reactionto the Londonevent c) Theentrepreneur's new-foundfeelingsaboutnetworking d) A descriptionofan internationalnetworkingevent e) WhyLucyKeltawaycriticisesthe networkingprocess f) The reasonswhy LucyKellawayisn't goingto Davos g) LucyKellaway!policytowardsbusinesscards Matchtheseadjectivesfrom paragraphr (r-5) with the nountheydescribe(a-€). 1 leading a) digitalassistants 2 business b) cards c) businessmen 3 glossy d) engaSemenr 4 social e) lnvitations 5 personal Matcheachofthese nounswith the adjectivefrom Exercise goeswith.Morethanonecombination 2 it commonly may be possible. a) brochure b) lunch c) brand O computer e) occasion Readparagraphs 2 and3 andsaywhetherthesestatements are true or false. LucyKellaway... a) goesto work by train. b) hasalwaysbeeninterestedin aftendingthe World Economic Forum. . c) doesn'tlike talkingto strangersat networkingevents. d) canneitherunderstandnor dealwith networking. e) finds her businesscardsdon't stayverycleanin her handbag. f) often hasto give peopleher businesscard. s) regularlysearchesthroughher handbagto find cards. h) keeosallthe businesscardsshereceiveshom contacts. 5 Readparagraphs4 and 5. Choosethe correctalternativeto in ifalics. explainthe wordsand expressions a)'Networking maynot be alI it is crackedup to be.'"fhis meansit isn't as ... D difficultas it seemsat first. ii) crazyas it looks. iii) goodas peoptesay it is. b) ...hasndny fingetsin manypies meansthat someone... D suffersfrom an eatingdisorder. iD is influentialand involvedin manyactivities. iiD is the ownerof a famouschainof restaurants. c) Thegrcat and the good meanspeoplewho are ... D respectedfor their charitableworks. ii) consideredimportantiii) members ofa secretorganisation. d) Toutingfor businessmeansthey were... i) tryingto persuadepeopleto buywhat they were offering. ii) praisingsomethingto convinceothersthat it! important. iii) tryingto buy and sellticketsfor sportseventor concert. Education zoo6 o pearson Limited EI@!E e) 'He checkedin his briefcase'heremeanshe ... D lookedinsideit. i0 left it at the akport check-indesk. iii) left it in the hotel cloakroom. f) '...andwentintothe heavingballroom, smilingand catchingthe eyesofthe peoplehe knew.'Thismeanshe was... D tryingto get the attentionof influentialpeople. ii) lookingat acquaintances astheylookedat him. iii) wantedto avoideyecontactwith peoplehe knew. g) 'He did not seethe point ofbeing there'meansthat he... i) felt therewas no goodreasonto be there. ii) felt lost becausehe didn't knowanybody. iiD didn'tunderstand whythe eventhadbeen organised. Readparagraph6 and correctthesesentenceswhere necessary. Theentrepreneur... a) had only recentlycometo think that networkingwas not a goodwayto spendhis time. b) thoughthe had madea lot ofuseful businessdeals while networking. c) hademployed onlyonepersonhe hadmetwhile networking, d) foundhe enjoyednetworkingmoreas he got older. e) hadnetworkedto help him feel goodabout himself whenhe wasyounger. Findadiectivesin paragraphZ to matchthesedefinitions. a) appearingunattractiveor causingdislike b) doingeverythingyou canto get what you wantfrom otheroeoole c) thinkingcarefullyabouthow to get exactlywhat you want,without caringaboutanyoneelse d) causingproblemsthat you aretryingto prevent e) makingyoufeelslightly angry Overto your . Whataretheadvantages anddisadvantages of networklng, accordingto thearticle?Doyouagreewith someor anyofthe pointsmade? . Canyouaddanymoreexamples of advantages and disadvantag€s? . Whatis the bestwayto goaboutnetworklng ln youl profession or company? Whatorganisations areusefulto ioin?Whateventsareworthattending? 0verto youz Doyouthinkyoutivein a meritocracy wherethehighestsociaI positions areoccupied bypeoplewiththemostability?Why (not)? I text bank Beinginternational @ Relocating difficulty: OOOI I Levelof Beforeyouread Wouldyouconsider relocatingto anotherregionor countryforwork?why (not)? Reading ReadthisarticlefromtheFinancial Timesandanswerthe ouestions. It's a brave new world out there ... so should vou relocate? by HenryTrlcks Relocationagentslike to saytheir business is shockproof. When times are good, business people move around tlrc world with the fluidity of cross-cultwal commuters. When times are tough, they headbackhomeagain. One way or another, they are always on the move.However,the business of relocation agents is changing. These days, when executives are given their marching orders,ft is a brave new world they are entering.In clecline are the expat ghettos, the lavish rental allowances and the monocultural schools. Instead, expatriates are increasingly wanting to blend into their surroundings. The habits of this well-heeled human have trallic big implications for property markets aroundtlre world; expatriateshave long beena mainstayof the luxury rental sector. In central London, some40 per cent of tenants work in the linancial sector,and threequarters traditionally come from overseas. Landlorils in tlrc most exclusive expatriate neighbourhoods - St John's Wooal for Americans, Kensington and Chelsea for Europeans- have been forced to tal<elower rents on the chin. They have also had to invest heavily to stand out in a saturated marketplace, ripping out old carpets to put in r,'roodenfloors, raaliatorsto fit underfloor heating, and baths to make way for power showers.Horror of horrors, they have also been forced to compete with lorarer rental locations 6 Fons Trompenarrs, a Dutch attractive to expatriates outside of cross-cultural academic and Iondon. author of a pioneering book on the The change is felt just as keenly subject Riding the Waves of in other parts of the world. Cultue, believes the old According to Stephan Branch of expatriate lifestyle is dying out. worldwide Sirva Inc., the 'You now see many more nomads, relocation specialists, landlords in who stay not years in a country. Hong Kong have been offering but days, and jump from country businesses free accommodation to country.' for up to 18months of a three-year 7 The hotel industry has already lease to secure their tenure. He adapted to the strain of such a says even expat-friendly lifestyle, offering fitness rooms, to Singapore, home 80,000 healthier food and better foreigners working in white-collar communication linl$ - in short, professions, has begun to play more home comforts. Increasingly, second fiddle to Chinese cities however, executives will demanal such as Shanghai, where rents are from thet companies homes away lower, and the infrastructure and from home, he believes, in the improving schools are form of serviced apartments peppered amund the world. These imneasurably. So, what are the changes to the might be owned on a fractional typical expat way of life? Cris basis: available for a number of Collie, executive vice president of weeks a year. But they will often global Worldwiale ERC, a come with concierge services and your relocation association, says tailoreal facilities, so Americans, for example, are likely favourite wine is stored for you, your own paintings are or1 the to travel less, with more US companies moving employees wall, and there are tickets to your locally, rather than across favourite show rvhen you alrive. continents. 'It's not just going to 8 That means there is less neealto be the tlTical American expat uproot families, disrupting the working for a US company any chilalrenh education and putting more. They've built up cadres of strains on a marriage, It does professionals all over the world. mean. however. that some of the pungent flavour of living abroad The talent is much more global.' That means shuffling more will be lost. Which is a shame. Europeans around Europe, and Because it's a wonderful world out Asians around Asia. When they do there, and exploring its tmvel, American assignments are neighbou-rhoods - and tbe people likely to be shorter: to train local who live in them - should be one of employees, for example, then head the most fulfilling career moves a home. The days of compound businessexecutivecan ever make. living are also in abeyance, he believes: 'We're clearly moYing to a FINANCIALTIMES more homogeneous world.' .v Pearson Eoucaron Lrrn"o,ooo [@t!! TextbankI Gil DerngInrernaronar Readthe artlcleandput thesepointsin the orderthey appearin the article.Therearetwo thatdo notappear. a) Executives' familiesdo not haveto retocateas oftenas in the past. b) Peoplenowwant a differenttype of accommodation whentheyrelocate. c) Culturaldlfferencesput stresson businesspeoplewho retocate. d) Executives are no longerworkingabroadfor long periodsoftime. e) Relocationagenciesbelievethat theywill alwayshave lotsof business. f) Servicedapartmentsmaybecomea morepopular alternativeto hotels. g) MoreAsiansand Europeans are relocatingto America. h) Thereis a downwardpressureon luxuryrentsin many keylocations. ljsethe correctformofan expression in paragraph 1to comoletethesestatements, a) A personor thing that is strongand resilientafter being in a difficultsituationis............ . place,they............ b) lf someone returnsto a particular ............ there. c) A personwho travelsa long distanceto work everyday is a ..,...,--.. d) To be constantlytrav€llingis to be e) Whena personis ordered to leavesomewhere, theyare f) A situationthat is new and excitingand expectedto improveone'slife is knownas a ..,......,.. ..,,. g) Partof a city wherepeopleof a particulargroupor class areconcentrated is knownasa ........,.... h) A generoussum of moneygivento someonefor accommodation is a . i) A personwho livesin a foreigncountryis an ..,......... , or an ....,...,... for short. i) lfyou wantto appearsimilarto peoplearoundyouand not be noticed,you try to.......,.... ............ the group. 3 Readparagraphs2 and 3 and find wordsand expressions which matchthesedefinitionsand descriDtions. a) informalword meaning 'rich' b) the activityof buying,sellingandrentingbuildings c) importantpart of somethingthat makesit possiblefor it to continueto exist that payrent to work or live O peopleor organisations somewhere e) peopleor organisation thatownlandor buildings f) expensivepartsoftown whereforeignerslive g) accepta difficultsituationwithout complaining h) be reallymuchbetterthan the rest l) whenthereare morepeoplesellingthan buying D makeit possibtefor somethingneweror betterto be built @ Education zoo6 @Pearson Llmired Readparagraph4 and saywhethertheseslatementsare trueor false. a) Somelandlordsofferthreeyears'freeaccommodation to businessesin HongKong. b) lt's possibleto get a rent-freeperiodfor signinga threeyearagreement in HongKong. c) Thereare 8o,oooforeignomceworkerslivingin Singapore. d) Singaporeis morepopularthan Chinesecitieswith oeoDlewho relocate. e) Theinfrastructurein Shanghaiis graduallygetting better. Matchthe two partsofthese phrasesfrom paragraphs5 and6. I executive a) relocationassociation 2 global b) lifestyle rocaL c) academic 3 compound d) world 4 e) book 5 homogeneous 6 cross-cultural 0 living pioneering g) employees 7 I old expatriate h) vice president Readparagraphs Z and8 andusethecorrectformofthe verbsto replace thewordsin ,'talics. proyidemanynewfacilities a) Hotets for business travellers, b) Serviced apartmentsarc in manydifferent locotions around theworld. c) Servicedapartmentswitl hayeconciergeservicesand tailoredfacilities. d) Familieswon't haveto leavetheirhomesfor a newplace as often. €) Relocationcanadverselyoffecta couplet relationship. Overto your . Whatarethe mostexctusive neighbourhoods in yourcityor town?Domanyexpatslivein them?Whatnationalities are they? . Whatwouldbethemostimportantfactorsforyouin terms of relocating to anothercountry? Overto youz Whathotelfacititiesandservices doyouthinkareessential whenyoutravelabroadfor Yvork? ls, I text bank I|lfin Training Business ideology ooo Beforeyouread Why do you think manyMBAstudentschooseto study abroad?Wouldyou study businessin an emergingeconomysuchas China,India,Brazilor Russia?Whatwoutd be the advantagesand disadvantages? Reading Readthisartictefromthe FT.com webslteandanswerthe ouestions. Goodbye to old-fashioned ideology by DellaE6dshaw If infectious enthusiasm were all Companies are eager to learn from you, the professors. China is it took, then the school would Earlier this year, the Chinese already be a world leader in changing every day.' The EMBA government took one of its most businesseducation.It is easyto see alumni network is extremely powerful, he says. 'We can get into significant stepsto datein ditching why Professor Xiang, an old-stylebusinessanaleducation accounting professor by training, companies. we can get information is so keen. Since its inception, the ideology.It licensealChina's first not thowh the formal channels.' privately ownedbusinessschoolto Cheu[g Kong business school - the z Professor Xiang believes the run MBA programmes.This ultraname means 'Yangzte River' - has Cheung Kong school is a bridge graduated its first MBA students, capitalist move was a sign that between western academic launched a range of executive China intends to becomea world research and Chinese knowledge. player in manageeent etlucation programrnes and is con templating He says: 'People like myself have and that it will adopt Us-style a doctoral degree programme. this view and vision. We don't educationpolicies to do so. The That the school has come so far so want to regurgitate what we learnt quickly is thanks not only to mor€ comesjust 14yeals after the in the US.' The school has written governmentlicensedits fbst MBA Professor Xiang, but to the up to 80 case studies of local programme. remarkable changes happening in conpanies, and the dean believes The school in question is the China and the thirst for knowledge this is a signilicant bartering chip Cheung Kong business school, that exists for the region. when negotiating with overseas establishedwith money from one 5 The school's policy is to aim big. business schools to run joint programmes in the region. The of Chira's richest men, Li KaIts executive MBA (EMBA) years ago. programme - an MBA for working Shing, two-anal-a-half school has organiseda three-week programme with Insead and the Aheady it has becomea notable managers - is the most expensive participant in the nascentChinese in China, costing Rmb 288,000 Wharton School of the University ($35,500).Some 68 per cent of the market. Bing Xiang, the dean, of Pemsylvania for March, with participants are chief executives believesthe government is using one week tawht on each canpus, his schoolas a pilot. Clearlyothers or directors. Getting the right 'Our connections are getting better will folloq but meanwhile the faculty is more difficult. At the every alay,' says Professor Xiang. school has to pioneer ways of moment, there is just a handful of 'We want to look at top-ranked professors, but Professor Xiang ruDning programmes in the business schools in the US and intends to attract 80 faculty in the traditional Chineseenvircnment. Europe. We will be complementary The Chineseuniversity system's next ten years. As with the top to each other.' traditional Chinese universities - s The Li Ka-Shing foundation is application procedure is very different from those in the US or Fudan, Beijing and Tsinghua - top committed to keeping the school Euope. Applicants can only apply of the hit list are Chinese a-float for ten years, but Professor professors who have studied and to one school,and insteadof the Xiang believes the school will be GMAT test - widely used in the tawht abroad. Academic associate able to raise additional funds from rest of the world - they must sit a alean Jeongwen Chiang was a individuals in the next few years. professor marketing locally developedtest known as at the He believes the school has to GRK,which is written in Chinese. University of Rochester, and consolidate its position in China, strategy professor Ming Zeng With ProfessorXiang aspiring to but does not intend to stop there. attract overseasstudents to his tawht at Insead,for example.Both 'Our ambition is to go way beyond prograurme, which is taught in were seduced by the idea of China,' he says. English, the Chinese ealucation conducting research in China. department has agreed that, 6 'You really have to be here,' says Professor Zeng. 'If you are going to although all MBA participants live in an e-world, using e-mails, must sit the test, there is no minimun scorerequired. it's really not going to happen. FINANCIALTIMES a G./Pearson Eoucaron Lrr,,uo,ooo li@![ TextbankI @| rraining Readthroughthewholearticleto findthesepeopleor things. a) the deanofCheungKongbusiness school b) the university testusedin the USandEurope c) the typeof coursethe schooloffers d) the priceofthe school's MBAprogramme e) the numberof teachingstaffthe schoolhopesto acquire f) two foreignschoolsthat are collaboratingwith the Chinese MBA Correct thesestatements aboutparagraphs l and2 where necessary. a) TheChinesegovernmentset up China'sfirst privately ownedbusiness school. b) Chinahopesto banUs-styleeducation in management education. c) Thenewschoolwassetup with moneyfromLi Ka-Shing andBingXiang. d) Thenewbusiness schoolbelongsto BingXiang. e) Theschoolis a modelfor futureChinesebusiness schools. Findwordsand expressionsin paragraphs3-5 that mean the following. a) systemofrequestinga universityplace b) do an exam c) the numberof pointsrequired to passa test d) the startofan organisation institution or €) a universityqualificationofthe highestlevel f) a strongdesirefor informationor to learn g) universityteachingstaff h) the headofa university or university department Readparagraphs3-7 and saywhetherthesestatementsare true or false. a) Theschool's MBAis taughtin variousChinese languages. b) Theschool'spoticyis to attractmoreprofessorsfrom the uS. c) ProfessorChiangand ProfessorZengboth prefer in China. teaching d) Contactswith ex-studentsmeansthey canconduct researchmoreeasiLv. e) Theywantto implement an American ideologyin the scnooL 5 Lookat paragraphs6 and 7 and choosethe bestalternative to replacethe wordsin itolicsin the contextofthe article. a) alumninetwork(paragraph6) i) contactwith formerstudents ii) meetingsbetweenformerstudents b) a btidge between(paragraphz) i) a transition from...to... iD a wayto get rid of differencesbetween c) regurgitate (pata{aph 7) i) reproduceexactlywithout thinking i memoriseeffectivelv @EE @Pearson Education Limited zoo6 d) a significant bartering chip (paragraph7) i) a factorotherthanmoneyusedin negotiating ii) a concession usedin exchangeofgoods andservices e, run ioint programmes(pan{aph 7) i) givecourses simultaneously iD organise courses with otherinstitutions t) on (eoch)campus(paragraph7) i) online ii) on the university or business-school site g) connections(paragnph 7) i) relationships withotherbusiness schools ii) communication with foreigninstitutions h) top"ranked (paragraph7) i) mostexpensive ii) most prestigious 6 Matcheachexpression(1-6)with the verbthat it goeswith in the articte(a-0. r pioneet (pa.alJaph 2) a) keepingthe schoot z ospiring (paragraph3) afloat b) has comeso far 3 lfinfectiousenthusiasm (paragraph4) c) gef irto companies d) wereall it took... 4 the school(paragraph4) e) waysof running 5 Wecan (paragraph6) programmes 6 committedto (paragraph8) f) to attractoverseas students 6 to thesemeanings. 7 Matchthe wordsin ifdllcsin Exercise a) havingenoughmoneyto operate b) the onlythingrequired c) organisingor managing d) doneverywellin the circumstances e) havesignificantaccessto f) be the firstto do something g) hopingto be successful in Overto your . Whatarethebenefitsanddrawbacks of workingand studyingat thesametime? . Whichbusiness schoolsareconsidered to bethetop business schootsin yourcountry? . Hownecessary is it to haveanMBAin orderto furtheryour careerin yourcountryor sector/line ofbusiness? Overto youz Findoutaboutthreebusiness schoots or universities onthe web.Compare thefees,thefacultyandthe kindofcourses theyoffer.Whichschoolwouldyouprefertoattend,which courseoffersbestvatuefor moneyandwhy?Reportyour findingsbackto yourclass. I Textbank Professional development difficulty: OOOI I Levelof Beforeyou read Whatarethearguments forandagalnstcompanies spendlng moneyontrainingandprofessional development fortheiremployees? Reading Readthisartictefromthe FT.com websiteandanswerthe ouestions. Emphasis shouldbeskillsinvestment by Gill Plimmer by the ris€ in or ine leaming, but is 8 Certainly, the increase in regulastil a fall big enough to cause tion is starting to push some concern. So long as employees are 1 Ask any question about the probleros companiesto put their money where likely to chatrge jobs at any time, facing an ailing economy a.nd the tbet mouth is. Continuing employerswiU questionwhether they answer is ]ikely to include the skills professional development (CPD) has should be picking up tfie tab for shortage. Yet. while the diiagnosis become compulsory in most core training. But the simple arswer is may be correct, the prescription is all accounta.ncy disciplines. However, that companiescamot afford not to. too often wrong. Instead of much of ttre burden has fallen on developiDgexisting staff, compades 5 A goodemployer is not necessarily individuals who have bee! forced to poachthe bestfrom their competitoF one {'ho pays the highest rate, but is foot the bill for training themseh€s. one who helps keeptheir staff's skills or from overseas, Jonatban llarris, cbairmatl of the 2 Rather than organising work-based anal hence theh employability up to Insdtute of Continuing hofessional educational progri nBes, emplolnees date,'saysRichard Phelps,partrer at Developmeut, says employees are Saratoga. IUr Phelps says that are sent on generalist courses in much like atbleteq 'engaged in a training is often the last item to be process of permanent and endless 'rn2nrgement' or its hew incarnation, addedto a company'sbudget and the 'leadership', 'Companies are often training, They pla-n tieir route, first to go because it is hard to failing to hit the target,' says Jim exerciseard, as soon as they hit one demonstrate the retum on investgoal,there is a new one.' Hinds of Marakon Associates, a ment. 'Companieshave failed to take 9 Professional associations are consultancy that advises F"ISE 100 companies on the issues that most training as seriously as they should forcing the many organisations that because it is hard to demonstrate ftive their perforutarce and longcompete for members within each exactly how much impact it has on term value. 'llley ar€ not investing industry to pay more attention to the bottom line,' he adds. enowh in training, ard wbat they are CPD The Financial Services investing is often directed at the 6 However, the changing nature of Authority now requires employersto work - with downsized, flatter wrong pl,aces.' be respoDsible for keeping thet organisations,the end of the 'job for staff's competenceup to date, with 3 A competitive labour market and a life' and tlrc rise of the llayer shortage of skilled professionals thosethat fail liable to stilging fines. manager' - ha6 also made companies should give more weight to the old Proposalsput forward as part of the aware ttrat to be competitive, they cledo that 'people are your finest Operating and Finarcial Review in need to get more out of their people. asset'.But a gaping gulf has emerged the UK have put pressure on betweenrhetoric and reality. On the 'Companies have downsized, rightcomparfes to increase transparency sizeal, reorganlsed, but they now onehand, professionaldevelopment and to demonstrate to shareholden broadly described as the systematic camot cut or reorgardsearry further. the imlact of hrman-resource So,where do they focus next as a way developmentof hxowledgeand skills policies. of gettrng an adwntage over their 10 'Oncecompaniesbave worked out a - is receiving more attention from policy gurus than ever before;on the competitors?The most obvious pLace way of measurirtrgand demonstrafmg has to be their people,'saysMr Hinds other hanal,companiesbave become clearly to stakeholders the contribuincreasingly reluctant to invest itr z Consultancies, training providers tion that training makes to the and businessuniversities all point to training, leaving ttre job to the compary, they will find it easier to a near doubling in the number of regulatoF, individual employees or make room for it in their budg€ts,' customisededucationprogftunmesas ttre professional associations they says Mr Phelps. In business terms, a rcsult. 'Most companiesare looking haveformed. this could mean that the 6ums on for traininB that will have the biggest training finaly add up. Or, as Derek 4 Exact figures are hard to pin down, impact. they are begilming to invest but Saratoga,an arm of accountancy Bok, the Harvard president, once again, but they are behg much more firm PwC,estimatesthat expenditure said: 'If you tIinl( traidng is discriminatory' says Bill Shedden, on formal, off-the-job training lras expensive,try ignoralce.' dircctor of customiseal executive decreasedby 10 per cent dufng the past two years.This could be masked developmentat Crarfi eld Udversity. FII{ANCIALTIMES o Pearson Education t-imited zoo6ll@S![ TertbankI I Completethe sentences(1-8)with the appropriate (a-h),thenre-read expressions the articleto checkVour answers, I According to the article,companies shouldinvestmore Accordingto one consultancy, .....,...... are not the answer to the oroblem. Despiterecognitionof its importance,moneyallocated to.........,.. hasdiminishedin recentyears. Employers are............ training,knowingthattheir people may leaveat anytime. Organisations needto provideregutarskillstrainingfor theirstaff............. Onecurrenttrendis the.,.......... ofexecutive trainins programmes, Someprofessionalbodiesare makingit obligatoryfor 8 RichardPhelpssaysthat it will be easierto increase spendingon CPDoncecompanies areableto measure a) b) c) d) e) f) g h) in orderto remaincompetitivein the marketplace in the professionaldevelopmentoftheir employees companiesto keepstaffskillsup to date off-the-iobtraining reluctantto payfor customisationor tailoring returnon investments generalisedcourseson management or leadership 2 Readthe first threeparagraphsand matchthe words(1-8) with their definitions(a-h). r aiting(paragraphr) a) take unfairtyor illegally 2 prescription(paragraphr) b) impressivelanguage usedto influencepeople 3 poach(paragraph1) 4 incarnation(paragraphz) c) greatdifferenceor lackof j understanding 5 credo(paragraph 6 gaping(paragraph3) d) verywideand open e) sicklyor unhealthy 7 gulf (paragraph3) 8 rhetoric(paragraph3) O formalstatementof beliefs g) latestversionor reinvention h) medicineor treatment orderedby a doctor 3 Matchthe adjectives(r-7) with the nouns(a-g)to form word partnershipsfrom paragraphs4-8. 1off-the-iob a) universities 2 bottom b) programmes c) organisations 3 flatter d) learning 4 business e) development 5 customised 6 professional f) training g) line Z online lIfiffilE @pearsonEducation Limitedzoo6 the correctmeaningofthesemultiword 4 Choose verbsas theyare usedin paragraphs9-1o. a) keepup to date (paragraph9) i) makesomething continue ii) continueto learnand knowaboutthe most recent facts iii) continueto practisea skillso that you don't loseit b) put foMard (paragraph9) D suggesta planfor othersto consideror digcuss iD suggestformallythat someoneshouldbe consideredfor a iob iiD arrangefor an eventto start at an earliertime c) work out (paragraph10) i) exerciseor train ii) thinkcarefully abouthowto do something iiD workveryhard d) add up (paragraphro) i) saymoreaboutsomething qualityto something ii) givea particuLar iii) cometo an acceptabletotal within a givenbudget 5 Replacethe idiomaticexpressionsin italicsin these sentences(1-6)with the definitions(a-f). t companiespoac, tDebest fromtheir competitors (paragraphr) 2 Companiesare often failingto hit the torget (paragraphz) 3 they should be pickirg up the tab for lrcining. (paragraph4) 4 trainingis oftenthe last item ...and the first fo go (paragraph5) 5 endof the 'job for lfe'(paragraph6) 6 pushsomecompaniestoput their moneywherctheh rnorfh ,s (paragraph8) a) b) c) d) e) f) payingfor something whenit! notyourresponsibility takethe mostqualifiedand experiencedpeopleunfairly to be givenup readily successfully find the exactansweror solution long-termemploymentwith the samecompany do whattheysaytheywilldo Overto your Whatkindoftrainingdoyouthinkis required at yourcompany or organlsation? Whodoyouthinkshouldfootthe bittfor professional development? Employers, staffor professlonal bodles? Shouldprofessional trainingalways takeplaceduring workhours? Why(not)? Overto youz Findoutabouttwoor threeorganisations onthewebthat provideprofessionat development trainingforyoursectorof business, Whichcompany wouldyoupreferto provlde youor yourcompanywith training?Bearin mindcost,programme contentandreturnon investment. Givereasons forvour choice. I text bank Partnerships @ Toltsystems Levelof Beforeyouread Whatarethearguments in favourofpaylngtollson roads? Reading Readthisarticlefromthe FT.com websiteandanswerthequestlons. AnItalianjobtakesitstoll onAustrian roads by AdrianMichaels boxesor tlose that haveoptedfor prepayment but have not paid Sometimes a marriage of sufflcient funds. The toll system tecbnologyand governnent policy cost €300mand rjvasfully financed pays off very quickly. Just ask tle by Autostrade. The Itdian Austrian government.Dx 2m2, its companycarried the risk because, re\€nuesfrom drivers on Austrian at the time of installation, the roadsin tolls andtaxeswere€642m. system was untried. For now, it In 20(X,ttre frgure rose by 79 per receivesa shareof tolls paid. But, while other governments centto €1.14bn. The changeis alora,n to the introduction of Europpass,a might be temptedby tle successof to[ing system for the scheme,Austria is a special heaw commercial vehicles on Austria's case becauseof its position as a z 2,000kmof motorways that v/ere transit country. Only onequarter of the signalboxeshavebeenfltted desieneal andbuilt bt Autostradeof Italy. T'lle government has told in Austrian trucks, tXe rest have gone to vehicles nerely passing Autostradethat it wilt take up an option to buy the whole system, though the country. It is also analthe two sides are negotiating mountainousterrain, offering few on tlrc worth of the project. options for those who want to use other roads to evade fees Europpass'sadvantage is that, comparedwith other toll systems, Nonetheless,Autostradesays it is it is simple,works smoothlyand is in talks with authorities in the cheapto install. It is'fteeflow', Czech Republic and Slovakia on meaningthat truck alri!€rs do not similar schemes. Futhermore, have to pull over, queue for toll Antonio Marano, Autostrade's bootls or look for loosechangeor corporate developmentexecutive, wallets. I'lrc tolls are paid auto says the company has suddenly matically as vehicles pass under attracted competition.As it seems 800 gantries across carriageways to be a wry attractive business, on motorways.The gantries read therehasb€ena newsetof players.' 8 data from small, microwavs Back in ltaly, where tolls have emitting boxesthat are installed in operatedon motorways since the the trucks. The boxes can be early 1960s,the technologyis less installed in secondsand cost just advanced.Howevel tlrcre is a clear €5. Autostradesays an equivalent trend away fiom cash towards system in Germany, based on easiermears of payment such as sateUite technology and costing credit cards or passes.Five years €300per truck, suffercd start-up agq says Autostrade, mor€ than problems and the units tal<efour hall of Italian alriverspaid tolls in hous to install. casb. Now 65 per cent pay with The gantriesdetecttrucks in the credit cards or Telepass,a system time it tales for a vehicle to pass ttrat makes vehicles stop temporarily while data is transunderneath. The system is enforced by 30 roving inspectors ferred and a gateopens. and a cetrtral ofnce that receives T'he company, which is reports on vehicles without data controlled by the Benettonfamily, sees tecbnology as crucial to incr€ased effrciency and lower costs.SomeI per cent of revenues - about €30m- goeson research a.Dddevelopment.Of its almost €3bnrcvenuesin 2004,&5per cent came from tolls. Part of the remainder comes from royalties from motorflay service areas, many of which are run by Autogrill, a companythat is also controlledby the Benettons. Autostrade dirccfly controls 60 per cent of the It lian tolled network and acts as a clearing house for the norcash revenue receivedon another 20 per cent of ttre toll roads. Autostrade has installed about 1,000camerason motorways,and the accompanying sensorscan rclay information on trafflc andweatherto uJritssuchas mediaouuetsor screensin service stations,The next stop is to send information to mobile telephones. Autostraaleis discussinga venture urith 3. the telecomnunications company,that wiU see ftee and paid-for services available on mobiles. Piero Bergamini,an employeein the company's tecbnology division, says drivers' phones can be locatedby readingstahenfrom the mobile phone network. But there are stiU problemsto overcome.Mr Bergamini saystracking the exact lo€ationof vehicles,and speedand direction of travel are not yet precise enough. 'If you want personal information, you want information that is tailored for you, not for someonewho is near you.' FINANCIALTIMES @Pearson Education Limltea zooell@[ TextbankI lnfiil Partnerships from witha suitabLe expression thesesentences Readthe wholearticleandchosethe correctoptionsin this 4 Complete Exercise3 in the correctform.Twoare not used, summary a newtollsystemcalled a) ............ cansavea lot of timeiftheydon'thaveto pullup Autostrade hasdeveLoped Europpass for a) Austrion/ltalian molotways,making or queueat............ on motorways. drivers. Thetolls motorwaydrivingeasierfor commercial b) lt's reallyannoyingwhenyou stop at a motorwaytoll and passundertoll asvehicles arepaidautomaticatly to pay. discoveryou don't haveenough,.,......,.. do motorway. Drivers therefore b, booths/gantries on the for c) Europpass, the ltatiantoll system,wasintroduced tollsor wastetime Looking not needto stopwhencrossing on the purposes ofeasingthejourneysof....,....... fot c) cash/driving licencesor creditcards.Thesystem, Austria! extensivemotorwavnetwork. whichis cheapd) but dimcult/and easyto install,is use............ d) Althoughsimitargantriesin Germany , they monitoredby e) lnspectors/roving attendartsand a central and aremoreexpensive thantheirAustriancounterparts officethat canpick up informationregardingpre-payment take longerto install. and non-paymentoftolls. Theprojectcostf) theAustian 5 Whator who do thesefiguresreferto in paragraphs5, 6 govemment/Autostrade€3oom; they alsocarriedthe risk and 7? ofthe partnershipbecausegl the systemwosunt ed/of its 196os b) 5 c) 65 d) lom e) 85 f) 60 a) positionosa transitcourtry.Thereare plansfor a similar h) r,ooo i); t)zo projectboth abroadand in ltaly,where65% ofdriverspay by Telepassor h) credit card/cash andwhereAutostrade 6 Readparagraphs7 and 8 and saywhetherthesestatements conlIolsl) 2oo/o /60o/0of the ltaliantolLednetwork.The are true or false, lookingintousingtelecommunication companyis currently canbe a) Information abouttramcandweatherconditions technologyto locatedriversso that drivingbecomeseven communicated to the mediaandpetrolstationsvia moreconvenientfor i) mobile-phoneusers/ttuck drivers. sensorson Autostrade3cameras. b) A joint venturebetweenAutostradeand a Choosethe bestdefinitionfor thesemultiwordexpressions wiLL will meantotlsystems telecommunications company in itdlicsas they are usedin paragraphsr and z. be freefor mobileusers. a) ...governmentpolicypaysoffvery quickly(paragraphr) or person c) As a resultof Autostrade'snewtechnology,vehiclescan i) payallthe moneyyouowea company be locatedusingtheirdrivers'mobiles. ii) paysomeoneia orderto stopthemfrommaking trouble d) However, this newtechnologyfor locatingdriversneeds iii) whena particularplan or proiectgetsa good result to be develooedfurther. or is successful e) Mr Bergaminisaysthis high-techtrackinginformation b) ...it witt fdle up an option (paragraph1) needsto be tailoredto meetAutostradetsDecific i) decideto go aheadwithan ideaor suggestion requirements. iD starta newiob or position iiD usea particuLar amountof timeor space Overto your c) ...truck driversdo tlothaveto pull over(paragraphz) . Whatarethearguments in favourof payingtollson roads? i) overtakeothervehicles you yournational What measures would taketo improve iD wearwarmwinterclothing stations? What canbedone roads, motorways and service iii) driveto the side ofthe roadand stop peak periods roads? on busy to reduce traffic during iams d) ...passunder8oogantries(paragraph2) . your percentage in country What of roads and motorways i) go throughwithoutstopping andbypublic arecontrotled bythegovernment ii) go belowor underneath something you Do know ofany existing or futureproiects companies? iii) drivepasta landmark Matchthesewordsto form partnershiDs that occurin p d r o Br o p rr 1 2 3 4 5 6 7 r o Iu government loose truck start-up satellite toll commercial ll@tlE bywayof roadsor motorways for inprovingyour country's private-public partneJships? z. a) b) c) d) e) f) g) technology probtems booths vehictes drivers change policy Education Limited uoo6 @Pearson Overto youz to[[s Flndoutaboutexistingtotls or futureplansformotorway your in countryusingtheInternet.Howmuchdo dtivershave is/will to payandhowdotheypay?Whatkindoftechnology costscomDared to oth€r beused?Whataretheinstattation countieslik€Austriaor ltaty? I textbank @l Partnerships Partnerships with NGOs difficulty: OOOI I Levelof Beforeyouread what role do you think campalgninggroupshavein business,ifany? Reading Readthis artictefrom the FT.com websiteand answertheouestions. Partnerships:Campaignersusepeace as a weapon by SarahMurray 1 When Peter Melchett, heaal of Greenpeace,accepted a position as an aalviser at Burson-Marsteller, the corporate commurdcations company, his move angered mary environmental campaieners. Lord Melchett. however. insisteal that he could achieve more working with companies than in opposition to tlem. Tbday, a growing number of campaign and advocacy organisations are tahing a similar stance. z Ttre Rainforest Alliance, the - lvorks with conservation group, companies such as Chiquita, the US banana giant that has been heavily criticisetl for its poor record on the environment anal labour rights, to alter their business practices. Greenpeace,too, has embarked on alliances, joining companies such as Mower, the UK electricity suppliet anil Unilever, the consumer gooals group. j Divisions remain between those in non-governmental organisations and campaign gToups who believe in opposing the corporate sector, anal those who see engagement as the way forward Hower€r, some organisations manage to do both at the same time. Greenpeace, for example, supported Unile!€r's introduction of environmentally ftiendly Greenfreezetecbnology for friilges but has attacked the company on other issues, such as pollution mercury from a Hinalust€n Lever factory in Tamil Nadu, Inilia. Stephen Tindale, executive director of GreeDpeace, says that, at a personal level, this can create tensions. 'But at the strategic level, compaDies understand that when they go into a joint ventu-re with us, this is an occupational haza.rd.' 4 For companies that a.re keen to win public trust, such tensions a.rea small negative factor in a precisely because we feel we can relauonship that they seeas giving only do our job properly if we have them a way to builil credibility anil independence.' demonstrate transparency. At the Maintaining this inilependence is same time, campaign groups are I crucial for orgarfsations tiat do not able to harness the scale and want to be seen to proviale elficiency of the corporate se€tor to further their aims. 'We need 'greenwashing' - a t€neer of companies, because companies are credibility - for their partners. For in a position to deliver the solutions. this reason, Greenpeacedoes nol ta.ke any money from companies. And when they engage, they can And, says Mr Tindale, all joint move faster anal be more dynamic projects must be based arourd anal creative than government can; something concrete anal clearly says NIr Tindale. 'With the right defensible, such as the partDership company, it enables you to get things done tiat you coulil never with NPower that has led to possibly aloon you.rown.' construction of an offshore whil Au.ret van Heerden, executive farm. 'If anyone says this is greenwash, we just point to the 30 alirector of the Fair Labor Associaturbines in the sea and say "that's tion, believes the rapprochement what it's delivercd",'he says. between the corpomtions and will continue. q 'This delivery of results is campaigners something or€anisations need to 'Initially the campaign groups were keep in minal when contemplating only exposing and shaming,' he joint projects to tackle social and says. 'But slo{rly the campaign groups have realiseal that exposCs enYironmental problems,' says Ros only take you so far, and you neeil to Tennyson, co-director of the be willing to engage if you want to Partnering Initiative at the promote long-term change.' International Bushess Leailers The FLA, a Us-basealmonitoring Forum. 'The key question is is whether the collaboration organisation, works more closely with companies than many alowing the campaigning NGO to achieve its primary mission more organisations whose mission is to improve corporate behaviour in effectively or not,' she says. areas such as human rights or io As campaim groups recognise envi.ronmental pmtection. The FLA that confrontauon is only part of has, for example, both companies the process of change, alliances anal non-governmental organisawith companies are likely to tions on its board. increase. 'we seek tiings where we However, to maintain its can cGoperate becausepeople don't just want to hear about what's going halepenalence and crealibility, the organisation lays down strict rules wrong. They want to know what tie of engagement. All bustresses cosolutions are,' says Mr Tindale. operathg with tbe FI"A must agree 'That's a very important part of grye it to unimpeded and where environmentalism is at now. Peopleknow there are big problems. unannounced access to their factories, and none of the We need to be able to convey the messagethat there are reasons for companies has any control over what the FLA publishes in its oDtimism,' reports about the Labour conditions in thea supply chains. 'It's wa.rts and all,' says Mr van Heeralen.'Anal we've specified the ground rules FTNANCIALTIMES ,oo6 ll@![ o Pearson Education Limited rextbankI Readthe articlequickly.Whoare thesepeople/ Whatare theseorganisations? a) LordMelchett f) Unilever g) StephenTindale b) Burston-Marstelter c) The Rainforest Alliance h) Auretvan Heerden d) Chiquita D FairLaborAssociation e) NPower I RosTennyson Readparagraphsl and 2 and correctthesesentences. a) PeterMelchettangeredmanyenvironmentatists when he becameheadof Burston-Marsteller. b) PeterMelchettarguedthat he couldachievemore workingwithenvironmental campaigners thanin oDDosition to them, c) Fewnon-governmental organisations arecurrently doing the sameasGreenpeace andthe Rainforest Alliance. d) TheRainforest Alliancehascomeunderseverecriticism for its poorrecordon environmental andlabourissues. e) 6reenpeacehasembarkedon joint venturesto improve workingpractices in companies suchasChiquita, NPowerand Unilever. Choosethe bestdefinitionfor thesewordsin itolicsfrom paragrapns 4 an05. a) ...are ableto hafiess the scaleand efficiency... i) controland usethe naturalforceor powerof something iD fastentwo animatstogether iii) holdin ptaceor stop fromfallingusingleatherbands b) ...to fi.r/#,ertheiraims D becomesuccessful ii) achieveor obtain iii) promoteor helpsomething progress to be successful c) And whentheyergage,they canmovefaster... D attractsomeone'sattentionand keeDthem interested ii) get involvedwith other peopleand their ideasin orderto understand them iii) arrangeto employsomeoneor paysomeoneto do something d) ...the rapprochenentbetweenthe corporationsand campaigners... D establishmentof a good relationshipbetweentwo groupsafter unfriendlyrelations ii) conflictiveor unpleasantsituationbetweentwo opposingparties iii) mutualunderstanding andco-operation between two groupsor countries e) ...campaigngroupswereonly exposingandshaning D be so muchbetterthan someoneelse ii) makingsomeone feelashamed or embarrassed iii) pretending to be upsetor illto gainsympathy or an aovantage f) ...expos6sonly fakeyou so far... i) achievelimitedortemporary results ii) achievenegativeresuLts @E!E o pearson Education Limited zoo6 iii) attracta lot ofattentionfrom the public Readparagraphs 6 and7 andsaywhetherthesestatements aretrueor false. a) The FLAworkswith other non-governmental organisations on globalissuessuchas humanrightsand environmental concerns. b) TheFLAappliesstrict ruLesso that it is not influencedby anyonedominantcompany or organisation. t) Membercompaniesofthe FLAhaveto undergolengthy inspections oftheirfactories whicharearranged weltin advance. d) Membercompanies ofthe FLAhavesomeinfluence on the reportsinto their workingpracticesand suppliers. publishes e) Theorganisation the realfactsabout companies, howeverunpleasant or embarrassing they may0e. f) Mr van Heerdenstatesthe FLAcanonlv be effectiveif it remains independent. Readparagraphs8, 9 and 10,then matchthe beginningsof the sentencesummaries(1-6)with the endings(a-f). 1 'Greenwashing' is givingthe appearance... 2 Greenpeace doesnotacceptcompanymoney.., joint proiectshaveto be specificand 3 Greenpeace's tangible,... to RosTennyson, anyjointventures with 4 According businesses should.., 5 StephenTindalesayscampaigngroupsneedto collaborate withcompanies... 6 Mr Tindalestatesthat the Dublicis well awareof environmental Droblems.., a) sucha5the constructionof a wind farm in the sea. b) thata companyhasa goodrecordon environmental issues. c) in orderto maintainits credibility. d) andwantsto seesomepositivesolutions. e) and not just criticisethem. f) helptowardachievingthe long-termaimsof the NGO. Overto your . Doyouthinkcampaigning groupsinterfere toomuchwith the business of multinationals? Why(not)? . TheFLAmonitorscompanies on issuessuchashuman rightsandtheenvironment. Whatotherareasofcorporate business doyouthinkneedto bemonitored closety? Why? groupshetpsolvesomeof Howcannon-governmentat theseDroblems? Overto youz Findoutonthewebabouta iointventureor partnership in yourcountry. Whatis the problemandtheproposed solution? Whatarethe benefitsofthe proiectto society? Whatkindof imagedoesthecompany hopeto proiectwiththeir involvement in the partnership? I text bank en"tgy M India'senergty needs ao Beforeyou read Doyouknowlvhichfivecountries arethe biggestenergyconsumers in theworld?Howmightthat change overthenext20years? Reading Readthisarticlefromthennonciolnmesandanswerthe questions. India andits energyneeds:Demandis risingbut lagsrestof theworld by KevinMonlson Inalia, a sleeping eiiant in the energy world, may have fi-nally an'oken,qritb energy consumption pmjected to grow by the second fastest rate during the next 25 years,putting it just behindChina, its bigger neiglbour. Future energy usage,howevet will still fall well short of consumption rates in the developed world. India's population of about 1 billion represents about 16 per cent of the world's population,but accountsfor lessthan 2 per cent of its energyconsumption. Evenif the country achievesthe forecastgrowth rate of 2.3per cent for energy use dwing the next years, each person would still be using lessthan half of the energy usedby the averagepersonin tle developed world by 2080. Nevertheless, the gowth in energy consumption in India is expectealto result in a doubling of greenhousegasemissionsover the next 25 years, according to the International Energy Agency (IEA), the energywatchdogfor the developeal world. 'The increased amount of COemissionsto comeout of India anil China, will negate whatever rve are trying to do in the West in attempting to reduce emissions,' says John Waterlovr, an energy alalyst at WoodMackenzie.'This is the conundrum,' he says.'How can the West tell the developing world that it must limit the amourxtof emissionsit can emit, which. in turn. affects the developmentof their economies?' ln spite of the increase in emissions in India anal China. developedcountries will have far higher per capita emissionsthan in India. This is largely alue to 6 India's wide use of wood and cow dung in rural areas for cooking and heating. Biomassand wasteaccountsfor more than 50 per cent of India's total energy use. Although its shareis e8)ectedto declineduring the next 25 years as India's consumption of oil, gas and coal increase. it will stiU remain the most common fuel for residential energy consumption,the IEA said in its World Energy Outlook report. The IEA forecasts that Indian oil demandwill rise to 5.4m barrels a day by 2030,with more than 90 per cent of this consumption to be supplied by imports. This growth may push hdia into the top tier of oil consumersin the world, but still puts it well behindChina. Indial low level of car os'nership is the main reasonfor the relatively low use of oil. Even if the car ownership increasesin the next decadefrom the present nine carsper 1,000peopleto 24cars per 1,000,it is still lower than China's grovrth rates and a fraction of the levels of car ownershipin Eumpe,whereonein two own a car. 'India will neverbe able to bave the samerate of car ownersbip as the West because there is simply not enowh oil in the world,' saysMr Waterlow The IEAS projected strong economic growth rates of more thaD 4 per cent a year on average over tbe next 25 years will stimulate gas demand among iredustrialusersin India. Despitea recent sigDificant gas discovery, this will not be enough to meet future demand. Therefore a substantial increase in gas imports is forecast, mainty tbrough shipments of liquefied natural gas (LNG). India has sieneda S40bndeal1simpqrt LNG from Iran and is also negotiating with Bangladesh and Burma about building pipelinesto import gas.Nevertheless,coal will remain the preferredenergyfor industrial users.The IEA projectsIndian coal demand to rise at similar rates to total growth rates of energyuse in the country during the next 25years. FINA}ICIALTTMES o Pearson Education llmlted zoooll@S![ TextbankI 1 Readthe wholearticle.Howmanytypesof energyare referredto, and what is expectedto happento India's consumption ofeachoverthe comingyears? 2 Readparagraphs l and2 andfindthe meanings ofthe wordsin ltolicsas theyare usedin this context. a) ...energyconsumptionp roiected to gtowby the second fastestrate ... i) madea pictureor film appearon a largescreen ii) catculatedto be in the future iii) stuckout beyondan edgeor surface b) ... energyusage,h owever,will still folt welt shott of consumption rates... i) be a clearequivalentto iD be a lot morethan iii) be muchlessthan c) ...1 biltionrepresertsabout16 per centof the world's population... i) officiallyspeakor take actionfor other peoDle ii) is equalto iii) be a svmbolof d) Evenifthe countryachievesthe forecostgroMh rate... i) predictionofthe weather ii) what is happeningnow iii) what is expectedto happenin the future e) Evenif the countryachievesthe forecastgronh rate ... i) speedat whichsomethingincreasesin size ii) paymentfixedadcordingto a standardscale iii) percentagechargedfor borrowingmoney f) ...half of the energyusedby the averogeperson... bigor small 0 not unusually ii) typicalofmostofthe people(orthings)in a group iii) usualstandard, levelor amount g) ... is expectedto resultir a doublingof greenhousegas emissions... i) causeto haDDen ii) success or achievement of something iii) profitor lossmadeby a companyovera periodof time Usethe correctform ofthe wordsand expressions from Exercise2 to completethesesentences. a) Chlnahasa strongeconomic .....,...... ............ whichis expectedto last for severaldecades. b) Energysavingslast yearwereonly€5o,ooo,which .......--... the €9o,ooo target. c) Theover5os............ the maiorityof our clients. d) Fallingshareprices............ ............ caltsfor the CEO's resignation. e) The...........is for moreoit Dricerises. fl Our salesare ............ to grow by 4% a year. g) The..........., workerin Spainearns€1,2ooa rnonth. lllFffi#flfl @pearsonEducation Limitedzoo6 4 Lookat paragraph3 and find the wordsand expressions whichmeanthe following. a) causesomethingto haveno effect b) confusingand difficultproblem c) industrialisedcountries(2 expressions) d) countriesthat are changingtheir economicsystemto one basedon industry e) as a result f) whena countryor regionincreasesits wealth,for exampleby changing the economic svstem g) for eachperson h) by manypeopleand in manypiaces 5 Whatdo thesenumbersreferto in paragraphs 4 and5? a) 50 b)zf c) 5-4 d)90 e)ni ne f)onei ntw o 6 Readparagraph6 and saywhetherthesestatementsare true or false. In Indi a... a) the economyis expectedto growannuallyby over4olo. b) the demandfor gasis expectedto increasein the industrialsector. c) largedepositsofgas havebeenfound. d) therewill be sufficientlocallyproducedgasto meetthe needsofindustry. e) the governmentis in negotiationswith threecountriesto importgasvia pipelines. f) gasis the most commonenergysourcewith industrial users. g) the demandfor coalis expectedto remainstable. Overto your Whatis theWestdoingtoreduceCO,emlssions? Howcould someofthewo;ld'slargestenergyusersreduce their consumption? Whymighttheyresistreducingtheir consumption? Overto youz Usethe Internetto helpyoufindoutabouttheeconomic groMhratein hlghtyindustrialised countries andcomDare lt to thegrowthratein fast-growing economies likeChinaand India.Whatarethe imDlications ofthis? I Textbank lltilllD Enersy Nuclear ener€y : OOO Beforeyouread Whatare someofthe argumentsfor and againstusingnuclearpower? Reading Readthis articlefrom the FinancialTlnesandansw€rthe ouestions. Nuclear energy: Come-back kid0ruglyduckling? the possibility of a terrorist attack rvhencertain conditionshavebeen on a nuclear installation, but the met. 'You have to make sure you r For environmentalists. it is creatiol of nuclear material for have enough safeguardsand that thinking the unthinkable. Nuclear use in r€actors and the waste you don't have nuclear power,oncethe target of protests generatedprovidesterrorists with prolferation.' Some governments and demonstrations, has been opportunities to steal valuable also remain opposedto the idea. transformed into the unexpected nuclear materials for use in Swedenrecently conlirmealplans darling of some sections of the nuclear bombs,or 'alirty' bombs. to shut down one of its 11nuclear green lobby.The reasonis simple: 4 Another question is whether reactors,to reduceits dependence nuclear energy offers the hope of nuclear energy would be on nuclear power. producing power otr a large scale economically viable. The upfront 7 By contrast, Sweden's neighwithout burning fossil fuel. That costsare discouraginglyhigh at an bour Finland has heartily would solve what many regard as estimated $1,300 to $1,500 per enbraced nuclear power. The the biggestthreat the planet faces: kilowatt to build a nuclear plant, Finnish parliament recently global x'arming, caused by a which works out as roughty twice ratified a ilecision to build a final dramatic rise in the level of carbon what it costs to build a gas"fired spent-nuclear-fuelstorage facility dioxidesinceindustrialisation. power station. However, pro. and approved a new nuclear , As peoplestill want the benefirs ponetrtsclaim that over the life of reactor. France generates threeof industrialisation, and as a nuclear plant, it can generate quarters of its energy from pursue developing nations energy at a cost comparableto or nuclear sources, and President economic development- leading even cheaper tlan that of GeorgeW: Bush has indicated his to pr€dictions that our energy conventionalfossil-fuel power. support for new nuclear reactors consumption and thus levels of 5 Detractors counter that the in the US. atmospheric carboD could more industry has been subsidisedby 8 Perhaps the most important than double- someexperts depict the public pursein so many ways, governmentin the debateis China, the once-maligned nuclear from researchand developmentto whoseappetitefor energyrequires industry as the best solution. The clear-up operations, that the sweeping solutions. It plans to nuclear industry has itseu energy is much more expensive build asmany as30nuclear plarts, assisted this transformation, than tlrc sector admits- For all and to generate as much as 300 tlrough the developmentof new these reasons, thowh some gigawatts from nuclear means green lobbyists support a nuclear technologies designed to make by 2050. This has made other nuclear power safer and to deal future, mostremain opposed.They governments nervous. The with long-term problems such as argue that alternatives, from development of a problem-free the disposalof waste. better energy conservation and alternative. nuclear fusion. is as natural sourcessuch as wind. to 3 But critics argue that the far as 50 years away.Long before technology still suffers from tecbnologies such as hldrogen then, governmentsand tlrc public problems, For instance, any fuel ceus, are more realistic and will haveto decidewhat part tbey nuclear reactor takes a long time lessrisky, want nuclear power to play in to build and to produce energy. 6 Eileen CLaussen,president of energyproduction. Safety concerns have also been the Pew Centreon Global Climate heightened by the escalation tr Change,believes there may be a terrorist threats. Not only is there role for nuclear energy, but only FINANCIALTIMES by FionaHarvey v4 @Pearson Education timited zoooE@EIIE TextbankI lnfiil I Energy Readthe wholearticle.Whichparagraph(s) containthe followinginformation? d) Peoplewho try to persuadethe governmentto act on environmental issuesare............ . e) Whenmoneyis paid as soonas a projectstartsor a deal is signed,thisis knownas ......-.... f) A factorythat generatesenergyusinggasis describedas a ............ . a) Countries thatfavour usingnuclear energy b) A country committed to lessening itsreliance onnuclear energy c) Whysomeenvironmentalists nowsupport nuclear energy d) lmprovements beingmadewithinthenuclear industry e) Recent concerns aboutnuclearpowerandwaste products Readparagraphs6 and 7, then replacethe verbsin ifolicsin the sentencesbelow(a-f) with a verbor phrasefrom the boxwith a similarmeaning(r-6). 1 signed(anofficialagreement) 2 eagerlyaccepted 3 madeclear f) Thehiddencostsof nuclearpower g) Comparative costsofcoalandnuclearpower stations Readparagraphsr and z. Thenreplacethe word(s)in itorts in thesesentences withthe correctformofa wordor expressionfrom the paragraphs,keepingthe same meaning. a) Therewereot sone time in the past plansto build a new nuclearreactor. b) Thecompanyis fhe subiectofcriticismby safety inspectors because ofits accidentrecord. c) Solarenergyis verypopularwith manyenvironmental groups. d) The useofgdi coalond oilincreasesthelevetsof carbondioxidein the atmosDhere. e) TheSwedishgov& nmentistrying to achleveits planto reducedependence on nuclearenergy, f) A majorproblemwith nuclearenergyis throwingaway the unwontedsubstancesprcduced. Readparagraph ofnuclear 3. Whichofthesedisadvantages DowerareNOTmentioned? a) Fearsof nuclearwastefaLlinginto the wronghands b) Thepreparationtime beforeanyenergycanbe produced c) Concernsabout possibleattackson nuclearinstallations d) Riskof accidents at a nuclearplant e) Contamination of the localenvironment f) Thetimeit takesto construct a nuclearinstallation Matchthe wordpartnerships fromparagraphs 4 and5. I upfront a) pLant 2 nuclear b) purse gas-fired c) lobbyists 3 public the d) operations 4 powerstation clear-up e) 5 6 f) costs Complete thesesentences usingoneof the word partnershipsfrom Exercise 4. a) lf moneyis providedby the government,it is saidto comefrom .......,.... . b) A factorythat generatesenergyusingnuclearmaterialis caLLed a ............ . c) An activityor activitieswhichare plannedto deal with a proDtem 4re,..........,. @l @ PearsonEducationLimitedzoo6 4 satisry 5 saidthat it's definitelytrue thereare 6 continueto be a) Thenuclearindustrymustmeetcertainconditions. b) The Dutchand Swedishgovernments remol, opposedto nuclearpower. c) TheChinesegovernmentrecentlycorfrn€d plansto buiLdmanynewplants. d) Franceenbracednuclearpoweras its mainsourceof energymanyyearsago. e) lndia hasratifieda ptanto build a gaspipelinefrom Burma. f) Thegreenlobbyhasindicoteditsoppositionto plansfor a nuclearwastefacilitv, 8. Whyis China's nuclearpolicyso 7 Readparagraph imDortant? A Becauseit will be the first countryto usenuclearfusion, whichis moredangerous thanexistingnuclearreactors. B Because it plansto builda largenumberof nuclear powerstationsin a relativelyshort periodoftime. C Because othergovernments areworriedaboutthe competition fromChinaknuclearindustry. 0verto your . . Hasthe articlechangedyour opinionof nucteatenergy? Woutdyou be happyto live neara nuclearpowerstation? Why (not)? 0verto youz whichcountries havethe highestdependence on nuclear energyin theworld? Whatis yourcount4y's energypoticy? Whatpercentage of yourcountry's bynuctearpower? What energyis produced otherformsenergyareusedin yourcountry? I Textbank Gil Emproymenr uerqs Offshoring Beforeyouread is o process, Outsourcing offsho ng is a location. you Whatdo understand bythisquote?Whataretheadvantages anddisadvantages forcompanies whenoutsourcing workto low-costlabourmarkets? Reading Readthis articlefrom the FinancialTimesandanswerthequestions. Aloss ofjobs inprofits? Offshoring: 0ragain joidng France ill calling for new surprisingly limited negative impact. member states to be denied EU While Germal multinatiouals created ,!60,000 jobs and Austrian ones2,01,000 regional aid urdegs they raise mhe bitter Us.inspired debateabout I offshorinc, the transfer of jobs to companytax levels. Nicolas Sarkozy, in Dastern Europe between 1990and low-costLabourmarkets, is spreading France's finance mi[ister is 2001.the result q,as a direct Ioss of proposing tax incentives to percuade to the non-English-speakingworLl. ouly 90,000jobstn Germanyand 22,000 The issue is rising up the political companies to stay at home and in Austria - paruy because of proaluctivity differences. register in countries such as Flance, encourageothers to returu. In Spain, Germany and Spain. While it often trade rmions say nearly 40 foreign 8 What drove many companieseast arousesemotion out of proportion to multirutionals have left iD the past was the search for skilled employees the jobs tlvolved, the underlying three years, creating a cha.llengefor becauseof a shortageat homq v/here questionsgo to the heart of Europe's the government. there was a 'human capital crisis'. Ms competitiveness.To ttre French, the 5 what impact is offshoring having? Marin's remedies include better phenomenon is 'ddocalisation'. In The evidence is patchy, which has education and looser i&migratioD Germany, it mergps into a longerhelped fea$ to grow. A recent survey, rules to import skilled workers. In running debate about deby the United Nations Conferenceon France, a linance ministry study inalustrialisation or the 'bazaar Trade and Developmentand Munichfound the negative impact of economy' in v'ihich goods made based Roland Berger Strategy 'delocalisatiou greauy exaggerated. elsewhere are solil on tfirough the Consultants, fourd nearly half of Only 4 per cent of tr'rench foreigl world. Europeancompaniesplanned to shift investment was production moved West Europeans are ae woryied more servicesoffshore.UK companies offshore in order to reimport goods about losingjobs to EastemEuropeas accountedfor 61per cent of the total into Frarce. to India or China. Increashgly, these of jobs moved,fouowed by Germa.ny 9 That still leaves go!€rnments ane whitecollar and skiled andtbe Beneluxcountrieswith 14per wrestling with the problem of how to technology posts as well as the centeach.It wasnot a one-waystreet, act. Tax brea.ks to encouragE manufacturing jobs that hale been though. Asia was top destination, compa-niesto stay seemlikely to have moving for more than a alecaale. The with 37 per cent of projects, but oDly a limited effect. Morc fruitful European Union's enlargement gave westerD Europe itself benefited with would be a aletermined effort to tlrc argument fresh impetus. Cheap 29 per cent - the favoured locations reform labour, product a.nd capital and often higbly skilled workers can being the UK, heland, Spain and markets as promised under the EU's be found in countries such as Portwd - and Eastern Europe with Lisbon agenda.A report by McKinsey Slovahia,Russia,Croatia or Bulgaria. 22per cent. Global Institute found ttrat every Germany's Charcellor denounced 6 Forrester Researchforecasts 1.2m ilollar of corporate spenalingshifted offshoring as 'unpatriotic' after European information technology offshore generatesup to $1.14in US Ludwig Georg Brarur, head of the and service jobs vi'ill move offshore wealttr, But when a GerErancompany chambe$ of commerce, urgetl over the next ten years,nearly three invests a ewo in a cheaperplace, its quarters from the lJK. It sees busi.nesses to tal<e advantage of home economyis on averagp20cents possibilities afforded by EU continental countries as slower to worseoff. The main differeuceis that exparsion. Siemens, Volkswagen, outsource, whether because of alispLaced workers in the US quickly Continental and SAP are among management caution, tight labour find replacement jobs. In Gemany, companiest]mt have shifted activities laE's or union resistance,and argues because of labour laws and 6low growth, they alonot. abroad,and now fhancial institutions that Germany,Italy, Fmnce and the such as Commerzbankand Deutsche Netlerlands will lose by being less 10 Companies caD beuefit from Ban]{ are looking at relocating bac.k- competitiveasa result. outsourcirg if it makes them more office work. Medium-sized 7 HoweveL Fo$ester's defmition of competitive. Increased profrts can Mittelstand companiesarej oining the offshoring - use of service providers then traDslateinto higher investment exodus. basedat least 5,00miles away- ignores and more employoent at home - but governments must first create At first, Berlin respondedby saying Eastern Europe. On that issue, a Germany must improve its own skill study of German and Austrian conilitions for job creation to tlrive. levels. Recently, however, it has compardesby Dalia Marin, professor shownmore protectionist impulsesby at the Univer6ity of Munich, fourd FINANCIALTIMES by BrlanCroom o Pearson Education Limited zoo6l@![ TextbankI Gil Emproymenr renq5 Readthe whoLe articleandnumbertheseitemsin the order theyappear a) Theadvantagesof outsourcing. b) Countriesthat are resistantto outsourcingmayfall behindothersthat arenot. c) Pressureon newerEUmemberstatesto raisetaxesin orderto reduceoffshoring. intojob lossesas a consequence of d) Results of research offshoring e) Countries whicharebecoming a sourceof cheapand highLy skitledworkers f) Alternativetermsfor the phenomenonof'offshoring' g) Germancompaniesthat havetransferrediobs to lowcost labourmarkets h) Possiblesolutionsfor increasingthe numberof skilled workersin westernEurope Readparagraphs1-4 again.Arethesepointstrue of Germany, Franceor both? is becoming increasingly a) Theissueofoffshoring controversial. b) Somecalloffshoring a formof'de-industrialisation' or a bazaareconomy. c) Othersreferto outsourcingor relocatingabroadas 'delocalisation'. d) Somecountriesare worriedabout losingiobs to Eastern EuroDe. aswellasAsianeconomies. e) Thereis disagreemeitbetweenbusinessinstitutions andpoliticians concerning outsourcing workabroad. f) one ministeris givingfinancial incentives to encourage companies to stayat home. Readparagraph5 and saywhetherthesestatementsare trueor false. a) Thereisn't muchevidenceto demonstratethe real effectsofoffshoring. b) According companies to onesurvey,6lolo of European aim to moveservicesabroad. c) Germany andthe Netherlands arethe countries that use offshoringmost. d) TheUK,lreland, SpainandPortugal arethe top destinationsin Europefor offshoring. e) EasternEuropeis currentlythe most popularlocationfor workabroad, outsourcing Whatdo thesefiguresin paragraphs6 and Z referto? a)r.z b)l c)5oo d) 46o,ooo e) zolooo f) 9o,ooo Readparagraphs in 8 and9. Matchthe wordsandphrases ifoiicsin sentencesa-h to their correctdefinitionsfromthe box (1-8). lI@lE Education rimireozoo6 o Pearson 2 3 4 5 6 7 8 a) b) c) d) e) f) g) h) productiveor with betterresults lessstrictlycontrolled try to understand or solve peopteandtheirskillsconsidered asa production factor madeto seembetter,largeror worsethan it reallyis similar forcesomeoneto do or go somewhere incentivesgivenas encouragement Whatdfoye manycompanieseastwas,.. a'human copitalctisis' looserimmigrationruLes ...foundthe negativeimpactof'delocalisation'greatly exaggemted with wagelevelscomparableto Fnnce's That still leavesgovenments wrcstling with the problem... Taxbreoksto encouragecompanies... Morefralfful would be ... 6 Readparagraphs9 and 10.Whatdo the wordsin itolics referto? a) its homeeconomyis on average20 centsworseoff. b) ...fheydo not. c) ifit makesth€mmorecompetitive. Overto your Doyouthinkthatcompanies shouldbegivenfinancial incentives or encouraged bygovernments to stayat home? Doyouagreethatcertaincountries shouldincrease company tax ratesin orderto stopthemftomb€ingmoreattractive propositions for companies? Why(not)?Whyarethose companies thatoutsource workmorecompetitive thanones thatdo not? Overto you z ls your Whatkindofworkis usualtyoutsourced abroad? for countryoneofthe poputardestinations of muttinationals offshoring or outsourcing? Whydoyouthinkthatis?Towhat extentdoesoffshoring benefityourcountry's economy? I Textbank f:ii:iil Emproymenrrrenos Olderpeople aac Beforeyou read Accordingtothe one forecast,by the year2o5o,the numberof peoplein the world agedover6o witl risefrom 6oomto 2bn.Whatdo you think witt be the imptlcationsofthis trend in termsof employment? Reading ReadthisarticlefromtheFlnonciol Timesandanswertheouestions. Older people:Age andexperience by SarahMunay Demographics usually proves a powerftrl force for change in the business world, a]ld the rapidly ageing world population looks likely to continue the pattem. By the year 2050,accordtrg to the Intemational Labour Organisation, the number of people agEd over 60 will rise from 600mto 2bn. In lessthan 50years,for the nrst time in history, there will be more peoplein the world over the age of 60 than under the age of 15. A.U ttris has profound implications for employen and, says the ILO, should provide an incentive for compa.desto nght age discrimination a.nd accoDmodat€older workers,qeating chalenging careers to pe$uade them to stay in theirjobs longer. However, changing demo$aphics alone are urlikely to spark drastic dlanges in corporate policies and practices towards older workers. Joh! Atkinson, who ru.s the Unemployment and Labour Market Disadvautage programme at the Institute for Employment Studies, sayslegislation is lilely to provide a sharper stick with which to prcd compardeslnto action. Lr the UK, for government is examplg the coDmitted to implementing ag€ legislation under the European Directive o|1Equal Tteahent. The exact form the nev/ rules v'ill tal{e is not yet clear, but it is thought likely that it will be similar to existi.ng legislation on race and gender.'It wasn t lmtil the law came in that most employers pulled their socks up and started to take it seriously,'says Mr Atkinson. 'So the best employers are thinking about their policies and practices towards age,but the vast majority are not.' the company for longer. In a world And yet, as savw companieshave wher€ a higber proportion of realised, positive poUcies and practices on age diversity make good employees are older, there will no longer be a sufflcient supply of the business sense. Because of the sort of seDiormanagpmeutpositions nature of its busiDess, B&Q, the ttrat were once the goal of many in British DIY retailer, bas found that ttrc workforce. having older workers on its sta.ff has enharced salesand customer loyalty, 8 'People tend to look at older employeeswhen they talk about age,' Older employeesoften have a basic saysMichael Stuber,founder of Mist knowledge of Dry and customers, consulting, the cologr€-based who tend to associate older people dive$ity consultancy. 'What they with this knowledge, feel comfortable asking their advice, often ignore is that the main clientele are people wbo are today 38 to 45. And for sectors such as fiDa[cial They are gronring oLler anal they services,the ageprofrle of customers have madetheir careemwith an idea means it Dakes business sense to that they should be at a director's increase the average age of sales raDk by the ageof 4:),otherwise tlrcy teams. Changing demographics was part of tie reasonthat llalifax Bar* won't make it. Anal now it's obvious that, particularly in times of lean of Sco and GIBOS) re-evaluated its management, they cannot all be diversity progra.Dmes. Ar ag€ing promoted to director level.' population was driving a need to put a gr€ater focus on savings and 9 With rates of promotion slowing and pay gmwth declhing from about retirement plans and the release of 35onwards,working longer looks far capital tied up in property and at less attractive than it did a couple of lea.st hau of the ba.Dl's customers alecadesago. 'What used to be a are now over the age of lO. In manual worker's eamings pattern response,the HBOSgroup poliw was they earned their most at their altered to allow people to work beyond the traditional retirement fittest, and their earnings declined as they got woru out - has becomethe ageof 60or 62. pattem for everyone,' says Mr But permitting employeesto work Atkinson. Given such trends, simply beyond traditional retirement ag€ is abolishing the formal retiremeut age one thing. It is quite another to persuade them to remain in work and remw'mg age specilications particularly when prilate peDsions from recruitment advertisements remain cosmeticinitiatives. Tttey fail and savings anal the possibiliw of to address a deeper underlying buying a house in the south of problem. That is the need to create France provide a tempting altemaan appealing working life for ttrose tive. Indeed, many workers, ratler growing older in a world where than staying on, are retiring early career structures, rather than being either through alesireor becauseof poor health. ve*ical, will look increasingly horizontal. At the same time, .hanging alemographics present another challenge for employersthat hope to persuade thei.r stalf to remain with FINANCIALTIMES \e Pearson Eouca(on umn"o,ooo l!@@![ TextbankI l||!|l!| Employmenttrends 1 Readthe articlequickly.Whoare thesepeopleand organisations? a) ILO d) H BOS b) JohnAtkinson e) MichaelStuber c) B&Q 0 MistConsulting Readparagraphs1 and 2 againand correctthesesentences. a) Thelnstitutefor Employment Studiessaysthat, by the year205o,the numberof peopleover60 will increase from 6oomto 2bn. b) In 50 years'time, it is predictedtherewill be moreoverin the world, 6osthanteenagers c) Employers shoulddealwith racediscrimination at work and provideincentivesfor seniorworkersto agreeto earLyretirement. d) lohnAtkinsonfromthe lL0 sayschanges in demographics willforcecompanies to takeaction. e) The Britishgovernmentis hesitantaboutimplementing age legislationunderthe EuropeanDirectiveon Equal Treatment. Choosethe bestalternativesto replacethe wordsin lfalics, accordingto the contextof paragraphs3 and 4. a) lt wasn'tuntil the lawcomein ... (pa"aglaph3) i) wasinvolvedin a planor deal ii) cameinto effect iii) becamefashionable or popular b) ...mostemployers,jD ulled their socksup (paragraph3) i) mademoreofan effort iD criticised someone orsomething iii) showeddisapprovat c) ...sawy companies(paragraph4) smartandwise ii) ignorantor lackingin ability iii) high-techand up-to-date d) ...enhancedsalesandcustomerloyalty(paragraph4) i) the lengthof timecustomers staywith a company ii) theactof consumers refusing to changetheir purchasing habits iii) thedegreeto whichpeoplebuya brandor usea companv'sservices 4 Readparagraphs4 and 5 againand completethese sentences(a-h) usingthe expressionsin the box (r-8). a) Formanysupermarketchains,it ............ to employotder peopleas checkoutattendants. b) B&Qprefersmoreexperienced workers............ , as they canexplaintheir productsmoreeffectively. youunderstand c) lf you............ ofsomething, the main principlesbehindit, but you are certainlynot an expert. d) | didn't............ apptying for thatjob,as I didn'tthinkI hadthe necessaryskills, e) ............ shouldensurethat a varietyof peopleof different race,ageand backgroundare recruitedby a company. f) Whatis really............ to employolder peoplefor longeris the changein demographics in the world. g) He had alwaysput moneytowards.,.....,..,. in casehe was suddenlymaderedundant. @ Education o Pearson Limited zoo6 h) Thebusiness hadgonebankrupt, but managed to pay off its workers,as it had money............ in property. I 2 3 4 5 6 7 8 because ofthe natureofits business diversityprogrammes drivinga need feelcomfortable about havea basicknowledge makesgoodbusiness sense plans savingsandretirement tied up Matchthe wordsand expressions(1-6)from paragraphs 7-J)with the correctdefinitions(a-f). I demographics a) allthepeople whoworkina (paragraph7) countryindustryor factory z workforce b) moneya personreceives for (paragraph7) period workfora particular c) usingthe most effective 3 lean (paragraph8) methodsandthe fewest possibleemployees 4 earnings (paragraph9) d) process offindingnewpeople abotish for to work an organisation 5 (paragraph9) e) officiallyend a law,systemor 6 recruitment organisation (paragraph9) f) detailsconcerningage,sex andincomeof a particular groupof peopte 6 Readparagraph9 againand choosethe bestsummary. A Workinglongeris nowmoreappealing thanit wasin the past,and all workersnow earnmostwhenthey are in their forties.A changein legislationis not the answer.Thereis a needto createa moreattractiveworkinglife for older employeeswhosecareersare morelikelyto develop horizontally,ratherthan goingup the careerladder. B Workinglongeris nowlessappealing thanit wasin the past,and all workersnow earnmostwhenthey are in their physical prime.Changing ageandnot the retirement mentioningagerequirementsin job advertisements are onlyminorchanges. Weneedto findwaysofworkingfor longerand acceptthat careersmaydevelophorizontalty. Overto you . Doyouagreewiththeformalretirement agein youl country? Why(not)? . At whatagewouldyouexpectto retire? . Doyouthinkolderemployees shoutdearnmoreor lessor thesameasyoungerworkers? Why(not)? I Textbank llllllll Business ethics Business responsibitities difficulty: OOCI I Levelof Beforeyouread Whatdoyouunderstand bytheterm'corporat€ socialresponsibility'? ls CSRan importantissuefor companies in yoursectoror country? Reading Readthis artictefrom the FinancialTlmesandanswerthequestions. Business bowsto growingpressures by AlisonMaitland 1 Ttre language of responsibility has spread so rapidly in bu.sinesstbat it is now turning up in somesurprising places.Messagessuch the small print in drinks advertisements tbat urg€ customers to enjoy alcohol 'responsibly' are not directed at the public so much as governments, regulators, irovestolsand employees. A decade ago, few companies with social and enviroDmental programmes were willing to Seak out about them for fear of attracting closer scrutiny, ard possibly shouts of 'h''pocrisy', from campaign groups. Tt day, many companies feel they carnot afford not to talk about vihat they are aloing,evenif this doesmake them more wlnerable to attack. , Rising expectationsof businessare being given extra impetus by continuing rer€lations of corporate malpractice, particularly in the US. Compades that frnd themselves subject to greatest scrutiny include those with alominant market positions, such as former stateowned utilities; those alealing directly with consumers, such as banhs a.ndretailers; those producing essentialssuch as food or drugs; and those exploiting natural resourcesor depending on supply chains in lowincome countries, such as oil proalucers and clothing manufacturers. 3 Trust and responsibility have becomevalued adalitionsto the CEO lexicon. Some talk of responsibili8 as a moml obligation. Merwn Davies, chief executive of Standard Chartered Bank. which iloes businessin more than 50 developing economies,says that the pusuit of profit is not enough; companiesneed principles, and employeeswart to see those principles in action. 'I don't thinh comparies can just go about ponsible business practices for 14 doing thet business and imore yeals. 'The tragedy is tbat, so often, what's happening around them ald they haveto be hit by a crisis.' not make a contribution,' he says. investors are z Institutional a Others justify it on business increasingly concerned about this grounds. 'We know very clearly that type of crisis and the ethical, social companieswhich adopt and embrace a.nd environmental risks that corporate responsibility are more compalies run. Big investors seethe rikply to create wealth and way that companies hardle issues shareholdervalue than those that do such as obesiw or huDan rights as a not,' says Michael Fairey, deputy measure of the overall quality of chief executive of Llolds TSB. 'The their man'gement, says IvIr Davies, business case rcvolves arounal the For growing numbers of compa.nies creation of employee motivation, in the supply cbain, responsible customer satisfaction anal brand practices are no longer a matter of loyalty.' Is there clear evidence tiar choice. Vodafone, for example, responsiblebusinessboostsfi narcial requires its suppliers to comply with returDs? Many stualies have its new code of ethical purchasing, examined whether there is a link. designed to provide sale and fair Those that have established a workirg conditions. Vodafoue says connection easily outnumber those termiDating a coltract with a ttlat have founalno link or a negative supplier would be an act of last correLation, according to Risk, resort, but the tlreat is there. Retums and Responsibility, a report 8 Greater govemment regulation to by the Association of British enforce corporate responsibility is Insurerc that reviews the evialence. one of the demards of non-govemThe biggest incentiYe for r mental organisations. They can be companiesto behaveproperly is the expectedto continue to lobby for it as drmrge caused when they do not. long as they perceive a mismatch Take Citigroup, the world's largest between ttre rhetoric anal the way financial services company, which some companies behave, For multisaw its share price dragged ilown by nationals in pa*icular, it requires a series of legal and rcgulatory uEelenting effort to ensure high problems that have cost it billions of standards by every employee at dollars. Tbe image of Chuck Prince, every site in every country in which Otigroup chief execuur€,apologising they operate. But ur ess they do, for barling-law vioLations in Japan their crcdentials n'ill be jeopardised. is a powerfti one.Mr Prince has been Witness the w4y ttrat the reseri€s trying to instil ethical behaviour in scandal at Royal Dutch/SheU has the group sillce his appointment. undermined its pretensions to 6 lbe damage caused by corpomte leadership as a 'sustafuEble' oil malpractice can be both ilnsealiate company. Compades that fail to ard endurjng. 'CEOSare talkingmore make all the connections on about [co4)orate r€sponsibility]. Are corporate responsibility increaset}le they taking responsibility? Someare. dsk of damageto shareholder value Some arc not,' says Robert Davies, and fuel cynicism among the public chief executit€ of the l-ntemational analcampaigners. Business lraders Forum (IBLFr, which has been promoting resFINANCIALTTMES O Pearson Education Limited zoo6ll@fi!fl TextbankI 1 Readthe wholearticleandnumbertheseitemsin the order theyappear, a) A scandalat a financial company b) Theexpectationsof malorinvestors c) Theviewsofa CEOanda deputyCEO d) Typesofcompaniesthat are undermost pressure e) Useof productadvertisingto promotea CSRmessage f) A companyputtingdemands on suppliers g) A crisisat a maioroilcompany 2 Readparagraph l andfindthe meanings ofthe wordsin ifalicsas they are usedin this context. a) Thelanguageof responsibilityhasspread... i) sharework,responsibilityor moneyamongseveral oeoole iD becomewidelyusedor knownabout iiD payfor somethinggraduallyovera periodoftime b) ...it is now fuming up in somesurprisingplaces. D beingfound iD arrivingunexpectedly iiD operatinga switchto increasetemperature,volume, etc. c) ,.. fot fear of attracting closersuutiny ... i) causingpeopleto likeor admiresomeone or something ii) movingtowardsanotherpersonor thing ii0 creatinginterestin examiningsomethingcarefully d) ...manycompaniesfeeltheycannotoffordnot to tolk about... i) musttalk becausetherecouldbe seriousoroblems iftheydidn't ii) do not haveenoughmoneyor timeto talk iii) must not talk becauseit couldcauseserious conSequences 3 Matchthe word partnershipsfrom paragraphz. corporate dominant 3 state-owned 4 suPPlY I 2 5 low-income 6 clothing a) manufacturers b) countries c) utilities d) malpractice e) marketpositions f) chains thesentences belowusingthewordpairsfrom 4 Complete Exercise 3 in thecorrectform. a) Theseriesoforganisations thatareinvolved in passing products frommanufacturers to thepublicis knownas 5 Readparagraphs 3 and4. Arethesepolntsmadeby Mervyn Davies,MichaelFaireyorthe Association ofBritish tnsurers? a) Peoplecontinueto buy a company,s goodsor servicesif it actsresponsibility. b) Companies can'tjust concentrateon makingmoney. c) Clientsare happierifthe companyis moreresponsible. d) Most researchsuggeststhat companiesgain financia[y from responsiblebusiness, e) Stafffeelthat companieshavea moralduty to society. 6 Findwordsin paragraphs 5 and6 whichhavea sirnilar meaningto thesephrases. a) actionsthat breakthe law,an agreementor principte b) teachpeopleto think, behaveor feelin a particularway c) beingchosenfor a iob or position d) continuingfor a very longtime e) accepting f) tryingto persuadepeopleto support Z Usethe wordsfrom Exercise 6 in the correctform to complete thesesentences, a) Sinceher .....,...,.. as CEO,she hasannouncedDlansto make5,ooopeopleredundant. b) Jeanshavean ....,....... appealwithpeopleofaltagesand socialclasses. c) Thegovernmenthasannounceda campaignto ............ healthyeatinghabits. d) Thesaleofthes€animalskins is a............ of internationallawe) Themanagerhasworkedhardto............ disciolinein the deDartment. f) Althoughhe was headof the project,he let his deputy the blameforthe financialmismanagement. -........... 8 ReadparagraphsZ and 8. Matchthe verb-nouncollocations as they appearin the text. t handle a) credentials 2 terminate b) cynicism c) issues 3 ensure d) a contracr 4 ieopardise e) high standards 5 fuet Overto you ShouldCEOs andsenlormanagement behetdlegalty responsible foradionstakenbyothermembers of staff?What penalties should there be for companies that commit the b) Examples of............ areusuallywater,gasandelectricity, following violations? although thesecompanies havebeenprivatised in many . pollutingtheenvironment countries. . employing childlabour c) ------ areoftencriticised fortheiruseof non. providing not a safeworkingenvironment biodegradable synthetics suchasnylonandpolyester. . lying to shareholders positionof the aboutthefinanciat d) Thecompany hasa ............, asits brandsnowhaveover company 6oolo ofcombined marketshare. to consumers e) Whencompanies breakthelawtogainsomeadvantage . sellingunsafeproducts . prlces Fxing forthemselves, thisis referred to as............ . f) Manycallcentres havebeenoutsourced to ..........,. in a moveto economise onemployee salaries. l!!fiffilE @pearson Education Limited zoo6 I Textbank IfilIZf Business ethics Business models difficutty: OO Ol I Levetof Beforeyouread Doyou think multinationalcompaniesoperatingin pooror developingcountrieshavea dutyto improvethe quatityof people'slivesin thesecountries?Why (not)? Reading Readthis articlefrom lhe Financialnmes andanswertheouestions. Takea goodlookatthelocalissues by sarahMurray 1 Because business has access to financial resources and modern managemenlmethods,it might seem a logical canalidateto contribute to poor tbe development of communities h the countries i-E which it operates. with social responsibiliw on corporate minds. the will to participate certainly exists. However,since companiesare not e8)erts in hedth or educatiorr. and many lack staff equipped to manage social programmes, they need to treaal extremely carefi.rlly to ensure that those programmes do not backfire. 2 Ttre issue is most contendous in the extractive industries, whose companies create vast footprints wherever they invest ard whose operations are often located in countries run by oppressive and corrupt regimes. Here. the thorniest issue is defrning the limits of responsibility. If an oil company builds hospitals and schools for communities iDmediately su$ounding its operations,conflicts can arise with neighbouring vilages that feel left out. Yet if companiesdo nothing, they will be operating in what Richard Sandbrook, special adviser to the United Nations Development Programme, calls 'an oasis of affluencein a desert of need'. Alother danger is that, by ; improving life for those arcunaltheir operations, multinationals can create a culture of dependence.The question then arises as to what happens to the programmes companies have funded or the townships they have built when a mine needsto be closed or conllict forces investments to be with&awn. In -!E recent years, however, many ha!€ becomebetter equippealto deal with such issues. Big mining companies, which often work in remote areas populated by indigenous people, now employ sociologists and anthropologists. Multinationals have learned to work wittr local gQvernments, non-governmental unions and organisations (NGOS)in roling out social programmes, and many conduct social-impact stualies before even embarking on an investEent. 'The large mini.ng compa.uiesI've dealt with have become so experienced at this that they have community plans, closure plans for their mines al1dthe whole thing is ilone on a basis that is so much more thorough than it used to be,' saysMr Sandbrook.'But there are still plenty of companiesthat do just abandon a place ard leavea mess.' Even for less controversial businesses working in more stable parts of the world, community investments or philanth.ropic programmes must be approached in a measured way. 'The first thing is to understand the local conditions,' says Adrian Hodges, managing director of Intemational Business Leade$ Forum. 'Then ]rou must be clear about what it is you have to offer - and cash is probably not tfie arswer.' Suchresourcesinclude technology, office space and business expertise. Accenture, the technology and consultirg company, for example, offers its services to NGOS in alevelopingcountries at an affordable price via Accentue Development Partnerships, a non-proflt group. When companies offer theiT own skills or services. however. transparency is essential.A software with an company partnerirg education establisbment to promote better schooling,for example,may be also selling software to that institution. 'The danger is that it's seen as self serving,' says John Kline, professor in international business diplomacy at GeorgetownUniversity. 'So it's important that there is a partner group that's separate from the company so there's credibiliry to Often, companies' day-to-day business has unforeseen benefits. Pfrzer,the pharmaceuticalscompany, is tryfurg to map what it calls 'value transfer' tb.roughout the business. Nancy Nielsen, Pfrzer's senior direc" tor of corporate citizenship, cites the example of construction sites where the company has imposed safety standards requiring, for example, worke$ to wear hard hats and shoes. a practice that has subsequentlybeen adoptedelsewhere. If orgadsations focus on spreading the benelits of their investment outwards - through, for example, local sou.rcing they car mahe substantial contributions.'Unilever in Vietnam employs about 4,500 peopledircctly, but has created800to 1,000small businessesin support as weU sothe numbers get really quite big,' says Mr Sandbrook. 'In ttle past 15 yea$, everlthing has been concentrated on the environmental story and to some degree on the social story, rather forgetting that actually the biggpst contribution companiescan make to development is the economic story, Rightly, the penalulum is now swinging back to$ards that one.' FINANCIALTIMES roo6 [!@[ @Pearson Education Limited TextbankI If,filil Businessethics Readthe wholearticle.Accordingto the article,which industries andcompanies havedonethe following? a) providedhealthand educationfacilitiesfor the local communitv b) builthomesfor theirworkers c) workedwith specialistsin isolatedindigenous populations d) doneresearchinto the impactof their operationson the community at a e) offeredtheir servicesto non-profitorganisations reducedDrice f) createdsaferworkingenvironments g) givencontractsto localbusinesses Readparagraphsl and 2. Findthe wordsand expressions whichmeanthe following. a) don't haveenough b) plansto improvethe qualityof people'slives c) be verycautiousaboutwhat is donein a difficult situation d) havethe oppositeeffectto the one intended e) causingalot of disagreementbetweenpeople f) companies obtainingrawmateria[s, suchas oilandcoal, from underthe ground g) havean enormousimpact h) the mostcomplicatedand dimcult probtem D beginto happen D sensethat you are not acceptedor included Readparagraphs3 and 4 andfind the verbswhichare used with thesenouns.Putthe verbsin the infinitive. a) life b) a cultureofdependence c) (social)programmes(2 vetus) d) investments/aninvestment(2 verbs) e) social-impact studies f) a place g) a mess Readparagraphs5 and 6. Findthe phraseswhichhavea similarmeaningto the following. a) donein a carefulandcontrolledmanner b) providingmoneyfor communityproiectsmight not be the bestsolution c) it must be clearto everyonethat what the companyis offeringis fair and honest d) to hetpdevelopimproved educational standards e) it appears that a companyis onlydoingsomething to gainsomeadvantagefor itself f) it canbe believedand trusted @ o PearsonEducationLimiredzooo 5 Readparagraphs7 and 8 and saywhetherthesestatements aretrueor false. a) Pfizerknewthat their safetypolicywould be beneficial outsidethe companyas well. b) [Jnileverworkswith up to onethousandsmall businesses in Vietnam. c) RichardSandbrookbelievesthat the most importantrole ofcompaniesis to help countriesdevelopeconomicatly. Overto your Whattypeofinformation mighta miningcompany wantto includein a social-impact study?whatimpactcouldthe closureofthe company haveonthe localcommunity? What mighta closureplaninvolve? Overto youz Whatdoyouthinka multinational company wo]kingin a countryshoutdprovidefor developlng .ltsstaffi . lts staff'sdependents; . thewidercommunlty; . thecountryasa whole? Overto you3 Whattypeof socialpmgnmmesaresomewell-known multlnatlonal companies involved with?UsetheInternetto you programmes ffnd which help out. doyoullkemostand why? I Textbank Iliiiiill F,nance anooann,ng Internationa[ banking lGelo-idiffi;ut-t{-al Beforeyou read Whatarethe biggestbanksoperatlng in yourcountry? Reading Readthis articlefrom the Financialfimesandanswerthe ouestions. resists national WhvDeutsche champion status U by PatrickJenkins ver since Deutsche Ban]{ I"I I.t . discovered that operating J-J abroad - particularly in investnent banhing - was more profitable tl1an much of its rootand"branch business back home, Germany's biggest bank has had a dilficult relationshiD with the local establishmenl. For a nation that alemands patriotism from its big companies, Deutsche's announcement recently that it woulil be laying off 6,400people even though it had made record profits of €2.5bn - was haftl to swallow. Politicians of all parties have accused Josef Ackermann, the bank's affable Swiss-born cbief executive, of immorality' for putting profits before jobs. Yet politicians especially those preparing for important regional elections against a background of a recoral 5 million unemployed were always likely to criticise Deutsche over its job cuts. For Deutsche, the real trouble is that the German social ethos fits global uncomfortably with shareholaler value principles. Deutsche might har€ made record profits last year. But, when compared with its global peer gxoup, a pre-tax return on equity of 19 per cent and a market capitalisation of barely €35bn put it outsiale the top 20 - even though, in terms of assets, revenues and investment-banh performance, league-table it 18"J is a top-ten operator. For Mr Ackermann, it is the age-old tussle between what Germany demands and what investors anal the analyst community want to hear - namely that he is unalertaking serious measures to reach his goal of a 25 per cent pretax rcturn on equity, on a par with US rivals. 'Deutsche Bank is supposealto be a national champion,' says David Williams, an analyst at Morgan Stanley in London. 'The trouble is that the definition of a national champion aliffers insiale and outside Germany. Deutsche can only really play in the top tier if its profits, share price and market capitalisation are comparable with the best. But insiale Germany, all that matters is for a bank to have a big balance sheet, employ a lot of people and lenal money to anyone r4rhowants it.' That kinal of tension does not only apply to Deutsche Banl, but to any company that pits itseu peer against an international group and puts pressure on jobs while being highly profrtable. For Deutsche, though, it is more acute, analysts believe. siemens last year extracteal longer houls for no extra pay from several thousand stalf in its mobile and networks operations, while BASF saial in November it would cut 3,600 jobs despite recoraling forecast-beating profits. Yet both Siemens and BASF appear to have avoided a political onslaught by being open to compromise. Siemens abandoned initial plans to shift up to 5,000jobs ove$eas, and BASF promised to avoid compulsory redundancies. Deutsche's difflcult rclationship with the German establishment is long-stanaling. Despite carying its nationality in its name, it no longer regarils itself as a German bank, and these days employs more people - and makes more money - abroaal than at home, To compou.nd matters, Mr Ackermann is not even German. Despite reasonable links to government, adYisers say Mr Ackermann is obliged to maintain a degree of tlistance in his political and corporate networking in order to avoid being drawn into unprofitable patriotic business. Morgan Stanley believes the political outcry over the Deutsche jobs saga caryies a resonant message. 'This kind of political interference is derailing capitalism in Germany,' says Mr Williams. 'It is social engineering. And it is delaying much-needed consolidation in German bankhg. It is a big deterrent for potential acquirers from abroad.' For Deutsche, in particular, senior managers believe the debacle has exacerbated the 'German discount' attached to the share price. That is the last thing Mr Ackemann needs as he tries to play catch-up with his interrational rivals. FINANCIALTIMES v Pearson Eoucauon Lrr,,uorooo li@ft![ TextbankI @l Financeand banking Readthewholearticleandcomplete thissummaryusing BETWEEN ONEAND THREE wordsfrom the text in each DeutscheBankis Germany's a)............ bank,but thereare increasingtensionsbetweenthe expectationsofGerman societyandthe bankt strategyto becomea leadingplayer in internationalbanking.Germanb)............ are accusingthe bankofgiving morepriorityto makingprofitsratherthan savingjobs. Althoughthe bankmaderecordprofitslastyear,it is not investment oneofthe c)............ banksin the worldin terms of sharevalue.Forthisreason, Deutschel JosefAckermann, from CEO,needsto increasepre-taxreturnon d)...........in orderto competewith f)..........-banks. e)............ Twoother Germancompanies,g) ...........,, sufferedsimilar pressurewhenthey plannedto cut iobs in Germany, and both hadto h)............ . In reatity,Deutscheis a German companyin nameonly,sinceit now employsmorepeople and makesmoremoneyabroad.Expertsat MorganStanley believethat Germanbankingis In needof l) ............ but that is makingthis difficutt. D ............ Readparagraphsr and 2, then matchthe two partsofthese word partnerships. I investment a) establishment 2 root-and-branch b) vatue c) off 3 local d) profits 4 l a yi n g e) ethos 5 recoro 6 social f) banking g) business 7 shareholder Matchthe exDressions from Exercise2 with the correct definition. a) set of ideasand moralattitudesthat aretypicalof a particulargroup b) highesteverlevelof moneygainedfrom doingbusiness in c) principlewhichstatesthat the first consideration businessdecisionsis the interestsof peoplewho own comDanv 5nare5 d) groupof peoplein a societywho havea lot of powerand influenceand who are oftenopposedto any kind of changeor newidea e) the completenetworkof localofficesthat are part of the largerorganisation f) activityof buyingstocksand sharesand then selling them to the public;atsoofferingadviceon mergersand takeovers g) stop employingsomeonebecausethereis no work for themto do Findthe wordsand expressionsin paragraphs3 and 4 whichmeanthe following. 8) groupof companiesor productsthat canbe compared becausethey are similarin a numberof ways b) amountof profit madeon an investment c) capitalthat a companyhasfrom shares lI@!E o Pearson Education Limited uoo6 d) totalvalueof a company's shares e) thingsbelongingto a businessthat havevalueor the powerto earnmoney f) moneya companyreceivesfrom sellinggoodsor services t) expertwho studiesfinancialdataand recommends businessactions h) at the samelevet,valueor standardas l) participateat the highestlevel j) documentshowinga company'sfinanciaL positionand weatth 5 Readparagraph5. Whichstatementsreferto Siemens, BASF,both or neither? a) increasedworkinghourswithout increasingsalariesin somedivisions b) introducedlongerworkinghoursthroughoutthe company c) madebiggerprofitsthan expectedlast year d) plannedto reduceth€ workforcein Germany e) receivedthe samestrongcriticismfrom politiciansas Deutsche f) will transferabout 5,oooiobs outsideGermany g) decidednot to movethousandsof jobs to other countries h) agreedto ask whichstaffwant to leavetheirjobs in returnfor a payment 6 Readparagraphs6 and 7 and saywhetherthesestatements are true or false. a) Deutschewason goodtermswith the establishment untilrecentlv. b) MrAckermann's nationality hashelpedimprovethe bankb relationshipswlth the estabtishment. c) Mr Ackermandoesn'tmaintaincloseties with the establishmentso his companydoesn'thaveto get invotvedin loss-makingbusinesses. d) Theangryprotestsabout Deutsche!iob cuts hasa deepersignificance in Germanbusiness. e) Mr Williamsbelievesthat the governmentis interrupting plansto makeGermanbanksstronger. f) Mr Williams thinksforeignbuyersarebecoming more interestedin Germanbanks. g) Topmanagement in Deutschefeelthat the political situationis helpingto increasethe bankt shareprice. Overto your Doyouthinkthenationalgovernment andestablishment are righttoputpressure on natlonalcompanies? Whatarethe potentialrisksofthislevelof politicalinterference? Whata]e theadvantag€s? Overto youz UsetheInternetto findthreeorfouroftheleadinginvestm€nt banksin thewodd.chooseoneandfindouthorvthefirmis organisedandwhatcareersale on offerwithin the company. I Textbank Gil rrnanLeanoDanKrng recovery Corporate Beforeyou read lfa companyis havingfinancialproblems,what can it do to hetppay its debts? Reading Readthis artictefrom the FinancialTimesandanswerthe ouestions. Floodgatesopento a newstyle brings more disadvantages than it both aalvantages and disadvanadvantages. 'It has made exit tages for companies.but most ot all it brings far greater complexity and strategiesa lot Eore complicated.' 1 Someyears ago at the Plaza Hotel in he warns, poiroting out that the a very fluid set of new staleholders. New York, a group of British aggressive new investors are often clearing banks analofficials from the 'It used to be just a case of advising local banks; now the people around focused on very short-term obje(Banh of England were introduced to the table can represent international tives rather than worrying necesa new breed.of investors who were to banks.distressedfunds.bondholders sadly about the long-term health of revolutionise what happens to and pension trustees,' explains Mr the company. companies ill trouble around the Powell. world, The symposium, organisedby 7 Even within the same fiIE (hvc), 4 The results can be seen all over differences of opiniou are apparent Pricewaterhousecoopers Europe anal much of Asia. Lisa over this thorny question. Mr Powell aimed to acquaint the British Donahue, a New York managing at PwC in London is relatively banhers with an emerging US style director at AIix Partners, the upbeat about lhe benefits of inof corporate recovery 'led by corporate recovery ffrm, says the creased liquidity and tradable debt distressed debt investors ard more new money car bring much-needed instruments. 'Tt rs positive in the actively engaged bondlolder liquidity to companies looking to short term, as there is so much cash committees. entering tbe market,'he says.'How 2 Irirthe heady days of the late 1990s, restructuretheir deb[. While in the past, European companies might long that window is going to stay bankruptcy was far from the minds have been entirely reliant on a open is more difhcult to assess.'But of most businessmen, not least handful of conservative local banks across ttle Atlantic. Paul Kirk. who among the more traalitional lenders for help, they can now raise fresh heads PwC's business-recovery in Europe. Of course, soon after, the practice globally, stresses the other capital in a variety of different ways. explosivebursting of the technology side of the coin. 'Yes,they haveadded bubble was to provide plenty of 5 More liquid debt markets arc also creating more flexibility for the Iiquidity to the market, but the tradcandidates for this new approach ing in and out of debt meansthe goals banks. Seniorlenalersare now able to ' ith entte industries, such as of the stakeholdersare not aligned. exit at a relatively early stage in a telecommunications, in neeal of company's financial difficulties, and so doing, a successfi.rlwork-out is financial restructuring. But it was mearfng the set of faces around the much more alifficult,' he says. the more recent arrival of hedg€ negotiating table car change very s 'The US system focuseson keeping firnds anal cash-rich private equity rapidly once a company's creditthe company alive, the rest of the ffrms into the European market that worthiness begins to sude. A big world focuses on keepirg tbe would really open the floodgates to challenge for corporate recovery businessalive analrecogniseswhen a this new style of restructu.ring. g Having seen fuamatic company has no future,'says Mr advisers is to make sure that any and Kirk. slowly though, the inllux of US nev/ capital structwe is as liquid as extremely prolitable turnarounds in possible, allowing investors to trade investors and turnaround specialists US industries such as steel, coal and freely in and out of restructured debt is changing the character of utitities, distressed investors are European business recovery. 'The and equity, rather thar frnding deluging European narkets with a pretty themselveslocked in. mindset change is flood of moneylooking for suitably fundamental,' says Mr PorMell.'The bjgh returns.'No doubt about it, 6 But the new facesarourd the table have also attracted a growing US approacblooks at !€lualions, in there has been a significant change amount of scepticism from seasoneal Eumpe and the UK the emphasishas in the market,' says Ian Powell, been on cashflow and the ability to cou)orate recovery professionals in European business recovery leader Europe. David James, a crisis seryice alebt,but that is changing.' for PwC.'US funds are investingbig in European recovery manager, is one of many who fear style FINANCIALTIMES that the US style of reshucturhg situations. Their money brings with by Dan Roberts a, Pearson Eouca.on Lrm,,"o ,ooo ll@!! TextbankI rrnanLeano DanKrng Gil Readthe wholearticteand matchtheseheadingswith the lvrrcLr a) b) c) d) e) f) g) h) P d rd B rd p u . Comparingapproaches to businessrecovery Samecompany,two differentexpertopinions An expert'swarningaboutthe USapproach Britishbankersintroducedto a newsystem Advantagesofthe USsystemfor big lenders Howthe USsystemhelpscompanies in debt USdistressfunds investingin Europe Changing timesbringsa needfor financial restructuring Readparagraphsl and 2 and matchthe two partsofthese financialterms. 1 distressed a) funds z bondholder b) equity c) restructuring 3 financial d) debt 4 neoge e) committee 5 private Choosethe correctexplanationfor eachterm from Exercise2. a) capitalinvestmentsmadein privatecompaniesthat are not quotedon a stockmarket b) financeusedto buythe bondsof companiesthat have filed for bankruptcyor appearlikelyto c) makingan agreementwith lendersto paydebtsin a differentwayto the one agreedoriginatly d) moneyusuallyusedly a smallgroupof richprivate investorsand institutionsto makeinvestmentsthat can often be highrisk e) groupof lendersthat hascertificatesof debt (usually interestbearing)which havebeenissuedby a company to raisemoney Readparagraph3 and find wordsand expressions which havea similarmeaning to the following. a) changein a company'sperformance from badto a very goodone b) sendingalot of something all at the sametime c) a largeamount d) liketyto changequicklyor often e) peopLe considered to be importantto an organisation D peoplethathavelegalcontroloversomeoneelse's moneyandthe powerto investit Readparagraph4. Whichofthese pointsdoes Lisa Donahue NOTmake? Newmoneyfrom USdistressfundsmakesit easierfor companiesin financialdifficultyto ... a) payemployeesand suppliersand makeinterest oavmentsto banks, b) negotiatewitha smallnumberoftraditionalbanks. c) findnewsourcesoffinance. @E @Pearson Education Limited zoo6 6 Readparagraph the correctmeaningfor the 5. Choose expressionsin lfdlicsin the contextofthe articLe. a) Morel,qud debt marketsare alsocreatingmore flexibilityfor the banks. D ftee-flowing iD easilyconvertedinto cash iii) smoothmovement b) Seniorlendersare now able to exit at a relativelyearly srage. i) leavethe negotiations ii) selltheirstakein a compan, iii) closedowna firm c, ... onceo company\ credit-worthinessbegins to slide. i) lt becomesdifficultfor a firm to pay loanson time. ii) A companystartsto ask for biggerloansto pay debts. iiD A firmt sharepricebeginsto decreaseovera long oeriod. d) ...ratherthan fi ndingthemselveslockedin. i) Thereare somelegalrestrictionson endinga conIracI. ii) Theyare morallyobligedto financiallysupporta failingcompany. iii) Theyhavegainedsomethingandarecertainto keepit. Z Readparagraphs6, 7 and 8. Whomakesthe following pointsaboutthe newstyleofcorporaterecovery? David James(DJ),lan Powelt(lP)or PaulKkk (Plo?Whoseems most in favourofthe newstyle? a) The USstyleofrestructuringmakesit moredifficultto closea company. b) A distressed-debt investormaynot be interestedin helpingthecompanyrecover in the longterm. c) lt's goodthat thereis morecapitalavailableto help companres. d) ltt not easyto predictifthis financewillbe available in the future. e) Planninga strategyfor a companywill be harder because the stakeholders' aimsarenot alwavsthe 5ame. f) TheUSsystemtriesto helpa company survive. g) TheEuropeansystemis becominginfluencedby the US system. Overto your The USsystememphasiseskeepinga companyallve.What are someofthe argumentsfor and againstthis approach? Overto youz pressandthe Internetto findoutabouta look at thefinanciat company thatis in troubte.Whatwerethecauses ofthe financlalproblensandwhatls thecompany doingaboutthe situation? I Textbank lllllllll consuttants Thegrowthof management consultancy I Levelofdifficulty:OO J 1 Beforeyou read Hasyourcompany or organisation everemployed a consultancy? Why(not)?lfso, whatkindof consultancy services wereprovided? Weretheassignments successfut? Why(not)? Reading Readthis articlefrom the FinoncialTimesandanswertheouestions. Adviceis oncemorein demand by SlmonLondon not be trained fast enowh to fill the up projects of sulficient duration for gap. The result: raw recruits them to learn on the job. r Reports of the death of management delivering work of questionable Increasingly, they are not. 'My sense consulting bave been gleatly quality to increasingly disillusioned is that a lot of firEs are questioning exaggerated. The g2oobB-a-year clients. the traditional businessmodel,' says businessadviceindustry swvived the a It has taken four yearsfor buyers of Betsy Kovacs,AMCF president. Some dovrmtum a.nd dot-com crash. A.fter business advice to turn again to consultants predict the emergenceof an extendedperiod of recuperation,it extemal advisers. But these 'diamond-shaped' {irms, in which has returned to gro\ath. 'We had a companies are wiser for the earher partners are supported by more fabulous ]€ar last year , strong experience,On average,projects are experienced consultants and fewer doubledigit growlh after severalflal shorter and less valuable than you.ngsters. IVIr Brown obs€rves: yqrrs,' says Steve Gunby, head of during the boom years, maldng it 'Peopleare hiring again, but tley are the Americas region for Boston easier for clients to keep track of tending to go for the more Consulting Group. Bravado? expensesand objectives.Competitive experiencedrecruits.' Excluding information-technology bidding on engagements is much 8 Can consultancies mal(e money if consulting. wh.ich remains stagnant, more frequent. clients decline to support the the industry grew by 6,3per celt last 5 Even once ar engagement has leverage model? Yes, but only by year according to Kennedy bee[ signed, compa.nies ar]e changing their recruiting patterns Information, tle matket reseffcher. increasingly likely to r€port to MBAand pay practices - and fitrding new , But the return to grouth does Dor trained executives in client ways to adal value. Already, more imply a return to business as usual. companies, many of them former than half of the AMCF s membels The rate of growth over the next few consultants. To add value, they must are comparies whose primary years is likely to be well below the bring to the table more than sharp activity is not business advice. Note doubledigit levels achieved thrown minds and sharper suits. Experience that tbe world3 largest consulting the 1900s.The strength atrd paflern and perspective are requircd. The company is not McKinsey, Bain or of the r€covery varies by country, combLEtion of demanding clients Boston Consulting Group - the 'big and some sectors remain depressed. and shorter projects is forcing three' strategy consultants - but Derek Smith, research dtector at consultancies to take a hard look at IBM, which sells advice alongside m Kennedy Information, points out how they run their own businesses. seryices, servers and software. that the injormation-tecbnology Under particular scrutiny is the Similarly, Bain is now as well knowr consulting sector is likely to grow at traditional, pyramid-shaped organifor the exploits of Bain Capital, its an averag€ compound rate of litfle sation in which a fenrsenior partrrers pri te€quity arm, as for strategy more than 1 p€r cent. Exclualing It are supported by an army of consulting. consulting, he expects the wider enthusiastic juniors. 9 The best that can be said at this business advice industry to grow at 6 The ability to 'leverage' the juncture is that there will be no an annual 7 per cent. expertise of senior coDsult$ts in single 'right' arswer for all 3 The merger and acquisition wave this way is central to the economics consultants. Notwithstanding the among US public companies helps of the ilrdustry. Surveys show a disapproval of clents, some lr'ill explain why North ADerica is strong correlation betwe€n high doubtless frnd ways to maintain the leading the way. Consultanls are leverageand high profrts per partner. leverage model. Others vtrill evolve often called in to review poteDtial I'he inalustry's traditional upor-out into diamond-shapedorgaldsations. deals ard advise on post-merger career progression also relies on Some will remain pure advisers. integration. The return to growttr large annual int€kes of raw recruits. Others will ally with companies in also reflects a fardliar, cyclicat Mr Manlins says: 'This is an adjacent industries or develop new pattern. The economic boom of the apprenticeship industry. If you have sources of income to supplement late 1990sled to very strong demand too few people coming in at the advisory fees. As constrlta.nts are for business advice with which bottom, you end up wittr not enough fond of telling clients, the essenceof companies struggled to keep pace nanagers.' strategy is differentiation. Experienced consultants were 7 The leverag€ model works, leaving to work for 'hot' tecbnology however,only iJ clients are willing to comparfes,and yorurg recruits could pay for bright young MBAS ard sign FINANCIALTIMES '8!) @Pearson Education Limited zoo6E@!E TextbankI Readthe wholearticleand saywhetherthesestatements are true orfalse. a) Theforecastfor the businessadviceindustrydepends on countryand sector,althoughlT consultingis expectedto do well. b) American management consultancies haveparticularly benefitedfrom an increasein the numberof mergersand acquisitions. c) In the past,demandfor consultants washigh,but clients wereoftendisappointedwith the results. d) Leverage in the management consultancybusiness involvesusinga mix of both seniormanagerstogether with lessexperiencedandyoungerconsultants. e) In the 199os,few apprenticeconsultantswere required, as turnoverin the industrywas relativetylow. f) A diamond-shaped organisation,wheresenior consultantsarethe minority,is predictedto replacethe traditionalpyramid.shaped consultancy. Readparagraphsl and 2 and underlinethe word or phrase whichdoes NOTcollocatein the text with the wordsin bold. a) lT managementsector consultlng b) exaggeratedbusiness advice $zoobn-a-year c) fabulous flat several d) recuperationdouble-digitreturnto e) recoverylTconsultingdepressed f) groMh average compoundsector industry year growth sectol rate Readparagraphs in thetextthat 3 toi andfindexpressions meanthesameasthesephrases, a) thesignificant risein takeovers b) moresuccessfulthan others c) helpcompanies to worktogetheraftertheyhavemerged d) timewhenbusiness activltyincreases rapidly e) inexperienced producing poorresults trainees f) different consultancies competing forcontracts t) ...on ormyof enthusiastic iuniors. i) thosewho havealreadycompletedtheir military serytce ii) a largenumberof armedforces iii) manypeopleinvolvedin the sameactivity 5 Addthe correctprefixor sumxto thesenounsfrom paragraph 6. a) lever... b) expert... c)...relation d) progress... e) ...takes f) apprentice... Matchthe wordsfrom Exercise5 with their definitions. t the combinationof knowledgeand specialskillsa personhasin an areaofwork or study 2 the periodoftimewhena pe;sonistrainingfora particulariob and is stayingwith the employerfor a specifictime 3 the numbersofpeoplewhoioina schoolorprofession at a particulartime 4 the graduatprocessof changeor development yourposition 5 beingableto improveor enhance 6 the connectionbetweentwo ideasor facts,especialLy whenoneis the causeofthe other Matchthesewordsto makeword partnershipsftom paragraphsZ, 8 and 9. 1 diamond-shaped a) consulting a experienced b) activity t primary 4 strategy 5 adiacent 6 advisory c) ftrms O fees e) recruits f) industries 8 Complete thesesentences witha suitableexpression from Exercise z. a) A companvt............ is its corebusiness andmakesthe mostmoneyor is themostimportant. b) ............ aretesslikelyto disappoint clientsthanyounger ones. Choose thebestdefinition forthesewordsandexpressions patterns c) Recruiting for............ consistoftakingononlya in italicsfromparagraph 5. small number of consultants. iunior a) Evenonceanengogement hasbeensigned... d) Weconsidered takingona large,international firm,but between companies D anagreement to merge their............ wereveryhighcompared to a local !i) a consultancvcontract consultancy. iii) an arrangement tOmeetsomeoneor attendan event e) As wellassellinglTproducts andservices, ............ is a b) fo add value,theymust bringto the table ... major area of the companyt business. of income D haveothersources f) lt is expected thatsomeconsultancies willform ii) increasesalesand profits partnerships withsimilar or......,...,. to findnewsources iiD offeradditional benefitswhicharenot financial of income. c) .., morethanshalp mindsand sharpetsuits, in the retailcLoth!rrg D experience industry ii) experience andsmartappearance iii) intetligenceand stytishclothes d) forcingconsultanciesto takea hard look ot ... D examinesomethingor someoneverycarefully iD think aboutor considerdoingsomething iiD evatuateyourselfcritically e) Underparticularscrutinyis ... i) consideration ofan idea,planor proiect iD careful,thoroughexamlnationof something/ someone iii) closeexamination of company finances/accounts ElFfiHftllE @Pearson Education Limited zoo6 0verto your Wouldyouemploythe servlces of a consultancy forbusiness advice? lf youneeded adviceforyourcompany or organisation, howwouldyougoaboutchoosing thebestconsultancy? Overto youz Whatarethemostwell-known consultancy firmsin your country? Wouldyouliketo workforoneofthem?Why(not)? Whichcompanies or sectolsusetheitgervices most? I Textbank lnfi*f Consultants Management consuttancy I Levelofdifficulty:OO Ol Beforeyouread Frceadvicecostsnothinguntil youoct uponit. Whatdoyouthinkthisiokeaboutconsuttants means? Reading ReadthisarticlefromtheFinancialnmes andanswerthe ouestions. A tougheroutlook for Britain by MichaelSkapinker 1 American management consullants may be upbeat, but the ttK inalustry has less reason to be cheerful. British consultants' fee income rose only 4 per cent to t10.1bn ($19.2bn) last year, and much of the growth came from outsourcing work rather than the dispensirg of adYice to senior managers. According to a report by the Management ConsultanciesAssociation,about 40 per cent of its members' income now comes from out3owcing. That includes providing advice on how to outsource, but much of the work consistsof consultants providing the outsowced service themselves. 2 Many of the colsultants not hvolved in outsourcing are putting together computer systems. Information-technology-related consulting and systemsder€lopment accounted for about 25 per cent of MCA members' fee income. Traditional management consulting made up only 33 per cent and has fallen for two successiveyears, The McA said its members saw fees for traditional consulthg fall 8 per cent last year. Not all management consultants are members of the MCA. The association estimates that its members account lor 65 per cent of the UK hdustry's fees.Among the notable absentees a.re the la.rge strategy consultants. But MCA members make up the majority of UK management consultants, and what happens to them is an inalication of wider industry trellds. 3 Does it matter that their business has moved away from old-fashioned consulting towards outsourcing and IT? Outsourcing has grown quickly, and consultants v'rouLl have been foolish not to have grabbed the opportunity to be part of it. Ttre problem is that grorath in outsourcing appearsto have peaked. The MCA says that outsourcing fee income increasealby 18per cent last year. In 2003,it grew by 46per cent. Much of the new spending on management consultancy is coming ftom government rather than from the private sector. The MCA said tJlat its members' fee income from public-sector consulting rose 42 per cent last year, compared with an increase of only 4 per cent from the private sector. Large projects, such as builaling a modern IT system for the National Health Service, have provided consultants with valuable work. The problem is that many public-sector consulting projects hal€ been controvercial, and there is some pubuc and press resistance to the government spending too much on consultancy. What has gone wrong for UK consultants? Fi.rst, clients are becoming much more sophisticated. They understand the consulting business far better than they did pafily becauseso many of the client managers are former consultants themselves. Bruce Tindale, chief executive of PA Consulting says around 30 per cent of the client ma.nag€rshis firm deals with are former consultants. The reason so many consultants now work for client companies should worry the industry: the consultants who leave for clients do so becausethey find the demandsof consulting, and the tol] on family life, too heaw 'There are problems with recruitment and retention.' Mr Tindale says. 'We are noticing pushback from consultants, who are saying: "I'm not prepared to subsume my life any more." we're losing people to clients because clients offer stabili8' That has not stoppeil consultancies from recruiting. MCA member firms employedmore than 45,000people in 2004,an increase of 9 per cent over 2003.At the same time, revenue per consultant fell more steeply Iast year than in any other recent year down 1l per cent to i16?,000. Fiona Czerniawska,who wrote the MCA repod, suggests several reasonswhy revenue per consultant might have fallen. Changesin MCA particularly membership, the increase in the number of smaller Ifums, may have depressed the Iigure, as smaller consultanciestend to charge less, 'It's also possiblethat the changing mix of services provided by the MCA member firDs has had an impact. The growth in outsourcing and IT-related consulting, both of which have lower figures than traditional management consulting services, certainly accounts for part of the drop,' Ms Czenriawskasays. But the likeliest expLanation for the fall is the increaseill t]re number of consultants. why have firms been hi.ring if that has been depressing revenuesper head?Becauseso ulany consulta.nts, inveterate optimists, believe sales are about to increase. Many consultants over-recruited during the Intemet boom at the beginning of the decade, ard Ms Czerniawska says:'Consulting firms have perhaps not entirely leamt the lessonsof 2001.' Mr Tindale, who insists his own firm's revenues and prolits showed healthy grovfih last year, says consulta.nts need to provide their clients with a better value-for-money service than they did in the past. 'It's a matter of keeping anal sustaining trust amongclients. It's very dfffrcult becausethey look at those bills and say: "Wlat are we getting for this?"' FINANCIALTIMES u Peatson Eoucauon Lrt,,"o ,ooo li@f, TextbankI Gl LonsurrdnL5 Whosaidwhat?Thewriter ofthe article,the MCA,Bruce Tindale,FionaCzerniawska, an anonvmousclientor an consultant? anonvmous a) Feesfor traditionalconsultingfell 8 per centlast year. b) Doesit mafterthat their businesshasmovedawayfrom old-fashionedconsultingtowardsoutsourcingand lT? c) Theproblemis that manypublic-sectorconsulting projectshavebeencontroversial. myflrmdeals d) Around30 percentofthe clientmanagers with are formerconsultants. e) I'm not preparedto subsumemy life anymore. f) Theincrease in the numberof smallerfirmsis oneofthe reasonswhy revenueper consultantmight havefallen, assmallerconsultancies tendto chargeless. g) Consultantsneedto providetheir clientswith a better value-for-money servicethan they did in the past. h) Whatarewe gettingfor this? Readparagraphsl and 2 again.Whatdo thesefigures referto? a) rg.z b)qo c)zs d)rr e)8 f)65 choosethe best definitionofthese wordsand expressions in itdlicsforthe contextin paragraphs3 and4. al oId -f ashioned consultinE D not modernor fashionable iD traditionalmanagement consulting iii) lT-relatedand slstemsconsulting b) consultantswould havebeenfoo,sh... D sillyor unwise iD immature iii) takingunnecessary risks c) ,.. not to havegrabbedthe opportunity D takenwithoutasking iD suddentytried to take hotdof iii) obtainedquicklyin a dishonestway d) ...outsourcingappeatstohavepeaked. i) reachedthe highestpoint or level ii) gonedownafter reachinga maximumlimit iii) formeda point abovea surfaceor at the top of something e) projectshavebeencontrcvesial i) discussedin depthand at greatlength ii) shockingor completetyunfairandwrong iii) causingdisagreement as peoplehavestrong opinionsaboutthe subiect Findwordsin paragraphs 5 and6 that meanthe followingin the contextof the article. a) havingknowledge,experienceor understandingof complicatedsubjects b) pressureor very bad effectsomethinghasovera long periodoftime c) whenworkersstaywith a companyinsteadoftaking a job with anotheremployer lI@E Eoucalon o Pearson lirneo :ooo d) resistanceor dissatisfaction e) treat somethingas beinglessimportant D sharplyor dramatically 5 Readparagraph7 and choosethe bestsummary. Theauthorofthe MCAreportsuggests... A therearevariousreasonswhy revenueper consuttant hasfallenrecentlv:the MCAnow hasnew members, especiallyfrom smallerconsultancies who chargeLess. Shealsothinksthe changein the typeofservices consultancies offer is a contributingfactorsincelTrelatedconsuttingand outsourcingboth generateless fee incomethan management services. B thereare two reasonswhy revenueper consultantis falting.Manyindependentconsultantshavebecome membersofthe MCAand chargeless,whichhas significantlyreducedthe averageincomeofsmaller generates firms.Ms Czerniawska alsothinksoutsourcing lessfeeIncomethantraditional management consulting seryices. 6 Saywhetherthesestatementsaboutparagraphs8 and 9 aretrueor false. a) Theaverageconsultantfee incomehasdeclinedmainly dueto the risein the numberofconsultants. b) Consultantsare alwaysoptimisticand are convinced they will havemorework. c) Ms Czerniawska taking thinksthat despiteconsultancies on too manyne$/recruitsa few yearsago,they are makingthe samemistakeagain. O MrTindalestatesthat consuttantsgenerallyprovide clientswith valuefor money, Overto your DoyouagreewlthMrnndale'9opinionsin thefinatparagraph of ofthearticte?Howcancompanies iustifytheexpense provide consultancy fees?In whatwayscanconsultancles theirctientswitha 'bettervalue-for-money servlce'? Overto youz poputar Haveoutsourcing andlT-retated consulting become whatdo formsofconsultlng serviceInyoursectoror country? youunderstand bytheterm'tradltionalmanagement' in consulting? Whydoyouthinktherehasbeena reduction demand forthiskindofbusiness advice? I Textbank Whatis stratery? :OO Beforeyouread Howimportantis it foreverybusiness to havea strategy? Reading ReadthlsarticlefromtheFinancial nmesandanswerthequestions. Planto thinkstrategically by MorgenWiEel Strategy, then, is the art of tne key to goodstrategicthinking. Is lt possible, and needs to tale better to go through obstaclesor 1 Strategyis, very simply,an oudine account of time and resources round them? of how a business intends to available. Many managers like to 6 There is a perception in some achieveits goals.The goalsare the have a formal strategy, a v/Titten quarters that strategy is somehow objective;the strategy setsout the document to wNch managers and ttre preserve of senior managers, route to that objective.In the early staff sign up and which sets out who carry out the strategy while stages, business objectives are everyone's responsibilities in everyone else puts their head usually fairly simple: to suwive meeting the company'sgoals.This dora'nand gets on with the job. and to achieve growth targets. formal approach has its critics, This is a mistake.Everyonein the Strategies are correspondingly notably the Canadian guru Heffy business contributes to the simple as well, analare often not Mintzberg who believes that most executionof the strategy in some even committed to paper; it is companies evolve their strategy way,evenif only indirccuy. Every enowh that everyone in the as tbey go along. ,Emergent, departmenthas its role to play compaly understandswhere it rs strategy adapts continuously to even the cleaning stalf and the going and how it will get there. changing circumstances post room help to contribute to the and But as the businessgrows,so does environment. success of the strategy, by the need for co-ordination. 4 Another possibility is that ensuringthat officesare cleanand Accordingly,tlrcre is a need for a managers adopt a mixtffe of both communications keep flowilg mutually agreed and accepted methods, with a formal strategy leading to greater elficiency. If strategyfor the business. document creating a framework there is a group of department z Some theorists, such as Aured {rithin which managers respond to that is not contributing to the Chandler,ttre businesshistorian, events as they arise and make adstrategy, then it is wasting would saythis is tle wrong way to hoc decisions. There is an old resourcesatrd should be dispensed go about it. A strategy should be adage that 'everlthing in strategy with. developed first, and flrcn tbe is very simple, but nothing in 7 Once the company'sgoals have organisation tailored to meet the strategy is very easy'. One of the been established,every ounce of requaements of tbe strategy.But fi$t things the novice manager energy should be devoted to this is easier said than alone. learns is that strategic plans are carrying out the strategy to reach Strategyis also constrainedby the almost never executed as those goals. This does not mean company'scapabilities. Following intended. that the strategy, and indeed the privatisation in the 1990s,several 5 No matter how careful goalsthemselves,will not change. the British gas and eiectricity planning process has been, there Change ebbs and flows, and it compatoies branched out into will always be uDl{nown factors tales quick and creative thinldng retail operations,selling domestic and unforeseen events. Known itr to recognisethe need for it and appliances in high-street sbops. the jargon as 'turbulence, or adapt the existing strategy Most of theseshopsquickly closed 'friction, these build up untit accordingly. Ultimately, strategy when it transpired that the they threaten to derail the is not a matter of formal companieshad no experienceor original plan. This usually means documentsand plans,but a way of expertisein retailing. This wasnot that the original plan must be thinl{ing. a matter of orgarrisation, but of adapted or, in extJeme cases, the wrong companies aloing the scrapped and a new plan wrong things. developed instead. Flexibitity is FII{ANCIALTIMES igj 3 @Pearson Education timited:oo6 ll@llE TextbankI Illlllil stratesy Readthewholearticleandmatchtheseheadings to the correctparagraphs, a) Strategy: a wayofthinking b) Flexibility is key c) Whatis strategy? participation d) All-round andefficiency e) A formalorantmergent'approach? f) Fitthecompany to thestrategy Have a strategy but beflexible t) Readparagraph l againandsaywhetherthese statements aretrueor false. a) Strategy in business is abouthowyougoabout yourgoalsor obiectives. achieving b) Initialbusiness fora company obiectlves aresurvival groMh. andachieving c) Strategies shouldalwaysbeputin writingsothat everyone in theorganisatlon understands them. getsbigger, d) Asa company thereis lessneedto discuss strategies, aseveryone shouldunderstand wherethe company is going. Findexpressions in paragraph 2 thatmeanthesameas theseDhrases. a) notthecorrectmethodto adopt b) adapted to thecriteria c) simplein theorybutdifficultto putintopractice ; d) diversified e) a question of Choose thissummary of thebestalternative to complete paragraph 3. is theartofthe possible. Strategy Manymanagers ... A ...areprovided witha writtendocument settingoutthe company's strategy, although thisemergent approach guru,HenryMintzberg. hasbeencriticised byCanadian B ...preferto havea writtendocument settingoutthe companyb strategy, although hasbeen thisapproach criticised bythosewhopreferan'emergent' strategy whichadaDts to eachsituation. C ...needto havea writtendocument the describing company's strategy andeveryonelresponsibitities whichallmembers ofstaffhave to sign.Somebusiness gurus,however, favouran'emergent' approach which constantly changes depending ontheenvironment. Readpa/agraph thataresimilar 4 andfindwordsor phrases in meaning to thefotlowing. a) setof rules,ideasor beliefsonwhichdecisions are based b) happen c) notplanned, or doneonlywhennecessary d) proverb orwlsesaying e) newor inexperienced E@E o Pearson Educatton Ltmtted zoo6 Readparagraphs 6 and7 andchoose thebestmeaning for thewordsandexpressions in italrtsin thecontextofthe article. a) Thereis a perception in somequafters... in some areas ofa citv D ii) according to somepeople iiD in certaindepartments b) thepreselve ofseniormanagers of area land thatis keptforprivatehuntingor fishing D groupof iD activitythatis onlysuitablefora particular Deoote iii) activityof makingsomething withoutchanging it c) everyoneelsepufsthet headdown D liesdownor hasa rest ii) think5 is caused thatsomething bysomething else iiD concentrates orworkshardindividually d) ...getson withthejob, i) continues doing ii) stopsdoing iii) enjoysdoing e) Change ebbsondflows,., i) flowsawayfiomtheshore ii) is constantly occurring iii) is necessary (a-Dto make Matchtheverbs(1{o) withthephrases exDressions fromthetext. (paragraph r achieve r) a) theoriginatplan z meet(paragraph z) b) a mixtureofbothmethods 3 setout(paragraph 3) c) ad-hocdecisions d) everyone's responsibilities 4 adopt(para&aph 4) e) groMhtargets 5 create(paragraph 4) 6 make(paragraph f) obstacles d g) therequirements 7 scrap(paragraph 5) I goround(paragraph 5) h) a framework 6) D thosegoals 9 waste(paragraph ro reach(paragraph 7) i) resources Overto your 'Eyerythingin strategyis simplebut nothingin strategyis very easy.'What kindof difficulties experience when do companies trylngtoputtheirstrategies Intopractice? Overto youz Howwouldyoudescrlbe or thestrategyofthecompany whereyouworkor study?Compare organisation lt withthatof twoorthreeothersimltarorganlsatlons Inthesectorusingthe Internet. Whatarethesimilalltlesandhowdotheydlffer? Whoseis the most/least successful strategyandwhy? I Textbank strategy @il Missionstatements I Levelof difficutty:O OC I Beforeyouread is a shortwritten Accordingto theLongmanBuslness EngllshDidionary, a mission statement declaration madebyanorganisation, intended to communicate its aimsto customers, employees, Why(notx sharehotders andothers.Doyouthinkmissionstatements areusefulto thesegroups? Reading Readthis articlefrom the FinanciolTimesandans$rerthe questions. mission statements WhvsomanY are impossible mission UU by sathnamsangftera The rvoman behind the desk at Avis R€nt-A-Carhad b€e! chatting fteely for some time, but developed a dreadful speechimpediment as soon as I queried the bill. 'I'm afraid you're liable for tie flat tyre,' she declared, sounding like a robot reciting the smaL print from a regulatory document.'It's company policy.' But it was llat when you gave me the car! 'It's company policy.'But I only drove it out of the car park and back!! 'It's company policy.' But I'm a r€gular customer and a shareholder!!!'It's company policy.' This treatment continued for a while. Halfway tirough the encou.nter which ended with my threat to sell my shares in Avis Europe, never to use Avis again and to compLain about it to everyone I meet for the remainder of my hopefully very long life (have followed through with the first tbreat, am workirg on the latter two) - I noticeal that Avis's ll2-yearolal mission statement was embLazonedon surfaces around the ofnce. 'We Tty Haraler,' it proclaimed. The words haunteil me as I stomped off to wdte a long and ultimately unsuccessful letter of complaint. We lYy Harder? Try harder to do v/hat? To irritate our loyal customers? To alrive them away? Weeks later, the words were still swilling around my head. So, as an outlet for my rage, I began researcbing the subject of mission statements, to find out if they are all as annoying as Avis's. Suprisingly, there is a substantial amount of literature available on on tediously about 'passion' 'integrity' and 'excellence;.And a the subject: tens of books and quick Google search reveals that theses with lively titles such as Librariet Mission and Marketing: now even individuals alld families Writing Mission Std,tements That are getting in on the act. T'he prospect of the latter is particularly l/ork. Broadly, the authors fall into perplexing. Families alo not neeal two camps: those who thinh mission statements are not worth mission statements. And neither do the paper, plaster and plastic they businesses for that matter: if you are written on, and those who think have a real raison d'otre, as James they are fabulous. Among the Collhs and Jerry Porras put it in critics, it is customary to cite Built Tb Inst,'a visitor could dlop your organisation Enron's mission statement, which into from famously declared that the another planet and infer the vision company was 'open and fair', without having to read it on paper . Meanwhile, among proponents, it But while businesses do not need is alnost obligatory to craft a them, mission statements need mission statement for mission not be a source of furitation, if statements: to set out in precise they are: (1) short, (2) clear and (3) realisable. detail the essential ingredients for declarations of company philG z All the best corporate missioD sophy.One expert insists that there statements adopt this modest are exactly five things mission approach. Walt Disney's aim 'to statements should cover: the make people happy' sprines to purpose, goals, products, markets mind, as does Wal-Mart's aim 'to give ordirary folk the chance to buy and philosophical views of the organisation. Another insists on no the same thing as rich people', 3M's less than eight key elements. Yet aim 'to solve unsolverl problems another hsists that the best test of innovatively' and Google's simple a mission statement is being able to aim 'not to be evil'. As it happens, identify the company rMhen one Avis's 'We Try Harder', which the crossesits name off the statement. company describeson its website as On reflection, I cannot side with its'rallying cry', fits my criteria perfectly. It is short, memorable either camp. There is something natural about mission statements and realisable. Indeed. there is no problem with the mission stateafter all, what is the American Declaration of Independence,if not ment at all. The problem, judging from my experience anal from a mission statement? But, at the same time, since the 1982 Avis's recent lamentable corporate publication performance, is that the company of In Search of Ebcellarce, which advised has given up trying to make its companies to articulate clearer mission statement a reality. goals, the fad has spread too far. The tiniest businesses are now drafting long statements that bang FINANCIALTIMES u Pearson Eoucaron Lrm,,"o ,ooo li[@!! TextbankI l||llllil strategy 1 Readthe wholearticleandchoosethe bestoption. Thewriter probably... A had had an interestin missionstatementsbeforehis experienceat Avis. B hascometo distikeall missionstatementssincehis exDerience at Avis. C wrotethisarticle,in part,to complainabouthis experienceat Avis. z Readparagraphsr and 2 and put the eventsin the anecdote in order, a) TheAviswomantold him mechanically that he was legallyresponsibletorthe costof repair. b) Theclientwolkedawayangrilt/iimaginingthat the companywastrying ha(d lo behavein o waythat makes customersleavec) Theclientexplainedthat the car had a flat tyre beforehe droveit and that he wassomeonewho usedthe company\ seruiceoften. d) Hervoicechangedwhenthe clientaskeda question about the charyes. e) Theclientnoticedthat the company'smissionstatement wasclearlyvisibleon obiectsaroundthe Avisofnce. f) The Avis womanwas talking in a friendly woy to the client. in paragraphs1 and 2 which 3 Findwordsand expressions canreolacethe Dhrasesinitalicsin Exercise2. 4 ReadParagraphs 3 and 4 and saywhetherthesestatements aretrue or false, Thewriterofthis article,.. a) couldnot stop thinkingaboutthe wordsthe Aviswoman hadused. b) decidedto investigatemissionstatementsas a wayto dealwith his anger. c) discoveredthat someMAand PhDstudentshavewritten longstudieson the subject. d) saysthat a title is'lively'for humorouseffect,because he reallybelievesit's boring. e) arguesthat missionstatementscanbe categorisedinto rwo groups, f) foundexpertswereremarkablyconsistentaboutwhat makesa goodmissionstatement. for 5 Readparagraphs 5 and6 andchoosethe bestmeaning in italicsin the contextofthe the wordsandexDressions article. a) On reflection,I cannotside with eithercamp. D agreewith iD get angrywith ili) givean opinionon b) ...the fad hasspreadtoo far. ofsomething D influence devotionto something ii) enthusiastic iii) practicethat becomesvery popularfor a shorttime @E @Pearson Education Limited zoo6 c) ...thatbangon tediously and about'passion','integrity' txcellence'. andhappy D showthattheyareconfident ii) taLkcontinuously in a boring aboutsomething way iii) express viewsandopinionsin a veryloud,forceful way d) ...individuals andfamilies arcgettingin on theoct. i) beginning to dosomething thatothersaredoing iD watching withgreat theactivities of companies interest iii) puttingpressure on companies to produce mission statements e) ...a visitorcouLd dropintoyoutotganisation from another Dlanet D stopdoingsomething ii) takesomething to a place iii) visitwithout arranging a time f) ...if theyare:(r)short,(z)ctearand$\ reolisable, to fulfit D possibte ii) easyto understand iii) dealingwithsituations in a practical way (1-6)withthe 6 Readparagraph 7. Matchtheadiectives nounsthey go with (a-f). 1 modest 2 ordinary i unsolved 4 rallying 5 memorable 6 lamentable a) problems b) approach c) mission statement d) folk performance e) corporate f) cry from thesesentences withthecorrectadiective 7 Comptete Exercise 6, a) lt wasa truly............ conference. Alltheparticipants said it hadbeenenloyable andtvorthwhile. b) lfsomething is average, common or usual,it is described c) Thecompany encourages all its employees to stayin ....-.......three-star hotetswhen theytravelforbusiness. d) Whenyoucan'tfindanansweror explanation fora mystery, it remains ....,....... , €) Thesaleswoman's treatment of thecustomer was............, andheleftfeelingvery dissatisfied. f) Thechairman's calledonallthestaffto .,.......... speech supportthecompanyb strategy. Overto your Lookat the flvemissionstatementsin paEgraph7. Doyou agreewiththewritefsassessment ofthem?Whichdoyoulike most? Overto youz Thlnkofthreefamouscompanies andwritea mission statement foreach.Thenchecktoseeonthe Internetto seeif theyalreadyhavea missionstatement andlfyourverslonwas slmllar, I Textbank Gilil uorngDusrness onrne Onlinegroceries Beforeyouread lfyouweregoingtostartupanonlinebusiness, whatkindof products or services woutdyousetl? Whatwouldr'tyousell?Why? Reading ReadthisarticlefromtheFinanciolTimes andanswerthequestions, Groceriesby the vanload byJonathanBirchall strategy developed by the brothers 6 Peapod has also continued to remain, Andrew says, starting with draw on its strong background in Andrew Parkinson the central relationship with a t T Then software. Thomas Parkinson started his careerin online lA/ bricks-and-mortar grocer, which remains chief technology officer and t Y groceries 15 years ago, he now also happens to own them, and heads web development. The was very much ar outsider, He and its emphasis on software company has developed its own his brother ThomaspersuadedJeviel development and customer service. search technology for site users, as Stores, a Chicago grocer, to ta}e the 'We didn't want to be the grocer. So well as customised software for revolutionary step of allo\ ing some we've always partnercd with a plalllling the routes of its vans, of its customers to place delivery retailer They know how to and innovations such as allowing orders via their computers with their merchandise.' customers to sort products by start-up, Peapod.But while Peapod's 4 Peapod's early focus on forming nutritional content.'People still partnerships qrith supermarkets early computer system could take want to shop quickly. That's what it and deliver orders, Andrew and contrasted with the 'pule play' comes down to,' he says. 'There are Thomas were nof alowed to work approach of other Intemet bubblea lot of things we don't even do from the supermarket that served as yet that I hopeto do. Wecan sort, but era competitorc. Peapod was also guilty of expanding too quickly after their base. Instead, they were we can't filter - so if you're a corfined to a van in the car park. 'By the company went public, says diabetic, in the future you might February, it was mitus 25 degrees Andrew, but formed distribution be able to filter everrthing out that partnerships with leadi[g superFabrentreit,' saysArdrew 'They had isn t low sugar.' said they would be su4)rised if we market chains. Then, when the 7 Despite the transformation under did more than $1,m0a week in sales, company'sfunding crisis hit in 2000, Ahold, An&ew still seeshimself as ever. But by then we were doing u'ith the sudden collapse of a 9120m arl entrepreneur, saying he still gets something lil{e $5,000$6,000a week. financing package, Andrew found to do 'creative thilrgs'. But he also Sothey let us inside their store,' himself calling retailers in an faces some distinctly nonFifteen years and one Internet attempt to sell his company. entrepreneurial challenges. Combubble later, Antuew is still selling 5 The takeover by Ahold dnmapetition looms with other big online groceries. Peapodis a wholly tically reduceil Peapod's sourcing supermarket chains that are active owned subsidiary of Alold, the costs. But both Parkinson brothers online. 'We have competitive plars Dutch retail giant. It operatesunder stayed on, with Aldrew becoming already in place if they come,and we its own name in the Chicago area, chief firancial officer Ahold also expectthem to come.' ard works {'ith Ahold's Stop & Shop kept Peapodb separate identity, he 8 Looking back, Analrew seesthings and Giant chains on the east coast, says. 'From the very beginning, we he would do differently now. He ushg two distribution warehouses had "the Peapodway", \a/hichwas to would not expand so fast, or bring in ard smaller 'warerooms' at existing "amaze aud delight" the customer, an outside chief executive to win the store sites. Today, Peapod3 service make sure you enjoy your job and confidence of investors, as he did in claims about 200,000 regular dont forget about your family.' 2000. He also aalvises would-be customers,with an averageorder of Peapod claims that it has achieved entrepreneu$ against listening too about $145. While Ahold does not far lower turnover of staff tha-rr closely to their mother's advice. 'We produce separate figures, Peapod's would be usual in a business that said to her after we developed our sales were estimated to be about combires logistics and retailing, and business model, what should we where the var driver can be the $200m last year, maling it the staft up in ... books or gxoceries?' principle point of contact for a biggest oDline operator in terms of Mrs Parkinson, he says, revenue in what is stiu the customer, It still runs regular recommendedgroceries. Jeff Bezos* comparatively small US market. employee awards and its 'Broken chosebooks. Peapod's online operation is no Promises Index' that monitors its performance in 14key areas,such as longer run from a single Dell computer. But elements of the Latenessand incomplete orders. FINANCIALTIMES ' the founderof amazon.com o Pearson Education Linitedzoor ll@fi![ TextbankI tiiitlil torng Dusrness onune Numbertheseeventsin a logicalsequence, thenreadthe wholearticleandcheckvouranswers. a) Peapodexperiences financialcrisis, whilstotherdotcomsgo bankrupt. b) Peapodmakesapproximatety $zooma yearand becomes the biggestonlineoperatorin the U5. c) A supermarketallowsthem to setlto somecustomers via a computeranda vanin the carpark. d) An outsidechiefexecutive is broughtin.Andrew becomes chiefflnancial officer, Thomasis in chargeof technology andPeapodmaintains its company culture. e) Peapodmakesmorethan$5,oooa week. f) Thebrothers'mother recommends theystartup an grocerybusiness. onLine g) Andrewseltsthe companyto a Dutchretailer. Readparagraphs r and2 andsaywhetherthesestatements aretrueor false. grocerwhen he a) AndrewParkinsonwasan experienced startedPeapod15yearsago. b) A Chicagoretailer,Ahold,let AndrewandThomassetl groceryordersonlineto its customers. c) Whenthe brothersfirst startedthe business,they were basedoutsidea suDermarket. d) Peapodis now completelyownedby the well-known DutchretailerAhold. e) Aholdis probably the largestonlineoperatorin US groceries,makingfpproximately$2ooma year. Matchthe wordsto formoartnershiDs thatoccurin paragrapns ano 3 4. 1 online a) development 2 bricks-and-mortar b) crisis software c) operation 3 package distribution d) 4 partnerships funding e) 5 6 financing f) grocer CompLete thesesentenceswith the expressions from Exercise 3 in the correctform.Oneword pair is not used. periodofhis tife,admitsAndrew a) Themoststressfut Parkinson, wasjust beforethe takeoverby Aholdwhen the companywas experiencinga crisis,as its.,......,... had coltapsed. b) 0ne of the keysto Peapodtsuccess wasundoubtedly its ............ with leadingsupermarket chainsin California, Texas,0hio andNewEngland. c) Themainstrategyof Peapodwas basedon a successful mix ofcustomerserviceand technology,in the form of ............ withAhold,a , togetherwiththe partnership d) The Parkinsonbrothers'............ hasnow beenprofitable in all areasfor two vears. ll@ffilE o Pearson Education Limited zoo6 are 5 Readparagraph 5 andsaywhetherthesestatements trueor false. a) ThetakeoverbyAholdwasbeneficial to Peapod, as it madegettingsuppliesconsiderably cheaper. b) Oneresultofthe takeoverwasthat Peapodhadto adapt its missionandvision. c) Finding the rightbalancebetweenworkandfamilylifeis partof PeaDod's business ethos. d) Peapod!staffareunhappywiththe company. e) Theonlinegrocergivesout variousprizesas a way of goodcustomer motivating its workersandensuring service. 6 Findexpressions in paragraph 6 that meanthe following. a) knowledge andexperience b) is in chargeof c) onlinecustomers d) tailoredto specificrequirements e) the introduction of newideasor methods f) the bottomlineor the singlemostimportantthing thissummaryusing 7 Readparagraphs 7 and8 andcomplete one or two wordsfrom the articlein eachgap. Mr Parkinson stillthinkslikean a) ............ , althoughPeapod is nowa subsidiary of a retailgiant.Heis prepared for futureb) ............ fromother , namelyonlinecompetition c).........,.. . In retrospect,he wouldnot haveexpandedso d) ............ or broughtan e) ............ chiefexecutivein to keep thef) ............ happy.Neitherwouldhe havelistenedto his g) ............, who recommended the brothersh)............ a grocerybusiness insteadofsetlingi)............ online,as did| ............ , the founderof amazon.com. Overto your . Whenthe dot.combubbteburst,a lot of Peapod's competitorsgottheir fingersburnt.Accordingtothe article,why did Peapodstay in business? . Whatdo you understandto be the 'pure ptay' approachof the dot-comsthat went bankrupt? . Whatdo you think will happento Peapodand otherontine suDermarkets in the future? Overto you z Whatarethedisadvantages ofa supermarket seltingits goods ontine? Whatkindsof business doyouthinkarerot successful online?Why? I ren Uant lnfit Doingbusiness online Usinga website difficulty: O OOI I Levetof Beforeyouread whatarethedifferentpossibte usesof a commerciaI website? Reading Readthis articlefrom lhe FinonciolTimesandanswertheouestions. needto haveboth hard tools Websites and soft touches by David Bowet applications, and also from investor basic level, make it an essental point relations - providing repolts online stoppng for investors, journalists and jobseekers. Thin-k Is your website used for marketing, is a hard process, because it saves customer service, processing job money. More recently, some what you can offer customers,B2B or private - interactine calcr ators to compa.nies have been haralening applications, talking to joumalists? their sitesbyusingthemas salesand help them chooseproducts, a service Or is it used for brand-building, making your organisation seem like customer support tools. A good reminder perhaps?Back this up with example is the Swedish tools search-engineoptimisation, and you a nice place to work, emphasisingits company Sandvik, which uses its will have the right people flora'ingto cuddly social side? Both, all and your site and staying there. ltris is site (www.sandvik.com) to replace more, you reply. There can be very any number of human beings. Then when you can bombard them with few large groups (commercial or otherwise) that do not now use their there are the US companiesthat are the soft stuff. sites in mary different ways. The turnitrg their atteDtion to completely 6 The homepage alesign is critical, great strength of a website is, after new groups of user - Boeing's but given the likelihood that many people will arrive mid-site from outplacement areas for redundant all, that it can do many things at the same time. But i? is useful to employeesat www.boeing.comis my Google, standards must be kept up cunent favourite. distinguish b€tween the sets of thoughout. Take care to g€t the 'voice' right, too - companies are attributes listed in the first two 4 Doesthis mean that haral is good, softis bad?Not at all. Oneof the best sentences. They arc fundamentally increasingly hiring professional usesfor a site is to transmit complex writers to produce copy for their different and represent $'hat I call 'hard web' and 'soft s'eb'. CSR messages.The overall look and sites. The ability to write engaging Hard web is the website as a tool. feel give off important messagesto headlines is a particularly rare and people who might want to work for Consumers ca.n buy products or usefulskill - and if they can do that, you, hvest in you or buy from you. check accounts. B2B customers ca.n they can write killer labels for lir {s, place orders. Journalists can find The tone of larguage ('voice') is too. Put those links down the how much money your CEO earned critical for the same reason. But right-hand side of pages. This last year. Investors can see how hard does have one huge advantage is where people expect to find over soft. Peoplewill make the effort much money they have made out of routes to related material, and you. I'lrcy are all doing something to use hard features" because they it is the way to g€t them to content save them time, money or whatever. that helps them in their lives or jobs. they would otherwise never see They will not seek out soft features social responsibility material is Soft web is using a site to nudge, to i.mpress, to massage. 'Brochulein the same way. Social the obvious example. Siemens (www.siemens.com)scatters linl$ to ware', s'here a website reproduces responsibility material may be admirable ard engagirg, but apart marketing literatue created for CSBmaterial throughout its site - it print, is soft web. Soare the look, feel from that strange new beast - the wants everyone to know hout and 'voice' of a site, which transmit CSRprofessional - who rvill click on virtuous it is, not just those who messages about the organisation's a link to find it? choose to click the Citizeuship or culture and brand. And the great 5 Studentslookirg at compardeswill EnviroDnoentbuttons. visit sites to find out facts, and 7 That's it really. Draw people in bulk of corporate social perhapsapply.They wi.ll not go there responsibility (CSR)material is soft. with what they want (hard), then to absorb its look, feel and subtle feed them what you want (soft). Yes, L€aving e-commerce aside, the business web has been broadly soft messages- but having arrived. that is I know it's obvious; so why don't for the last decade.Early elementsof exactly what they will do.The trick is more companiesdo it? to use hard and soft web in harness. hardless came from the HR deparhent, which realised that Create as many hard features as you FINANCIALTTMES can to get people to your site. At the sites could be used to Drocess 2!) @Pearson Education Limited zoo6 [!@fi![ TextbankI lltlllt Doingbusiness ontine 1 Readthe wholearticleandmatchthe followineideasto the paragraphs, a) Sometips for writingfor web pages b) Mixing'hard'and'soft'webandmakingit easierfor customersto buy c) A partingquestion d) Recent trendsin websiteuseandsomeeffective examDles ofwebsltes €) An analvsisofthe differencesbetween'hard'and 'soft' web f) Themanydifferentusesofa website g) TheLook, feeland'voice'ofawebsiteandthe main advantage of'hard'web z Readparagraph r andfindwordsor expressions which meanthe following. a) developinga productso that it canbe easilyrecognised by its nameor design b) soft and friendly c) mainqualitythat givessomethingan advantage d) goodor usefulqualitiesor features e) basicallyor essentially 3 Readparagraph2 and saywhetherthesestatementsare true or false. a) Hardwebis aboutdoingbusiness or searching for useful informationonline. b) Hardwebis onlyfor peoplewho needto workonline. c) Softweb is aboutlhe lesstangiblefeaturesor marketing contentof a websitethat may influencethe user. d) Thewayinformation is communicated aboutthe companyandits products or services is alsoconsidered to be 'soft'web. e) Anythingon the web that is relatedto corporatesocial resDonsibilitv is soft. 4 Choosethe correctsummaryfor paragraph4. Thewritersays... A hardwebis betterthansoftweb,althoughsoftelements suchas overallweb-page designor annualreportsmay influenceusers.However,peopleusehardfeaturesmore often,as they are designedfor specificpurposes, whereassoft featuresdo not haveobvioususesor may only interesta smallnumberof professionalusers. B hardwebis not better,but is certainly moreusefulthan softweb,althoughsoftelements, suchas a CSRreport andthe overalltoneof a website,arevery important. However,peopleusehardfeaturesmoreoften,as they aredesigned to savetimeor money,whereassoft featuresarenot obviousto the useror the usermav choosenot to clickon soft tinks. in paragraph 5 Findwordsor expressions 5 whichmeanthe foltowing. a) technique b) togetheror in combination c) destinationor visit d) a notefrom a companyinformingthe customerabout the benefits ofsomeofits services ll@t!!l o Pearson Education Limlted zoo6 e) showthatwhatyouaresayingis true f) makingthe best possibleuseof somethingor doing it in the bestpossible way g) movingcontinuously ln largenumbers h) givea lot ofsomething,for exampleinformation,to someone allat once 6 Matchthe wordsto formpartnerships thatoccurin paragraphs6 and Z. 1 arnve a) standards 2 keepup b) peoptein c) copy 3 hire d) people 4 produce e) mid-site 5 scatter 6 draw f) rvrilers 7 feed d links thesesentences withtheexpressions from 7 Complete Exercise6 in the correctform. Oneofthem is not used. a) lf a user.-......,... , he or she mayhavecometo a web page via a linkfroma searchengine. b) lt! essentialto............ throughout thewebsite,as users may not haveaccessedthe site via the homepageor the mainpages. professional c) Thewriterrecommends ......,..... who ............ canwrite goodcopy,labelsand headlinesandtherefore attractmoreusersto the site. d) 1f............ to citizenship or the environment havebeen ,.....,..... throughout the site,thereis moreofa chance that userswill clickon them. e) .......,..., to a websitemeansattractingusersand involves hardweb,whereas.,..,...,... themwhatyouwantmeans your messagesuccessfully communicating and entails soft web. 0verto your . Accordlng to thearticle,whichofthesewebpagesrequire 'hard'or 'soft'web?Why? - anonlineiob application CSRreoort - theChairman's older - a purchasing trackrecordof a manufacturer - theenvironmental annualfinancialreport - a company's - a B2Bauction - thepageentitledAboutUs' . Doyouthlnkcurrenttrendsin webpagedesignfavourhard or softweb? 0verto youz Lookat two or three ofthe websitesmentionedin the article (Sandvik,Boeingand Siemens)on the Internet.Whydld the writer recommendthem?Towhat adent do thesewebsites fottowthe writer'sguidelines?Whatdo/don't you like about their websites? I Textbank llllllil Newbusiness TechnologicaI innovation I Levelof difficutty:OO O I Beforeyou read Whataresomeofthe chattenges ofsettingupyourownbuslness? Reading ReadthisarticlefromtheFinanciolnmes andanswerthe ouestions. Technologythat put a shineon a growingbusiness by MarcusGibson r Ttuee years ago, a young entrepreueur in I€€ds risked everything he had to make his business a success. Andrew Ainge's Fint-technology company, Metallx, now expects annual revenues in excessof !10m over the next two yearc. IIis route to success took him as far afreld as China and led him to adopt an innovative tecbnologylicensing model that minimises the operttion's overheads while maximising its profits. , The technology in question is a new method of printing metallic colours. The system has changed the industry's approach to the use of metallic inks, analthe visual results - on brochures, packaging, annual reports and so on - have been stunning. Printers us€ the CMYK system (combinations of cyan, magenta, yellow and black in}) to create coloured images ard text. To print metallic colours, a fifth ink rs required. Mr Ainge developeda new kind of inh that enabled the printing of 104 million metallic colours in tle same run on a fivecolour press. The system allowed millions of metallic colours to be created at once. Once the process was tested and I proven, Mr Ainge's first challenge was to convince a global audience of botl printers and designers of its benelits. The second was how to maximise revenues,His answer was a strategy tlat combined inno\€tive marketing of the tecbnology witn e4foitation of tie inteUectual property behind the idea. Mr Ainge already ran a design and pre.press agency, so it would have been easy for him to buy a printing press and offer the techdque locally. He 2g foresaw,hor ever, that a much more only nine staff at its L€eds oflices, lucrative strategy would be to the site gives it an army of 20,000 license the technology to other people arourd the world who printers on a global scale. By late promote MetalFX. 2002, the product was ready, but Pricing yyas another issue. there was a problem: Mr Ainge's MetalFX now licenses its financial resourceswere exhausteal. tecbnology for the same price a By this stage,he had not only built 91,7:,0 - around the world. The up considerable debts and single global price simplilies the mortgaged his house, he had even licensing process,particularly for a cashedir his pension. He decidedto company that sells online and has stake everything on a forthcoming thousands of distributors aIld brand print industry exhibition in owners. Printers who want to buy a Shanghai, China. Borrowing iS,E00 licence also have to pass a qualityfrom a close friend, he bought control test. The marketing tickets for himself and his strategy has paid dividends, and Mr teclmology marlager. 'Then the Ainge claims that the business now frenzy sta ed,'he recalls. In only enjoys a g2-per-centprofit margin, three days, Mr Ainge had colected as well as a worldwide exp,ort more than 0250,000in orders for facility in a market for metallic licences. Mr Ainge made access to print worth !100m. his technology a carefully controlled z He is also branching out in an process.First, he licensed the rights unexpected direction. Once the to manufacture the ink to several of technology began to be used ro the industry's biggest participants, create eye-catching and colourful bcluding Wolstenholne Interbrochures, posters, packaging and printing-ink Dauonal, a ttK publications, it caught the attention comparry. Next, he made sure that of another group - artists. in designers and printers also gained response, Mr Ainge set up an art accessto tle tecbnology throwh a galery in llkley, West Yorkshire, softwar€ licence that allows them to and allowed artists using MetaltrX specify exactly which MetatM inks to show their work for free. colour they wart. 8 Much of the company's success 5 Finally, MetaltrX put together a is down to its effrciency in sophisticated v,/ebsite, enabling reaching overseas buyers, Ar printers around the world to go Yorkshire Forward, the regional online and buy a licence. Designers, development agency, Adam too, could search the global Pritchard, head of investment, is directory of MetalFX printers to well aware of the vital importance find one closest to them. 'Because of export activity: 'If a business as the search engine lists all suppliers small as Metallx can sell to more worldwide, it has created a unique than 120 countries - using print sector alliance,' Mr Ainge says. innovative ideas, key traale shows A MetalFX printer can find a and the power of the Internet MetalFX desigrer in their area, or a then, frar dy, anything is possible.' brard owner can source suppliers to create and print some packaging' Althowh the company employs FINANCIALTIMES @Pearson Education t-imited zoo6lI@EtlE TextbankI If,fiil r Newbusiness Readthe wholearticleandcompletethis summarywith suitablewordsorexDressions fromthe box.Oneis not used. property bigbreak founder intellectual licences ninestaff overheads printing-ink singleprice technologymanager threedays trade exhibition A buslnessmodelthat caughtthe eye AndrewAinge,a) ............ of MetalFX, a company that licenses technology to printmetalliccoloursfor brochures, reportsand other publications,had his b)............ after travellingto a c)............ in China. Borrowingmoneyfrom a friendto attendthe eventwith the company's d) ............ , he founda readydemandamong printers,raisingf25o,oooin ordersfor licences Chinese in e).......,.... . Thecompanyemploysonlyf)............ and minimises overheads bvvirtueof a business modelthat relieson arms-lengthexploitationofits g)............ . production Mr Aingelicenses of hismetallicink to Wolstenholme Internationat, a UKh) ............ company. Printers aroundthe worldthenbuylicences to usethe ink in the printingprocess,as wellas for softwarethat controls process. the graphic-design Forsimplicity'ssake,Mr Aingechargesa i).....,...,.. offr,75o for licences,whereverthe purchaser'smarket.l) ............ are typicallyboughtthroughthe company website. 2 Readparagraphs 1 and2 andsaywhetherthesestatements aretrue or false. a) AndrewAingeis a youngbusinessman whosecompany wasn'tsuccessfulinhis hometownof Leeds,but became extremelysuccessfulin Asiancountries. b) MetalFX is a printing-ink company that usesinnovative technology andlicenses the productso asto reducethe companyt overheadsand makemaximumprofits. c) Thetechnologyhasrevolutionised the processof printingmetatlicinks,althoughthe methodneeds furtherdeveloDment. d) Cyanandmagentaaretwo ofthe coloursusedin the CMYKprintingsystem. e) UsingMr Ainge'snewsyst€m,variousmetalliccolours canbe printedsimultan€ously. 3 Readparagraph3 and matchthe adjectives(r-5) with the nouns(a-e). 1 innovative a) scale 2 intellectual b) resources Lucrative c) property 3 d) marketing 4 global e) strategy 5 exhausted for the 4 Readparagraph 4 andchoosethe bestmeaning wordsand expressionsin ifdllcsin the contextofthe articte. a) he had not ontybu,'lt,p considerabLe debts... i) preparedfor a particularmomentor event ii) accumulated iii) paidback EE!ffilE o Pearson Education Limited zoo6 b) ...he had evencashedin his pension. i) exchangedfor money ii) profitedfroma situationthat othersconsidered unfair iii) investedin c) Hedecidedto sfak€everythingor, .. i) take a big risk ii) investin iii) acquiresharesin a company d) Thenthe J?enzy started... i) difficulties or challenges ii) timewhenpeopledo a lot of thingsquickly iii) greatanxietyor excitementin whichyou cannot controlyourbehaviour €) First,he licensedthe rights... i) partiallysold permission ii) received to makesomething usinga patent iiD letsomeonemakesomething usinghis patent f) printersalsoga,red occessto the technology-.. i) managedto enter ii) gradually wantmoreof iiD obtainedor achieved Matchthesewordsor expressions from paragraphs5 and 6 (1-5)with th€ir definitions(a-e). 1 alliance a) beveryusefulor bringadvantages 2 brandowner b) an agreement between organisations to worktogether 3 source between thecostof 4 paydividends c) difference producing allofa company's 5 profitmargin products andthetotalsumthey aresoldfor parts,etc.froma d) obtainmaterials, particular place e) individualor company that produces exclusively a product recognisable 6 ReadparagraphsZ and 8 and find expressions that mean the sameas the following. a) expandingand diversifiTing b) noticeably unusualor attractive c) attracted d) dueto e) customerswho are pur€hasingfrom abroad Overto your Whatrlskswoutdyouorwoutdn'tyoubeprepared to takein ordertoensurethesuccess ofyoutbusiness? Overto youz Thebiggestnistake peoplenake in lile is not naking a living ot doingwhattheymostenioy, (r9i9-i99o),USpubllsher MalcolmS.Forbes andeditor Doyouagreewiththequote?Why(not)? I Textbank lnfiil Newbusiness Increasing marketshare I Levelofdifficulty:il OOI Beforeyouread Whatimportantfactorsdoyouthinkmayhelpa business makethetransitionfrom'smatt'to'big'? Reading Readthisartictefromlhe Financialnmes andanswertheouestions, Assolan'sbabiesbattle for market share by JonathanWheatley In 2000,Monte Cristalina sold Arisco to Best Foods,and when Best Foods Defying the laws of gravity is not was bought by Unilever, Mr Mello usually something to attempt every remained head of the Arisco foods portfolio. Yet Assolan languisheal, day. But that is how Nelson Mello describes his business moalel. The ard a year later Unilever put it up for Brazilian entrepreneur has launched sale. The buyer was Monte a successionof products in markets Cristalina, Y'ihich bought its old commandedby one or two seemingly brand and re"hired its old managers. unassailable leaders, thanks to a 4 Arisco's success in grabbing combination of astute strategy and market share derives partly ftom changing market conditions in two characteristics of the Brazilian Brazil. market. Ftst. the course of Mr Mello and his team beEan industrialisation from the 1950sled selling tomato prodriits in 19e,6in a to each market being dominated by a market dominated by Unilever. By small number of brands. In the late 2000, one of their Foducts haal 1990s, however, conditions began becomea market leader.In 1988,they changing. Second, Arisco launched launched a stock cube to compete its new bralds when Braziliarr with establishedproducts, gaining 20 consumers were becoming arYaleof per cent of the market. Other a widening choice of products. To successesinclude a fruit-flavoured exploit these factors, Mr Mello and fuink that gained a 32-per-centsharc his team developedwhat he calls the against Kraft's Tang, and a 'fou.r pilla$ of success'; proaluct, mayonnaisethat won 19per cent of a distribution, communications and people, market dominated by the mighty HellDann's. Then. in 2001.Mr Mello s The basic product the Assolan was brought in to head up Assolan, a steel-wool sponge - is barely maker of steel-wool scourers. T?re distinguishable from competitors. Its giant in the sector was Bombril, with sales force is also largely ex-Arisco, 89 per cent of the market. True to and distribution is built on the form, Assolan's market sharc rose Adsco model, using four logistics from 10per cent to almost 2?per cent contractors, 52 distributors with in four yea$. 2,100sales representatives. The fact How did Mr Mello do it? He and his that Assolan products a.restill made team developed their strategies at in central Brazil helps greatly with Arisco, a foods company that is now distribution. case history in Brazilian corporate 6 Yet Mr Mello concedes that cultue. In 1973,Arisco was a small Assolan owesmuch of its successto business in Goiania, deepin Brazil's its marketing nous. 'We set out our interior. Its owners - throwh their strategy basedon a seven-yearplan,' holdirg company Monte Cristalina he says. 'We spenil a disproportionate amount on communicaset about making it Brazil's flrst industrialised condiment company tions at the start. That's the bet: with nationwide distribution. Mr spendmuch more than normal at the Melo joined in 1978,Twenty years start to reach your targets more quickly.' If the amounts are unusual later, Arisco had more than 400 products and.had acquired Assolan. - about $10m,$12mand $12min the lrsJ past three years the way they are spent is even more so. For the fi.rst year, Assolan used no advertising agency. Instead, Mr Mello met the presenters of 'auditorium' shows that air daily on Brazilian television. Product endorsements on the shows are routire. Mr Mello told presentersthat they could improvise at the start and end, but the central messagewas to be leamed by heart. The most powerful opinion formers in Brazil told their aalmirersabout a wonderful steel wool called Assolal. 'we had got across the very simple messagethat there was a s'ile wool tllat was not Bombril,' Mr Mello says. Next. he hired Nizan Guanaes.a star of Braziliar advertising. 'We set two rules,' Mr Mello says. 'One, never mention our competitor. Two, never create expectations beyond what we're selling.' Assolan's advertisements make vi.rtually no cLaims about the product. Instead they play on changpsin Braziliar society, promoting the idea that Assolar is part of a new wave of consumer choice. Bombril is never mentioned, though a veBion this year notes that nowadays'... letters a.reby e"mail, camerasare digital, and {rire wool is Assolan'. 'We don't mention the competitor, but we make hil]] look old,' says Mr Mello. Other aalvertisements feature Assolan babies with steel-wool wigs. Ads have to create s].mpathy for the product,' says Mr Mello. Assolan is now launching a range of cleaning proalucts. 'Cleaning is a lot like cooking: there is a.nemotional element to caring for the family's health,' Mr Mello says. Brand managers of household cleanerswould alowell to ta.kenote. FINANCIALTIMES o Pearson Eoucaron Lrm',"o,ooo !l@!! TextbankJ Readthe wholearticleandtickthose factorsthat helped spongea success. steel'wool maketheAsSolan ofthe Internetandnewtechnologies a) Theapplication teader,supportedby a goodteam b) An entrepreneurial in centralBrazil changes c) Political choice of consumer d) Achangein publicawareness e) An innovativeideafor a brand-newproduct f) A lot of moneyspenton the launchof the product g) Brazilianfootbaltersendorsingthe producton television campaign elementin the advertising h) An emotional Readparagraphsl and z andfind wordsor expressionsin the text that meanthe following. a) doingtheimpossible b) a seriesof companies unbeatable c) apparently d) cleverand ableto understandthingsquickly e) obtainedor achieved f) appointed g) manageor lead h) typically from paragraph3' Makeword pairsto form expressions a) distribution 1 CaSe b) company 2 COrporate c) culture 3 condiment d) history 4 nationwide (a+) to form Matchtheverbs(r-4fwiththenounphrases frompalagraph expressions 4' r grab 2 change 3 l a u n ch 4 exploit a) b) c) d) conditions new brands marketshare factors thesesentenceswith suitableexpressionsfrom ComDlete Exercises 3 and 4 in the correctform.Twoofthe are rot used. expressions , suchasa a) In the 198os,Mr Melloandhisteam........... products from stockcube,to competewithestablished Knorrand Maggi. , Ariscois b) Dueto the remarkablesuccessof the .......'..., executives. by manyBrazilian as............ regarded of the ...........' c) Overthe last two decades,Arisco....'..'.... giantsin the industry,suchas Kraftand Hetlmann's. d) Oneofthe factorsthat greatlyhetpedAriscosel[ its steel-woolscourerwas............ , as the companyis strategicallylocatedin centralBrazil. in Brazil'seconomyand industryatsoplayedan e) ............ importantpart in the riseofthe Assolansteel'wool sponge, Readparagraphs5 and 6 and choosethe correctdefinition in itdiicsin the contextthey ofthesewordsandexpressions areusedin the article. at .,,barelydistinguishabl€ fom competitors. i) not very differentfrom ii) easilydifferentiatedfrom iii) not very successfulcomparedto E@!E zoo6 Limited Education o Pearson b) YetMr Mellocorcedes... i) is ofthe opinion is true ii) admitssomething iii) givesup c) ...owesmuchof its successto its marketingrous. i) teamspirit iD innovations or ability iii) know-how d) We spend a disproportionote amount ... D relativelylarge ii) exceedinglylarge iii) fairly minor e) That'sthe bet... to riskmoney i) decision iD iustifiedexpense iii) an actionor situationthat is likelyto be successful 7 choosethe correctsummaryof patagraphs7 and 8. to endorsethe product A NelsonMellotoldTVpresenters by improvisinga little but recitingthe key messagefrom memory:namely,that Assolanwas a fantasticsteel-wool presenters campaign' As partofthe advertising scourer. or competitor couldnot mentionthe nameofAssolan's createfalseexpectationsofthe product.Theadverts societyandthe promoted the ideaofchangein Brazilian factthat consumersdo not haveto usethe sameold ofAssolan's brandsanymore.Anothercharacteristic marketingstrategywas playingon peopte'semotions' suchas the useofcute babiesin the advertisements' to endorsethe wirewool B NelsonMellotoldW celebrities that Assolanwasn't key message the by communicating As partofthe market. the on steeLwool sponge the only advertisingstlategy,presenterscouldnot mentlonthe nameof Bombrilorcreatesympathyfor the competitot's promoted the idea product.In addition,the advertising as as ['etl consumers, Brazilian amongst ofchange new was launchinga factthatAssolan ofthe awareness of products. characteristic Another rangeof cleaning Assolan! marketingwas the emotionalelement,suchas in the the useof babieswearingstee[-woolwigs advertisements. 0verto you the whosebrandsdominate ThinkofthreefoodcomPanies Whatbrandsarethey?Usethe marketin yourcountry. Internetto helpyouanswelthesequestionsl . Howlonghavetheybeenestablished leaders? . Whathasbeenthekeyto theirmalketdominance? . what kindof marketing dotheyemptoy? andadvertising . Arethereanynewcomels in thesector? I text bank lllffillf projectmanagement Projectmediators ooc Beforeyou read . Whatarethepossiblereasons proiects whytechnical areoften'proneto failure'? . Whatis meantby theletm marriagebrokeror marriageguldoncecounsellor? Reading questions. Readthisarticlefromthennoncialnmesandanswerthe Advent of theIT marriage broker by Maiia Pesola The chances of Large informationtechrology projects being successful are even mone depressing than divorce statistics. While six out of every ten British couples tying the knot can hope to stay married, it is estimatedthat only about 50per cent of IT projects will comein on budget, and only about 10per cent w l fDish on time. In the worst cases, ff projects fail spectacularly, causing more expense an{ reputational damage than a trip throwh the divorce courts. However, estranged cuents and providers are now bringing in a new breeal of consultant Ukened to a rnarriage guidance counsellor - to help resolve conllicts and put errant projects back on track. To try to prevent relationships breaking ilown, comparies and IT s€ryice provialersare calling on the services of smaUer, third-party consultancies, who can help set up the contract and make swe all parties remaill in agreement. 'You car call us malriage counsellors,' says Bob Fav/throp, chief executive of Morgan Chambers,an outsourcing advisory company. 'When a relationship breaks dowlr, it is never totaUy one party's fault. It is usually a case of people misunderstandtrg eachother. A third party caDcomein with a more objective view.' Sometimes.to ensure the advice is truly impartial, the client ard IT contractor will share advisory fees. 'Ten years ago contracts would merely say that mediation on any contJactdisputes would be dealt v/ith by senior man2geDent,' says Ivor Canavan, European vice-president at Computer Sciences Corporation, an ll-services company. 'Now, comparries are often nominating a third-party mediator from the start. ltrere is more of an expectation that ttrings can get out of shape, and companies are putting in place measuresto ensure tley can resolve problems quickM he says. q Mr Fa&.throp says Morgan Chambers is being called in frequently to help companies write contracts with their m suppuersand to mediate when problems adse or the terms of the project need to be changed.The companyhad about 100 engagementsLastyear,and demandis growing at around 25 per cent each quarter. 5 As well as advising on setting up projects, small consultancy companies are also being called in to overseethem as they progress. A lot of projects fail because the parties have different agendas,'saysAlistair Clifford-Jones, chief executive of Leadent, alr Ot'ordshire-based consultancy that does this kind of tT project work,'Systems integrators may want to make more charges to a project because they mal(e money out of changes.The client may not deliver everlthing it is supposedto, a.nd the company circumstances might change,' Mr Clifford-Jones says.'Leadent'sjob is to keep everyone on track, There is a consulting revolution going on where clients are fed up with the inefficiency and high fees of the big accountancy and consulting companies. People are starting to acceptthat there needsto be a level of independence driving the project,' 6 A small companythat only starteal operations tlree years ago, l€adent is already seeing its revenues increasing by 300per cent a year. It has workealon a number of projects $'orth tens of millions of pomds, with customers such as Whitbread, the leisure group, and Anglian Water, the utility compary. Sometimes Leadent consultznts have been panchuted in to turn round a project that has aheady run into trouble. But increasingly they arc being included at the 6tart. Anglian Water brought in the company as an overseer when it beganto plalr the launch of a mobi]e computing system for its workels. Paul vallely, programne manager at the utility, says, 'Rolling out mobile field servicesis a new project for both CSC and Anglian Water, anal we needed a specialist,' Mr Valely believes l€adent provides a good counterview to CSC on the requirements of the project. 'Wehave a good relationship v/ith CSC,but it is good that they can say what is feasible to expect CSC to do, and in what time scale.Leadent ars making sure tiat CSC deliveE the specilication on time and to cost.' Mr Clifford-Jones says Leadent is also able to flag up problemswith the client company more effectively because it is considered to be independent.'Clients take L€adent's advice seriously becausethey know the guys aredt there to sell more work,' he says.Sofar, on the Anglian project, the'marrirage counselling' approach appears to be producing results. The project is expected to finish on schedule next year and is estimated to be ruming 15 per cent below budget. With a little outside help, it seems,tecbnology providers ard their clients can look forward to a long and bappy union. FINANCIALTIMES O Pearson Education Limited zoo6@@ftt![ TextbankI If\fia Projectmanagement Readthe wholearticle.Whosaidwhat?BobFawthrop(BD, (AC),PaulVallely lvor Canavan(lC),AlistairClifford-Jones (PV)orthe writerofthe article(MP)? a) Onlyabout 5o per centof lT proiectswill comein on budget,and only about10per centwill finishon time. b) Whena relationship breaksdown,it is nevertotallyone partyt fault.lt is usuallya caseof people misunderstanding eachother. c) Companiesare puttingin placemeasuresto ensurethey canresolveproblemsquickly, d) Weare beingcalledin frequentlyto helpcompanies writecontracts withtheirlTsuDoliers andto mediate whenoroblems arise. e) Thereis a consultingrevolutiongoingon whereclients are fed up with the inefficiencyand highfees. f) LeadentconsultantshavebeenDarachuted in to turn rounda proiect, g) Weneededa specialist. h) We'realsoableto flag up problemswith the client companymoreeffectivelybecausewe'reconsideredto be indeoendent. Readparagraph1. Matchthe verbs(1-7)with the nouns/adverbs(a-d to makeexpressions from the article. t tie a) damage 2 comein on b) budget c) theknot t finish ' d) track 4 fail c) spectacularly 5 cause 6 resolve f) ontime g) conflicts 7 put backon Readparagraphsz-4 and saywhetherthesestatementsare true or faLse. a) Bob Fawthrop,who worksin an advisorycapacitywhen businessrelationshipsget into trouble,saysthat one partyis neverentirelyresponsible. b) Third-partyconsultancies are comparedto marriage counsellors because theygiveimpartialadvice andhelp whencommunication hasbrokendown. c) Ontythe clientpaysthe advisoryconsultancyfeeswhen difficultiesarisewith lT contracts. d) Companiesare not usuallyrealisticaboutpossible dimculties that mayarisein projects. e) MorganChambers is expectingto havea similaramount of businessthis yearas last year. Readparagraphs5 and 6 and find expressionsin the text that meanthe following. a) superviseor checkan activityis beingdonecorrectly b) not havingthe samepriorities c) allthat wasagreedor expected d) makesureeveryoneis doingwhat wasagreed e) annoyedor irritated f) leadingor influencing t) contractedin an emergencyto makea projectsuccessful h) experienced difficulties @!E o pearson Education Limited zoo6 for 5 Readparagraphs 7 and8 andchoosethe bestmeaning the wordsand expressionsin itdilcsin the contextusedin the article. a) AnglianWaterbroughtin the companyas an overseer.., i) financialcontroller iD projectsponsor iiD advisorybody programmemanageratthe utility,... b) PaulVallely, D csc c, d) €) f) g) h) ii) a mobilecomputingsystem iii) AnglianWater Rollingout mobilefield services... i) producing a lot ofsomething in a shortspaceof time ii) supplyinga newserviceafter it hasbeentestedand marketed iii) doinga particular business activityquicklyand eas y Leadentprovidesa goodcounterview... i) differentagenda ii) alternativeopinion iii) impartialagreement ...makingsurethat CSCdeliversthe specilicotionon time.,. i) deliverables ii) time schedule iii) milestones Leadentis also ableto flag up problems... create iD point out iiD solve ...becausethey knowthe guysaren'tthereto sell ... i) advisoryconsultants it lTsupptiers iii) ctientcompanybmanagement ... look forwardto a long and happyurior. i) mergeror acquisition ii) project iii) partnershiD Overto you r Whydothecompanies mentioned in thearticlethlnkit beneficial to emptoyanadvisory orthird-partyconsultancy? Whatcanproiectmanagers or proiectsponsors doto €nsure ptoiectsarecompleted ontimeandcomein on budget? Overto youz Haveyoueverbeeninvolved in anlT proiect? Whatdid it involveandwhatrvasyourrole?Wasthefinaloutcome successful? Why(not)?Wouldanadvisory consultancy have helpedtheproiectbemoresuccessful? I Textbank l||!|tllf Projectmanagement Remote management difticutty: OO Ol I Levelof youread Before whatdoyouunderstand vlrtualmeetings? bytheexpression Reading Readthls articlefrom the FlnancialTimesandanswerthe ouestions. Peopleskills still rule in the virtual company maler of Gore-Tex fabric. Since t958, or team Once a Eanagerial core has avoided a haditional relationship has b€eD established, hierarchical model, opting i-osteadfor a Buch can be accomplished with email. senior 1 Three weeks ago, the team-based environment that fosters That said, it is still important to hold managEment team of a large computer personal encourages rcgular meetings, either face to face or initiative, services company met in Manhattan at by video conJerence.As a general rule, innovation and promoles person-to7 a.m. on a Sunday. The ten colleagues penon communication. face-to-face sessions are for intensive, had not met for several months, which problem-solving, real-time while is hardly surpdsing given their virtual meetings are for efficient sharcd leadershlp locations. Three are based ir and assessing 8 Because more and more work is being information-sharing Califonfa, two in New Jersey, orle in progress, done in cross-functional global teaDs, Pebnsylvarfa, oDe in CoDnecticut, one must be leadership incrcasingly in London and two in Inilia. They are 5 It is also useful to create smaller groups wlthin a vltual team. I'lrcse shared. comEury rotates One scattered acro6s the world for a simple leadership roles across its project team smaller groups are held mutually reason: ttreir operations and customers Eembels at critical phases. Partly this responsible for the successful delivery are global. Even though the managErs approach to leadeFhip is a resul I of the and integration of their specific task. do Dot meet face to fate regularly, they fact that team members are now ofted For the Eost critical phase of the communicate daily, Daking ertensive peels. Partly it is a result of the fact subgroup's work, they are browht use of e-mail, mobile phones and video together, often for se.,.eral weeks. that work is now done in subgoups in conferencing. This company represents is critical to different locations. To succeed at Physical proximity an extreme case of how organisatioDs performance. It allows individuals to shared leadership, mzrnagers must are changing, but it is not unique. It start by creating expectations. Filst, respond to ideas immediately, to represents what more and more er.plore options more deeply, and to be they must explain that sharing companies will cobe to look like. performance a more productive ln problem"solving. lead€$hip is expectation and will be rewarded. Virtual ma.nagpment Second, team members must accept 2 lccreasingly, Eanagel€ and those who Managing n'lthout authodty responsibility for ploviding as well as work for them are no longEr in the same 6 ilYaditional organisatioDs worry about responding to peer-basedleadership. control atrd reportiDg relatiobstrips. location. Gone are ihe days whelr Managers must select team members The assumption is that organisations 9 managers could supervise the hour-tG who can perform pell without strong are most effective tfhen ther€ are clear hour work of individuals. ManacBrs guidance from a superior. T'hey must rcporting relationships. It is a valid now ne€d to lead by focusing on tlrc principle when what needs to be done processes shaping perfoErance, aloDg encourage team problem-solving and decision-making. This means often is simple and can be carefully with the results that staff Erust acUeve. deferdng critical decisioDs and supervised. It is not necessarily a good This can be done only if EaDagprs proiecls, managels assuming more of a idea, however, when the product or structure virtual set facilitative mther than directive style. service is complex and its creation is appropriate goals and milestones, not easlly obseNed and monitored. They must be able to demonstrate shape behaviour, and develop measures management shared leadelship in meetings, tuming Often complex to analyse what progress 16being made. leadership over to a capable relationships need to be developed 3 Critically, managels must have a subordinate or peer at tbe appropriate because oryanisations are trying to deeper unde$tanding of when to use produce complex produck and serqices moment, They must coach and develop tbe wide rangp of combunications that across geographic boundaries. their teamS irdividual and collective are now available. when is a phone call leade$bip skills. This may be the most best? A teleconfer€nce? A video 7 In these circumstances, individual dilficult of the Dewskills to leam, since EanageIs need to work with and conference? An email? A facetcJace it requtes letting go of direct control. inlluence people who are Dot tbeir Eeeting? Research suggests that facetlre most That said, it is becoBiDg a Decessity in subordinates. Among tcface communlcation is often the best to leam are: a world where working relationships iEportarrt skills way to start a virtual project in order are scattered over great distances. constructive persuasion, inspirational to reach a! initial agreement on goals, appeals, exchange of favours and milestones, nonns and mutual help, coalition-bullding and individual coEmitments. It helps build consultation. One codpany that has a trusting relatiotrship that cannot FINANCIALTIMES been highly successful at tbjs is core, be built remotely. by Jay conger and EdwaldLawlel 4 .r,Pearson Eoucaron Ltr,,"o,ooo ti@![ "4 TextbankI l!:filt rroreLrmanagemenr 1 Readthewholearticle.Numbertheseideasin the order they appearin the text. a) Managersneedto knowwhen it's bestto telephone, e-mailor calla teleconference or a virtualmeeting. b) Globalcompanies nowadays cannotsuperuise individualsas closelyas before. c) Managers shouldencourage teammembers to share leadership andtakeresponsibility for theiractions. d) As a resultof gtobalisation, companieswill increasingly haveto manageteamsthat work in differentpartsofthe world. e) Managerstoday needto knowwhento deferdecisions, lead,facilitateor coachteammembers, f) Face-to-face meetingsare moreeffectivewhen it comes to complextask like problem-sotving. g) With complexorganisations, a managerdoesnot always havethe authorityto directlyasktheteamto do something. 2 Matchthe verbs(1-8)with the expressions(a-h) to make word partnershipsfrom paragraphsz and 3 ofthe text. 1 focuson a) measures 2 achieve b) behaviour processes set c) 3 progress shape d) 4 e) aninitialag]eement 5 develop goals 6 analyse f) appropriate ' g) reacn a trusting relationship 7 8 build h) results sixofthe verbsin thesesentences, usingthe verbs 3 Correct from Exercise 2. a) Managersnow haveto lead by settingprocesses, performance andresults. b) Staffneedto build results. c) Thiscanonly be doneif managersshapeappropriate goalsandmilestones, reachbehaviour anddevelop progress beingmade. d) Face-to-face communication is the bestwayto start a virtual proiectin orderto analysean agreementon milestones andcommitments. from 4 Comptetethesesentencesusingexpressions paragrapn4. a) Video............ and............ meetingsmakebuitding relationshipsmoreof a challenge,but they are part of today'sglobatbusiness,wheremanagersmaybe based anywhere in the world. b) lf a managerwantsa groupof workersto get the iob doneeffectively, a solidteam............ hasto exist,and the members will needto meetin ............ sessions. particularlyat the start ofany big project. c) Real-time............ in meetingsinvolvesbuildinga trusting relationship andshouldbedonefaceto face,where physicalproximitycanimproveperformance, whereas Dure........,... canbe donevia teleconference or video conference, lI@!E @Pearson Education Limited zoo6 5 Readthe sectionentitledMonagingwithoutauthority (paragraphs 6 and 7) and choosethe bestmeaningfor the wordsand expressions in italicsin the contextofthe articte. a) Theassumptionisthat.., i) somethingthat peoplethink is true althoughthere is no definiteoroof ii) something knowsto betrue thateveryone iii) whensomeonestartsto havecontrolor power b) ... when there are cleat reporting rclotionships. i) relationships betweenemployees andmanagers iD workingrelationships betweenteammembers iii) managementrelationshipsacrossdifferent countries c) Theexpressionirspirationalappeolstefersto ... i) makingpublicrequestsfor help,moneyor information ii) beingcreativeaboutmotivatingstaff iiD askingstaffto do thingsthey do not wantto do d) coolition-buildingand consultation workinggroups D organising iD buitdingrelationships withpeoplewho havea commongoal iii) buildingrelationships withofficialbodiesor organisations e) ...a team-basedenvironmentthat fosterspersonal initiative i) requiresor makesobligatory ii) providestrainingin a particularskil[ iii) encourages or promoteg 6 Readthe sectionentilledSharedleadershrp(paragraphs 8 and 9) and completethis summarywith one or two words from the text in eachgap. Leadership mustbe a) ............ of dueto the development globatteams:team membersoftenwork in b).........,.. differentc) ............ andare now regardedas d) ............ . Managers needto conveythe ideathatsharingleadership is a e)............ andthat individualmembersshouldtake f).....-...... for their work.The roleofthe managerhas becomelessg).....,......, arealso andteammembers expectedto takethe initiative.Managersmust therefore h)......-..... individualand collectivei)............,althoughthis involveslettinggo ofD ............ . Overto your Whataresomeofthe oroblems thatcanarlsewhen communicatlng withteammembers fromothercountries? Overto youz Whatarethe advantagesand dlsadvantages ofsharlng ol rotatingleadershipin a team? I text bank b) True l{etworklng t ld 2f 3g 4a 5b 6c 7e z rc zb 3e 4d 5a answers 3 Suggested a)glossy brochureb) business/sociallunch computer c) leadingbrand d) personal e) socialoccasion lwill be on the8.38a.m-to 4 a) True OnTuesday, 2) Moorgote StationasusuoL(paragraph b) False ...actuallytheprospectofthe biggest netwotkothonin the worldappealsto meeven lessthantheprospectof goingskiing- which oppeobnotat alL(paragraph 2) c, f(ue Hovingto mokeconversation withstrangers...is o wretchedwayto spendan evening;doingit for dayson endmustbepuretofture-(parcglaph2) d) frue fhe wholenetwo*ing processdefeotsme (paragraph 3) e) frue theyoreusuallyo bit grubby(paragraph 3) f) False on therureoccasions I amrequiredto produce one.(paragraph 3) d False ...get frshedout wheneverI sprtngcleanit. (paragraph 3) h, False Theythen siton mydeskfor o whilebefore eventually6oinginto thebin. (paragraph 3) 5 a) iii b) ii c ) i i d )i e )i i i D i i r)i 6 Suggestedanswers a) correct b) thoughthe hadn't made.ny usefulbusinessdealswhile networking. c) hadn'temployeda slngle personhe had met while networking, d) foundhe enjoyednetworkingless as he got older. e) corrcct 7 a) off-putting b) pushy c) calculating d) self-defeating e) annoying Relocatlng 1 e,b,h,d,f,a 2 a) shockproofb) headback c) commuterd) alwayson orders f)bravenew themove e)giventheirmarching world t) ghetto h) lavish rentalallowance l) expatriate; expat D btendinto a) well-heeled b) propertymarket c) mainstay 3 d) tenants e) landtordsf) exclusive expatriate g) take...onthechin h) standout neighbourhoods i) saturated marketptacei) makewayfor a) False landlordsin HongKonghavebeenoffering 4 businesses freeaccommodation for up to tE monthsof o three-year leaseto securetheir renure. c) d) e) 5 th 6a) b) c) d) e) landlordsin HongKonghovebeenoffering businesses freeoccomnodotlon tor up to 18 thrce-Wor leas. to secure theil montl|6of o tenure. True hometo8o,oooforeignersworking Singapore, in white-collor Drofessions False Singapore...hasbegunto ploy secondfiddle to chinesecitiessuchasShanghai True Shonghoi,whererentsarclowecondthe infrastructure andschoolsarelmprting y. lmmeosum 2a 3g 4f 5d 6c 7e 8b travellers. Hotelsoffermanynewfacilities forbusiness p€ppered serviced are aroundtheworld. apartments will wlth concierge services Serviced apartments come andtailoredfacilities. Families won'thaveto uprootasoften Relocation canputstralnsona coupletrelationship. Business ldeology MBA) I a) BingXiangb) GMAT test c) EMBA(executive (Rmb288,ooo)e)8o f)lnseadandthe d) $35,5oo Wharton School(University of Pennsylvania) 2 Suggested answers government a) TheChinese llcensed China's firstprivately ownedbusiness school, in b) Chinahopesto adoptUS-style education management education. c) ThenervschoolwassetupwithmoneyfromLiKa-Shing ef,d{inG*h,ng. d) Thenewbusiness schoolisrunby BingXiang. e) correct (paragraph procedure 3 a) application 3) b) sit (atest)(paragraph 3) c) minimum score(paragraph 3) (paragraph d) inception 4) (paragraph e) doctoraldegree 4) (paragraph 0 thirstforknorvledge 4) g) faculty(paragraph 5) h) dean(paragraph 5) Xiongaspiringto attroctoverseas 4 a) Fatse Professor studentsto hisprogramme,whichis taughtin E glish...(paragraph 3) b) Fatse top of thehit listarechineseprofessotswho havestudiedondtoughtobroad.(patagraphs) c) True Bothwercseducedby theideoofconducting in chino.(paragraph rcsearch s) d) True TheEMBAalumninetwotkis extrcmely powerful... notthrough wecangetinformation (paragraph 6) theformalchonnels. e) False Wedon't wantto rcgurgitotewhotweleomtin the Us.(pa.agaph7) o Pearson Education Liritedzoo6@! TextbankI 5 a )i b ) ii c ) i d) i e) i i f)i i s )i h )i i 6 1 e 2 f 3d 4b 5c 6 a afloat b) attit took c) running 7 a) keeping... d) comeso far e) get into f) pioneer g) aspiringto Professlonal development ilb2 h j d 4 e5a 2 1 e 2 h 3a 4g 5t 3lf2 g 3 c4a5b 4 a )i i b ) i c ) ii d) iii t tv zu Jo 4r jE 6f zc 8g 6d 7c 8b 6e 7d 6f Tollsystems r a)Austrian b) gantries c) cash d)andeasy e) inspectorsf) Autostradet) thesystemwasuntried h) creditcard i) 60% D mobile-phone users 2 a)iii b)i c)iii d)ii 1tgzf3e4b5a6c7d 4 a)Truckdrivers;toll booths b) loosechange c) commercial vehicles d) satellitetechnology on ltalian 5 a) periodsincewhentollshaveoperated motorways b) numberofyears agowhenmorethanhalfofltalian drivers Daidtollsin cash c) percentage of ltaliandriverswhopaywithcreditcardsor Telepass d) amountof money0neuros)spentbyAutostrade on research anddeveloDment €) percentage ofAutostade's revenue thatcamefromtolls in 2ooa f) percentage ofthe ltaliantollednetworkcontrolled by Autostrade g) percentage of ltaliantoll roadsforwhichAutostrade acts asa clearing houseforthenon-cash revenue h) numberof cameras installed byAutostrade on motorways l) nameof thetelecommunications company withwhich Autostrade is discussing a venture 6 a) True theaccomponying sensonconrelay infornationon tomc andweatherto unitssuch asmediaoutletsot screens in se|ice stations. b) False Autostradeis discussinga venturewith3, the telecommunicotions company, that willseefree andpaid-forseruices availobleon mobiles. c) True d ve6'phonesconbe locatedby readings takenftomthemobilephonenetwork. d) True Mr Bergaminisaystrackingtheexactlocation ofvehicles,ondspeedandditectionof travel arenotyetprcciseenoughFalse e) lf youwantpersonalinfomotion,you wont informationthatis tailoredfor you,not for whois nearyou.(Here,hels refening someone information forthedriverand to Dersonal mobileuser,notforAutostrade.) ll@!E Educatlon Limited eoo6 @Pearson Partnerships with l{GOs PeterMelchett,headofGreenpeace(paragraphr) corporatecommunications company(paragraphr) conservationgroup(paragraphz) USbananagiant (paragraphz) UKelectricitysupptier(paragraph2) consumergoodsgroup(paragraphz) executivedirectorofGreenpeace(paragraph3) executivedirectorofthe FLA(paragraph5) US-based workingwith monitoring organisation, companies andNGOs(paragraph 6) ) co-directorof the PartneringInitiativeat the InternationalBusinessLeadersForum(paragraph9) a) PeterMelchettangbredmanyenvironmentalists when he becamean advlserat Burston-Marsteller. b) PeterMelchettarguedthat he couldachievemore workingwith companiesthan in oppositionto them. c) A growlngnumberof non-governmental organisations are currentlydoingthe sameas Greenpeace andthe Rainforest Alliance. d) Chiqultahascomeunderseverecriticism for its poor recordon environmental andlabourissues. e) Greenpeace hasembarkedon joint venturesto improve workingpracticesin companiessuchasehiquita, NPowerand Unilever. t a)i b)i i i c)i i d)i e)i i f)i 4 6) False TheFU... worksmorecloselywith companies than nany orgonisations... The FLAhos,fol example,both componiesand nongovemmental orgonisotionson its boord. b) True to maintain its independence... the organisation lays down strict rules of enqagenent. c) False All businessesco-operoting with the FLAmust ogree to give it unimpededond unannounced accessto their factortes d) False noneofthe companieshosany contrclover what the FU publishes in its reports obout the Iabour conditions in theh supply chains. e) True 'tt3 wartsand oll,'soysMrvon Heerden, f) True '... we feel we can only do our job properly if we haveindependence.' 51,b 2c aa 4f 5e 6d 1 a) b) c) d) e) f) g) h) l) Indlabenerg;y needs BeforcWu rcod According to the BPAmocoStatistical Review of WorldEnergy (2ooo), thetopfivebiggestenergy consumers in theworld wereasfollows: lUSA 2China 3 Russia4lapan 5 Germany lnternational Energy Agency forecasts suggest thatChinawill soonbethetop consumer. Indiais presently thesixthlargest consumer ofenergy, oneofthetop butwillshortly become five. I text bank I Fourtypesofenergy: woodandcowdung currently accounts for more (alsoreferred total to as thanhalfofthecountry's biomass andwaste) energyuse;will remainthe mainsourceof energyfor domestic energyusers oil lowdueto the usagecurrently lowlevelof carownership; demand will riseto 5.4mbarrels a dayby2o3o gas demandwill riseamong industrialusers coal remains thepreferred sourceof users energyforindustrial a)ii b)iii c)ii d)iii e)i 0ii s)i t a) groMhrate b) fellwellshortof c) represent d) resultedin e) forecast f) proieded(forecastused asa verbis alsopossible)g) average a) negate b) conundrumc) thewest;developed countries d) developing world e) in turn g) percapitah) wide f) development useaccounted for by a) percentage of Indla'stotalenergy biomass andwaste is b) number ofyears overwhichtheuseofbiomass expected to declineanduseofoil, gasandcoalto increase to c) numberof millionbarrelsa dayof oil Indiais expected beusingby2o3o byimportation d) percentage ofoilthatwiltbesupptied e) numberof carsthatexistforevery1,ooopeopletodayin lndia f) number of peoplethatowna carin Europe groffihrotesof morethan4 a) True strcngeconomic percenta year b) True willstinulategosdemandamongindustrial use|sin lndio. c) True o recentsignifrcantgasdiscovery d) Fatse thiswill not be enoughto meetfuturcdemond. e) False lndia...is olsonegotiotingwithBongladesh andBurmaaboutbuildingpipelinesto inpoft gas. 0 False coalwill remointhepreferredenergyfol indust al use6. g) False TheIEAprcjectslndiancooldemondto riseot similarrotesto totalgroMh ratesof eneryyuse in thecountryduringthenext25 years,(similar rotesrcfercto 4 per centa yeoratlhe beginning of theparagraph.) 2 l{uclearenergy 1 a)7,8 b)6 c)t,z dlz e)3 05 d4 reactor. 2 a) Therewereonccplansto builda newnuclear because b) Thecompany is thetaltet of safetyinspectors of its accident record. c) Solarenergyisthedadlngof manyenvironmental groups. thelevelsofcarbon d) Theuseoffossllfuelsincreases dioxide intheatmosphere. ? 4 5 6 7 government its planto reduce e) TheSwedish is purstrlng dependence on nuclear energy. f) A majorproblem withnuclear energyis th€dbposalof waste. o,e tf za 1e 4b 5d,6c plant c) clear-up a) thepublicpurse b) nuclear operationsd) greenlobbyists e) upfrontcosts powerstation D gas-fired a)4 b)6 c)5 d)z e)r f)l B Offshoring r f,e,g,c,b,d,h,a 2 a) Both b) Germany c) France d) Both e) Germany f) France Theevidenceis potchy 3 a) True b) False nea y half of Eurcpeancomponiesplannedto shift morc servicesoffshore. c) False UKcomponiesaccountedfor 6l per centofthe total ofjobs moved,followed by Germanyand the Beneluxcountrieswith 14percent each. d) True ... westem Europeitselfbenefited with 29 per cent- the favoured locotions being the UK, lreland, Spoin ond Portugol e) False Asiowos top destinotion, with 37 per cent (in millions)of Europeaninformation a) the number 4 technologyand servicejobs that will moveoffshoreover the nextten years(accordingtoForresterResearch) b) the proportionofthose iobs that will be fromthe UK c) the distance0n miles)usedby Forresters to define offuhoring in d) the numberofjobscreatedbyGermanmultinationals EasternEuropebetween1990and 2oo1 in e) the numberofiobscreatedbyAustrian multinationals EasternEuropebetweenr99o and zoor f) the numberofiobslostin Germany asa result 5 ar7 b)4 c)z d)s e)6 f)r e)8 h)r workers 6 a) Germanyt b) displaced German c) it = outsourcing; them= companies Olderpeople I LabourOrganisation a) International b) runsthe Unemployment andLabourMarket programmeat the Institutefor Disadvantage Employment Studies c) BritishDIY(do-it-yourself)retailer d) HalifaxBankofScotland e) founderof Mist Consulting f) a cologne-based diversityconsultancy 2 Suggestedanswers a) Thello saysthat, by the year2o5o,the numberof peopleover60 willincreasefrom 6oomto 2bn. b) In 50 years'timetherewill be moreover6osthan chlldlen underi5 in the world. c) Employersshoulddealwith aE€discriminationat work and provideincentivesfor seniorworkersto agreeto stay In thelr iobs longer. o Pearson Education Limited zooell@![ TextbankI 31d2 e 3 c4f 5b6a utilities c) Clothing 4 a) supplychain b) state-owned manufacturersd) dominantmarketposition e) corporatemalpractice f) low-incomecountries b) MervynDavies c) MichaelFairey 5 a) MichaeLFairey d) Association of BritishInsurers e) MervynDavies 6 a)violations b) instil c) appointmentd) enduring e) taking f) promoting 7 a) appointment b) enduring c) promote d) viotation e) instil f) take 8 1 c 2 d 3e 4a 5b a) peergroup b) return c) equity d) (market) capitalisation e) assets f) revenues g) analyst community/analysts h) on a parwith i)ptayinthetop tier i) balance sheet 5 a)Siemens b)neither c) BASF d) both e) neither f) neither g) Siemens h) BASF 6 a) False Deutschesdifficult relationship with the Getman establishment is lon9 -standing. b) False Tocompoundmatters,MrAckemonnis not evenGernan, c) True Mr Ackemannis obligedto mointoino degree ofdistonce in his politicol and corporote networking in otdet to ovoid being drawn into unprcfitoble pat otic business. d) True the politicol outcry overthe Deutschejobs saqa carnesa resonantmessoge. e) True 'This kind of politicol interferenceis derailing copitolismin Germony,'soys Mr Willioms.'ltis social engineering.And it is delaying nuchneededconsolidationin Germanbanking.' f) False 'lt is a big deterrent for potentiol acquirers from abroad.' g) False ForDeutsche,in pafticulal seniormanagers believe the deboclehas exocerbatedthe 'Germandiscount' attoched to the shoreprice. That is the lost thing M Ackermannneeds os he t es to play cotch-up with his internotional rivals. Business models Corporate recorery 1a)o i l co m panies b) m in i n gc o m p a n i e sc ) m i n i n g companies d) miningcoitpanies e) Accenture Development Partnerships f) Pfizer g) UnileverVietnam z a) Lack(para.r) b) socialprogrammes(para.1) c) tread extremelycarefully(para.r) d) backfire(para.r) e) contentious(para.2) f) extractiveindustries(para.2) g) createvastfootprints(para.2) h) the thorniestissue (para.z) i) arise(para.z) | feel teft out (para.z) a) improve b) create c)fund;rottout d)withdraw; 3 embarkon e) conduct f) abandon g) leave a) approachedin a measuredway b) cashis probablynot the answer c) transparency is essential d) to promote betterschooling e) it's seenas self-serving f) there's credibilitv to it a) False ...hosunforeseenbenefits. b) True -..hoscreoted8oo to 1,ooosmollbusinessesin support c) True the biggest contribution companiescan make to developmentis the economicstory 7 7d 2h 3g 4f 5e 6c 7b 8a z rd ze 3c 4a 5b I a)S b b)rd c)3c d)4a e)ze (markets) turnaround(s)b) deLuging... 4 a) (dramatic) c) a flood d) fluid e) stakeholders f) trustees 5b 6 a)i i b)i i c)i d)i 7 a)D l b)D J c)l P d)l P e)P K f)P K g))l P lan Powellis most in favourofthe newstvle, d) JohnAtkinsonfrom the Institutefor Employment Studlessayschangesin leglslatlonwiL[forcecompanies to takeaction. is committedto implementing e) TheBritishgovernment on Equal agelegislation underthe European Directive Treatment. 3 a )i i b )i c ) i d) iii 4 a )6 b ) r c ) s d) 4 e )z f)l S )z h )8 5 l f 2 a 3c 4b 5e 6 d 6 b Unit6' Business responsibilities 1 e ,d ,c,a, b, f , g 2 a )i i b )i c ) iii d) i Thegrowthof management consultancy r a) False b) True International banking 1 a) biggest b) politicians c) top 20 d) equity e) 19olo (to 257d f)Us g)Siemensand BASF h) compromise i) consolidation D (political)interference/ social engineering 27 f2 9 3 a 4c 5d6e7b I a )6 e b ) S d c ) Z b d) ta e )z g f)rf g )+ c @ o Pearson Education Limited zoo6 c) True Thestrength and pattern ofthe recoveryva es by country ond somesectorsremain depressed ... the i nforn ation-technology consulting sector is likely to grow at on averagecompoundrote of little more thon 1pet cent. (pangtaph 2) Themergerand ocquisition waveamong US public conpanies helps explain why North Americois leading the way-Consultantsarc often called in to rcview potential deals ond adviseon post-mergetintegration, (paragraph3) Theeconomicboom ofthe lote ggos led to verystrcng demond... fhe rcsult:rawrecruits deliveing wotk ofquestionable quolity to increasing ly disi llusioned clien ts. (paragraph3) I text bank Underparticulor scrutiny is the traditional, pyramid-shapedorganisotion in which a few senior partners are suppofted by an arny of enthusiastic iuniors.(paragraph5) Theability to'leveroge'the expertiseof seniol consultantsin this way is centnlto the economicsofthe indust4a(paragraph6) e) False Experiencedconsultants were leaving to work for 'hot' technologycompanies,and young rccruitscouldnot be trainedfast enoughto frll the gap. (patagtaph3) 'This is on apprenticeshipindustry lfyou hove too few peoplecomingin at the bottom,you end up with not enoughmanagers.' (paragraph6) f) False Someconsultantspredictthe eneryenceof 'diamond'shaped' firms,in whichpattnersore supportedby moreexperienced consultonts andfeweryoungsters(i.e.wheresenior consultants arein the maiority)(paragraph 7) ...somewilldoubtlessfrnd waysto naintain the leverugemodel. Others will evolve into diomond-shaped organisations.(paragraph9) a) sector b) exaggerated c) several d) recuperation e) recovery f) sector a) the mergerand acquisitionwave b) leadingthe way c) adviseon post-mergerintegration d) economicboom quality workofquestionabte e) rawrecruitsdelivering f) competitive biddingon engagements a) ii b) iii c ) iii d )i e )i i D i i i a) leverage b) expertise c) corretation d) progression e) intakes f) apprentic€ihip tb z f 3e 4d 5 a 6 c 7c 2e 3b 4a 5 f 6 d recruits c) diamonda) primaryactivity b) Experienced shapedfirms d) advisoryfees e) strategyconsulting f) adiacentindustries d) True 4 5 6 7 8 Management consultancy 1 a) the McA (para.2) b) the writer (para.3) c) the writer (para.5) e) anonymous (para.4) d) BruceTindate (para. (para.7) consultant 6) f) FionaCzerniawska g) BruceTindale(para.9) h) anonymousclient(para.9) 2 a) amountearnedby Britishconsultantslastyear(in billion dollars) income b) percentage ofmembersofthe MCAwhose comesfrom outsourcing c) percentageof MCAmembers'fee incomeaccountedfor and by information-technotogy-related consulting svstemsdeveloDment d) percentageof McA members'fee incomeaccountedfor bytraditional management consulting e) percentageby whichMcA members'feesfor traditionaI consultingfell last year industry's fees f) percentage ofthe UKconsulting accountedfor by MCAmembers 3 a)i i b)i c)i i d)i e)i i i 4 a) sophisticated b) toll c) retention d) pushback e) subsume f) steeply A is correct.B containsvariouserrors: ..,thereare two reasonslthereare variousreasons,ofwhich only two are descibed in thispamgmphlwhyrevenueper consultantis falling.Manyindependentconsultantshave becomemembers ofthe MCAandchargeless,whichhas sisnificantlvreducedthe averaseincomeofsmallerfirms lpartly true, but not a defrnite ot significant deuease; she sayssmollerfirns may have depressedthe figurel. Ms Czerniawska alsothinks outsowcingIandlT-reloted consultinglgenetale Lessfee incomethan traditional management consuttingservices. But the likeliest explonotionfor the fall is the a) True incrcosein the numbetofconsultonts. b) True Becauseso nany consultonts,invetemte optimists,believesalesare obout to incrcase. c) True Many consultantsover-recruitedduring the lnternetboomotthe beginningofthe decade, ond Ms Czemiawskasays: 'Consultingfitns haveperhapsnot entirelyleamtthe lessonsof 2oo7.' d) Fatse Tindole...soysconsultantsneedto provide theirclients with a better value-for-money seruicethan they did in the past. Whatis strategy? t 7c 2f 3e 4E sb 6d 7a 2 a) True Strategy is, very simply, an outline ofhow o businessintends to achieve its qoals, The goals are the objective: the strategy setsout the route to that obiective. b) True ln the early stoges, businessobjectives ore usuollyfairlysimple:to su.ive ond to achieve qrowth taryets. c) False Strategiesarc correspondinglysimple as well, and oreoften not evencommittedto paper;it is enoughthat everyonein the company understandswhereit is going ond how it will getthere. d) Fatse But as the businessgtows, so does the need for co-ordination-Accotdingltl therc is a need for a mutually agreed ond acceptedstrotegy for the business. 3 a) the wrongwayto go aboutit b) tailoredto meetthe requirementsc) easiersaidthandone d) branched out €) a matterof 4B 5 a) framework b) arise c) ad-hoc d) adage e) novice 6 a)i i b)i i c)i i i d)i e)i i 7 ae 2g 3d 4b 5h 6c 7a 8f 9i 10i .r,Pearson Lrm,r"o ,ooo [@l!! Eoucaron TextbankI t$issionstatements 1 L z f,d,a,c,e,b off;drive(customers) away 3 a) liable b) stomped c) a regular/Loyal customerd) queriedthebilt e) emblazonedf) chatting(freely) a) False Thewritersaysfhe u/otds hountedme andthe wordswerestill swillingaroundmyhead,but heis referring to Avis'smission statement, not to thewordsofthewoman. b) True asan outletfor myrage,I begonresearching thesubjectof missionstatements c) True thereis a substantialamountof literature availoble on thesubiecfr.., theses(athesisis anessaywrittenbyanMAor PhDstudent) d) True Thewritersays...wit, livelytitlessuchas 'Librories,MissionandMa*eting: Writing MissionStatements Thotl,yo/k',butheis being ironic. e) False theauthorcfall into twocomps(notlhe mission statements) f) Fatse Oneexpertinsiststhot,,,Anotherinslstson.-. Yetonotherinsiststhat... 5 a)i b)iii r)ii d)i e)iii f)i 6 1b 2d 3a 4f 5c 6e 7 a) memorableb) ordinary c) modest d) unsolved e) lamentablef) rallying Onllnegroceries I f,c,e ,a, g, d, b 2 a) False ... he was very much an outsider. $)aragJaphr) b) False He ond his brother Thomaspersuaded)ewel Stores,a Chicagogrocer, to take the revolutionary step of ollowing some ofits customersto place delivery ode6 via their conputers with their stott.up, Peopod. (paragraph 1) AndrewandThomaswerenot allowedto work thotseryedostheir fromthesupermatket base.lnsteod,theywereconfinedto o vanin thecorpark.(paragraph r) Peopodis a whollyownedsubsidiaryofAhold d) True (paragraph 2) e) False ...Peapod'ssoleswereestimatedto beabout $2oon lastyeo,imakingit thebiggestonline operutorin tetmsofrevenuein whatis still the comporatively snall USmatket.(parcgrcph2) tc zf 6d 3 3a 4e 5b package b) distribution partnerships 4 a) financing grocer c) software development; bricks-and-mortar d) onlineoperation c) True E@E @Pearson Education Limited zoo6 5 a) True ThetokeoverbyAholddramotically reduced Peopod\sourcingcosts. b) Fatse Aholdalso keptPeapod's separateidentity,he soys.'From beginning, wehod'the thevery Peopodway",whichwasto "amazeand delight"thecustomer...' c) True ...mokesweyouenioyyouriob onddon't your obout foryet family. d) False Peapod cloimsthat it hosachieved farlower would turnoverof staffthan be usuolin o businessthatcombineslogisticsandretailing e) True lt still runsregularemployeeawardsand its lndex'thatmonitorsits 'ErokenPromises perfornancein t4 keyarcas,suchaslateness ondincomplete orders6 a) (strong) backgroundb) heads c) (site)users d) customisede) innovation(s)f) whatit comes downto b)challengesc)supermarket chains 7 a)entrepreneur d) fast €) outside f) investors g) mother h) start(up) l) books l)leffBezos Usinga website 1 8)6 b)5 clz dlt elz t)r Srq 2 a) brand-buildingb) cuddly c) strength d) attributes e) fundamentatly Hardwebisthe websiteasatool. Consuners 3 a) True canbuyproductsor checkaccounts.B2B customesconploceonde's.lournalists canfind howmuchmoneyWur CEOeamedlastyear lnvestoEcanseehowmuchmoneytheyhove madeout ofyou. Theyoreall doingsomething thathelpsthemin theh livesoriobs. b) False Consumers canbuyproductsor check accountsB2Bcustome6cdnDlaceorde6... Theyareall doingsomethingthat helpsthem in theirlivesorjobs. c) True Softwebis usingo siteto nudge,to impress, to mossage.'Btochureware', wherea website reproduces marketinglitemturecreatedfor print, is soft web. d) True Soorethe look,feeland'voice'of o site,which tmnsmitmessoges abouttheorgonisationB cultureondbrand. e) False MostCSR, butnotalltAndthegreatbulkof corporatesocialrcsponsibility(csR)naterialis soft. 4B point d) service 5 a)trick b)inharness c) stopping reminder e) back(this)up f) optimisatlong) flowing h) bombard 6te2a3f4cSg6b7d 7 a) arrives/ hasarrivedmid.site b) keepupstandards / keepstandards up c) hiring;writers d) links;scattered people e) Drawing in;feeding Ee2- I terr bank c) False Technologlcal Innor6tion 1 a) founder b) bigbreak c)trade exhibition d) technologymanager e) threedays f) ninestaff g) intellectualproperty h) printing-ink l) singleprice I Licences 2 a) False Threeyearc ogo, a young entrepreneu in Leedsrisked everything he hod to moke his businessa success.,. Hisroute to successtook him asfar afreldas Ch,na...(Chinais not the only countrywherethe companyhasbeen successfulJ b) True AndrcwAinge'sprint-technologycompany, MetalFX,...an innovative technology-licensing model that min imisesthe operation\ overheadswhile naximising its ptofits. c) False fhe systen hos changed the industryS opproach to the use of netallic inks, and the visuol rcsults - on brochures,packaging, annuolreDoftsand so on - havebeen sturn,rg. (fhere is no mentionofit needing furtherdevelopment.) d) True Pinte6 use the CMYKsysten (conbinations of cyan,mogenta, yellow and block ink) to creote colourcd imagesand text. e) True Thesystem allowed millions of metallic colouR to be createdat once. 3 1 d 2c ae 4a 5 b 4 a ) ii b) i c ) i O i i e )i i i f)i i i 5 1 D 2e 30 4a 5 C 6 a) branchingout b) ey6-catching c) caughtthe attention of d) downto e) overseasbuyers Sometines, to ensurethe advice is truly importiol, the client and lT contractor will shorc advisory fees. d) False ... componiesarc oftennominotinga thirdpafty nediotor from the statt. Thereis more of on expectotionthat things canget out ofshape €) False Thecomponyhod obout no engagementslost yeal and denond is gtowing ot around 25 per cent each ouarteL 4 a) oversee b) havedifferentagendas c) everythingit is supposedto d) keepeveryoneon track e) fed up (with) f) driving g) parachutedin to turn rounda proiect h) run into trouble I a)i i i b)i i i cl i i d)i i e)i f)i i 8)i h)i i i Remote management 1 d Theyare scatteredacrossthe world ,.. their operctions ond customersore globol... lt representswhat more ond morecompanieswill cometo look like.(paragraphr) b Goneare the doys when managetscould supervise the hour-to-hour wo* of individuols. (paragraphz) a ... managersmust have o deepet undeRtonding of when to usethe widercngeofc'mmunicationsthat orenow ovoilable. Whenis o phone call best?A teleconfercnce? A video confercnce?An e-mail?A face-to-facemeeting? (paragraph3) f As o general rule, foce-to-focesessionsore for intensive, reol-timeproblen-solvrng(paragraph4) g ... individual managersneed to work with ond infiuence people who are nottheir subordinotes. (paragraph7) c First, they must explain thot shoring leadetship is a petormance expectationand will be reworded.Second, teom membersmust acceptresponsibiw for Noviding as well as responding to peer-basedleadership. Increaslng marketshare (paragraph8) e Thisneans often defeaing critical decisions ... They 1 b , d, f , h must be able to demonstratesharcd leadershipin 2 a) Defyingthe tawsofgravity b) a successionof meetings, turning leadeship over to o copable c) seeminglyunassailable teaders d) astute e) gained subotdinote or peer at the approptiote moment. They f) broughtin g)headup h)Trueto form must coach and develop thei team'sindividual and 3 to 2c aD 4a collective leodership skills. (paragraph9) 4 rc 2a 3b 4d 2 tc 2h 3f 4b 5a 6d 7e 8g 5 a) (ha$ launchednew brands b) condimentcompany; Managers a) now haveto lead by focuslngon processes, 3 casehistory c) hasgrabbed;marketshare performanceand results. d) nationwidedistributlon e) Changingconditions b) Staffneedto achleveresults. 6 a ) i b) ii c ) iii d )i i e )i goats c) Thiscanonlybe doneif managers set appropriate 7 and milestones,shapebehaviourand analyseprogress beingmade. d) Face-to-face communication is the bestwayto start a virtualprojectin orderto reachan agreementon Proiectmedlators milestones andcommitments. a) conferences; virtual b) relationship;face-to-face (paragraph (paragraph (paragraph r a) MP r) b) BF 2) c) lC problem-solving; c) information-sharing (paragraph (pangraph 3) O BF 4) e)AC 5) f)MP a)i b)i c)i i d)i i e)i i i (paragraph g) (paragraph (paragraph 5 PV 6) 8) 7) h) AC 6 a) shared b) cross-functionat c) locations d) peers j,l 2 1c 2b 4e Sa 6g 7d performance g) directive e) expectation f) responsibitity Whena relationshipbreaksdown,it is never 3 a) True h) develop/coach l) leadership skilts direct control I totallyonepafty\ fault, b) True A thirdpottyconcomein witha moreobjective view: o Fearson Eoucaron Lrru"o ,ooo fi@!! Resource banl< fl TheseResource bankactivitiesare designedto extendand developthe activities in the mainCourseBook,EachResource bankunithasbetweenoneandthreeexercises, someof which developthe languagepointsfromthe CourseBookand others whichapptythistanguage in roLe-play activities. Besureto givecompleteinstructions beforegettingSSto start.In role-plays, beveryclearaboutwho haswhichrole,and giveSStimeto absorbthe information theyneed.Sometimes thereare role cardsthat you handout. Theactivitieswherethis hapDens areindicated in the notes. Youhavepermission to photocopy bankpagesin the Resource thisbook.In someunits,youwill giveSSa copyofthe whole page.In others,therearerolecardswhichneedto be cut out andgivento 55 withparticular roles.Theseactivities are indicated in the unit-specific notesbelow. getall pairsto do the In pairworkor smallgroupsituations, activityat the sametime.Goroundthe classandlisten,When SShavefinished,praisestrongpointsanddealwiththreeor problems fourproblems thatyouheard,especially that more pairsto thanonegrouphasbeenhaving. Thenget individual givepublicperformances so that the wholeclasscan[isten. Theperformers shouldpayparticular attentionto thethreeor fourproblemareas. Thelanguage€xercisescanbe usedto reviselanguagefrom the mainCourseBookunit;pointout the connection withthe CourseBookmaterialtoSS.ln manycases,theseactivities can be donein a few minutesas a wayoffocusingSSon the activitvthat follows. A typicaltwo-personroldplay might last ten minutes,followed group by fiveminutesof praiseandcorrection. An animated discussion mightlastlonger;in thiscase,droponeofyour otherplannedactivities anddo it anothertime,ratherthan tryingtocramit in beforethe endofthe lesson.lfyou then havefive or ten minutesleft over,you canalwaysgo oversome pointsfromthe lessonagain,or,betterstill,get SSto language saywhattheywere.Onewayofdoingthisis to askthemwhat they'vewrittenin theirnotebooks duringthe lesson. Thepairactivities canbe doneoneto one,withyoutakingone of the roles.Theactivitycanbe donea secondtime,reversing yoursuggestions the roleandgettingthe studentto integrate (Where groups for improvement. thereare ofthree,youcan take two ofthe roles,changingyourvoicefor the secondrole) @ Beforethe class,photocopy andcut up the rolecardsfor 55 A andB. Makeas manyphotocopies astherewill be pairsof S5. quiz.Ask TellSStheyaregoingto do a quicksocialEnglish questions SSA andB to lookat theirrespective individually, thenchecktheiranswers withthe keygiven. Get55 to do the quizin pairsasa speaking/listening exercise.SSA ask questions1-5. SSB ask questions6-10. o Circulateand helpwherenecessary. @ Afterfinishing the quiz,askSSto giveeachothera score andtelltheirpartnerthe correctanswers. Gothroughanyidiomatic or colloquiaL expressions that SS didn'tunderstand. One-to-one SSmaydo allthequestions asa quick-fire exercise, settingatimelimitoftwo to threeminutes. Alternatively, askthemallthe questions. @ Feelfreeto do an activitvmorethanonce.Afterone runthrough,praisestrongpoints,thenworkon threeor fourthings that needcorrecting or improving. ThenyoucangetSSto changerolesanddo theactivityagain,or the partsofthe activitywherethesepointscomeup.Obviously, therewill come a timewheninterestwanes,butthe usualtendency in language teachingis not to revisitthingsenough,ratherthanthe reverse. Concentrate on differentthingsin differentactivities.In some you maywantto focuson fluency, role-plays anddiscussions, withSSinteracting as spontaneously as possible. In others, you will want to concentrateon accuracy, with SSworkingon gettingspecificformscorrect,RatherthanexpectSSto get youcouldpickout,say,threeor fourforms everything correct, that you want themto get right,and focuson these. rb 2c ab 4b 5a 6c 7c 8a 9a 10c bank I Resource ReferSSto the boardand work on the correctionstogether, getting55 to providethe correctform,vocabularyand pronunciation if possible. (9 @ Beforethe class,photocopyand cut up the rolecardsfor SSA andB. Makeas manyphotocopies astherewill be pairsofSS. lfthere is time, ask SSto changerolesand repeatthe roleplay,this time beingcarefulto integratethe corrections mentioned. @ Askthe wholeclassto look againat the expressionsin the Usefullanguage boxon pagell ofthe courseBookand modelthe intonation of the Dhrases. @ TellSSthey are networkingat an annualconferencefor theircompany/organisation /sector.AllowSSa minuteor two to highlightor makea noteofthe expressions they might usebeforedoingthe role-play.Tellthemthey only havefive minutesto find out aboutthe itemslisted. @ Beforethe class,makeas manyphotocopiesas therewill be pairsofSS in the classandcutup the'turns'. @ @ Circulateand helpwherenecessaryduringthe role-play, notingdownexamptesoflanguageused,five or six points pronunciation for correction, including andintonation. @ Bringthe classto orderand go throughfeedbackwith the wholeclass. SSwork in pairsto rearrangethe turns.TellSSthe correct orderofthe first two utterancesto get them started. Circulateand helpwherenecessary. @ SSthen readout their conversations, @ WhenmostSShavefinished. calltheclassto orderand problems. wordon anyintonation andpronunciation @ Afterfeedback,SSmay repeatthe activity,swappingroles. @ Withone-to"one students. takeon oneofthe roles. GetSSto concentrateon the last nine Linesofthe dialogue frcm Are you soying you won't be able to delivetthis ordel until the New Year? Get55 to memoriseone cardeachand turn it facedown. SSrepeatthe partiallyhiddendialogue. Repeat this procedure a few moretimes,hidinga lineeachtime,untit eachSScansaytheir linesfrom memory.To helpthem,you canput a few keywordson the boardfrom eachturn, @ Askthe wholeclassto look againat the expressions in the Usefullanguageboxon page18ofthe CourseBookand modeltheintonation of the ohrases. @ Getthe SSto readthem with reaListic intonation.Dothis with the wholeclass,then repeatin pairs. @ Askthe wholeclassto lookagainat the expressions in ExerciseB on page26 ofthe CourseBookand modelthe intonationof the Dhrases. @ Repeatany phrasestfat SShaddifficultieswith. @ @ Ask SSto closetheir CourseBooksand work on this exerctse. @ Gothroughthe answerswith the wholeclass- 6 Practisethe intonationofthese ohrases. Getthe 55 to readthemwith realisticintonation.Dothis withthe wholeclass,andthenrepeatin pairs. Repeatany phrasesthat 5S haddifficultieswith. 6 o ThenaskSSto closetheirCourseBooksandworkon this lf 2g 3e 4d 5a 6c exercise. 7b @ Gothroughthe answers withthewholeclass. @ Practisethe intonationofthese Dhrases. @ @ Beforethe class,makeas manyphotocopiesofthe role cardsas thereare pairsin the class. I Explainthe scenarioset out in the rubric.Dividethe class intopairsandhandout the rolecards. 2 Beginthe role-playin parallelpairs.Goroundthe roomand monitorthe languagebeingused.Notedownstrongpoints and pointsthat needcorrectionor improvement;this can includeincorrectstructures,vocabularyand pronunciation, Focusparticularon clarifoingand confirminglanguage.Put theseitemson the boardfor laterfeedback. Askearlyfinishersto look at the boardandto attemptthe correctionwork. Whenmost pairshavefinished,bringthe classto orderand praisegoodlanguagepointsused. 3 4 5 6 7 8 9 We'relooklng at an initial orderof two to three thousand. Wouldyou be willing to comedowna bit on that? Somewherein the regionof 5oo euros. l think we couldwork with that. Supposingwe were to makethat twelvefreesamples. Glventhat we are likelyto be placinglargeorders,we'd likea 10%discount. Areyousaylngthat you canhandlean orderof that size eachmonth? in our Whatwouldyousayto a displayofyourproducts toy department? Se€lngthat you'dlike somefreesamples,we'dlike our logoto be visible. Resource bankI @ o Beforethe class,makeas manyphotocopiesofthe role cardsas thereare Dairsin the class. ExDlainthe scenarioset out in the rubric.Dividethe class intopairsandhandoutthe rolecards. Beginthe role-play in parallelpairs.Goroundthe roomand monitorthe language beingused,Notedownstrongpoints andoointsthatneedcorrection or imDrovement. Thiscan includeincorrectstru€tures,vocabularyand pronunciation. Focusparticularon clarifi/ingand confirminglanguage.Put theseitemson the boardfor laterfeedback. Askearlyfinishersto look at the boardand to attemptthe correction work. @ a GetSS,in pairs,to readthesentences andcrossoutthe extraword, pointingout o Circulate, necessary monitorand helpwhere whereSShaveor haven'tidentified theextrawordcorrectly andgivingthemanopportunity to lookagain. a Earlyfinishers canchecktheiranswers againsttheUseful language boxon page47 ofthecourseBook. a Btingtheclasstogetherandgothroughtheanswers with thewholeclass. Whenmostpairshavefinished,bringthe classto orderand praisegood languagepointsused. ReferSSto the boardandwork on the correctionstogether, gettingSSto providethe correctform,vocabularyand pronunciationif possible. lfthere is time, ask 55 to changerolesand someofthe detailson their cards.SSrepeatthe role-play,this time beingcarefulto integratethe correctionsmentioned. Alternatively, ask a strongpair ofstudentsto repeatthe role.Dlavfor the wholeclass. 3 4 7 8 9 @ a GetSS,in pairs,to matchtheexpressions andthe functions, Circulate, monitorandhelpwherenecessary. Bringtheclass together andgothrough with theanswers thewhoLe class. o Practise theintonation ofsomeofthesephrases. o Forfurtherpractice, SScouldusesomeofthesephrases to makea shortdialogue oftheirown. Letme seeif I followte you,you'resayingthat the bookingis incorrect. FromiFyourpointofview,thesituationhasgot wo15e. LetmeI makesureI understandyou correctly. l'm sorry | missed€'rr+that. Couldyou pteaserepeat it? I'm not surelf€{ler|iig understandyou. Couldyou say that again? Pleaset€{* go on. I'm interestedto hearwhat you think. I appreciatehow you feel{ile. I cansee{€€s€r why yo! feelthat way. Yes,you havea t+sepoint whenyou saytherewas a longdelay. Here'shor,vit looksne from myangle,we both made mistakes. @ 6 1D 2 e 3c 4C 5t 6 a 7d @ o Askth€ wholeclassto look againat the problem-solving expressions on page38 ofthe CourseBookand in the Dreviousexercise, GetSSto work in groupsoffour or five.Tellthemto read the problemandthe possible solutions. Dealwithany ouestions. Ckculate whileSSdiscussthe Droblem andsolutions and makea noteofthe goodexpressions they use,as well as five or six languagepointsfor correction. Bringthe classto orderand go throughthe correctionwork with the wholeclass,asking55 to modelthecorrect onrases. Askone or two groupsfor feedback,Whatother solutions did theycomeup with.Whatwerethe bestsolutions? @ o Beforetheclass,photocopy andcutuptherole€ardsforA andB.Makeasmanyphotocopies astherewill bepairsof ss. Askthe wholeclassto look againat the expressions in Exercise A or the Usefullanguageboxon page47 ofthe CourseBook.Modelanddrilltheintonation ofsomeofthe pnrases. TellSSthey are goingto role-playtwo situationsbetween call-centre agentsandclientsat Delaney callcentrein Dublin.lfnecessarylookbackat pages48 and49 ofthe CourseBookto remindSSaboutthe casestudv. AllowSSone or two minutesto hightightor makea note of the expressions they might usebeforedoingthe role-play. As this is a telephonerole-play,SSshouldnot sit facing eachother.Circulate andhelpwherenecessary duringthe role-play,notingdownexamplesofgood languageused pronunciation andfiveor sixpointsfor correction, including andintonation, Bringtheclassto orderand go throughfeedbackwith the wholeclass55 then swaprolesto do the secondrote-ptay. Repeatthe Drocedures above, bank I Resource AskSSto discussthe guidelines for evaluating ethical behaviour in pairsor smallgroups. Referthem to the Usefullanguage boxon page54 ofthe CourseBookfor problem-solving. @ @ Get55 to readthe sentencesand find the errors.Elicitthe first one as an example.Circulate,monitorand helpwhere pointingout where5S haveor haven'tidentified necessary, the incorrectword and givingthem an opportunityto look agarn. Circulate andhelpwherenecessary duringthe discussion, notingdownexamplesof key languageusedandfive or six pointsfor correction, pronunciation incLuding and intonation. @ GetSSto compare theiranswers in pairs. Bringthe classto orderandgo throughfeedback with them. @ Earlyfinisherscanchecktheir answersagainstExerciseF on page51andthe Usefullanguage boxon page54 ofthe CourseBook, @ Ask earlyfinishersto add their questionsto the board. @ Toroundofftheactivity, askSSto voteon removing or addingpointsto the framework. @ Bringthe classtogetherand go throughthe answerswith them.Dealwithanydifficultvocabularye.g.whistle-blower (someone whotellspeoplein authorityor the publicabout dishonestor illegalpracticesat the workplace).This expressionalsofeaturesin ExerciseB ofthe Resource bank. Beforethe class,photocopyand cut up the rotecardsfor 55 A and B.Makeas manyphotocopies astherewill be pairsof55. lf I hadto definecorporate citizenship, lwould /'d say itt all to do with payback. Let'sfaceit, not manycompanieshavethe time to write properCSRreports. Manyfashionretailersonly pay lip serviceto business ethics. Thetime hascomefor corporateresponsibilityto be takenseriouslyby businesses. I disagreethat the bottomline about businessethicsis makingit commercially viable. lf it werethe casethatour companywas unethical,l'd handin my resignation. Havingsaidthat, l'd discussthe situationwith my managerfirst. Thereare a lot ofissu€s at Dlavwith bad business practice:firstty,as an individual,areyou preparedto be the whistle"blower? Askthe wholeclassto look againat the languagefor describing trendson page126ofthe CourseBook. TellSStheyaregoingto be business newsreaders. Allow thema coupleofminutesto highlightor makea noteofthe pronunciation oftheirthreenewsitemsbeforereading themaloudto theirpartner. Circulate andhelpwherenecessary duringthe information gap,notingdownexamples of goodpronunciation and intonation andthreeor fourpointsfor correction. Bringthe classto orderand go throughfeedbackwith the wholeclass. photocopyallfour bar charts/graphsfor 55, Alternatively, but not the newsitems.Readthe six newsitemsyourself. Owoofthe newsitemsare distractors.)Ask5S to match the newsextractsto the four bar charts/graphs, Newsitem1:Thereis no graph/barcharton the Australian bankingsector. Newsitem 2r Atlianz,bar chartA ReferSSto the wordsin the box.Dealwithanv difficult vocabulary(e.9.whrstle-blowers). Newsitem 3: MitsubishiMotors,graph B Newsitem 4r Microsoft,graph D Get55 to readthroughthe guidelinesand completethe text, Newsitem5: Thereis no barcharton the UKeconomy. Newsitem6: INGDirect.barchartC Circulateand monitor,helpingwherenecessary, Bringthe classtogetherand go throughthe answerswith thewholeclass. DrilltheDronunciation ofsomeofthesewords. l affected;environment 2harm; mitigate 3 deceptive 4 conflicts;Transparency5 behave;whistte-blowers; refrain Ask SSto brainstormotherwordsin the unit relatedto businessethics,Writethesewordson the board. @ @ @ Tell55 they are goingto do a quizto find out ifthey woutd makegoodconsultants. 5S do the quizindividualty. @ Circulateand monitor,helpingwherenecessary with vocabulary. @ WhenSShavecompleted the quiz,theychecktheirscores. @ Bringthe classtogetherandaskSS,with a quickshowof hands,whowouldmakea goodconsultant. As a follow-up, askSSwhattheythoughtofthe results. Resource bankI r 2 @ Beforethe class,photocopy andcut up the exercise for 5S. Makeas manyphotocopies astherewillbe 55. @ Wouldanyoneliketo getthe ballrolllng? Whata coincidence. I wasjustgoingto saythat! Whata fabulousidea!Whydidn'tlthinkofthat? Hasanyoneelsegot a contributionto make? Let'ssee... I'msorry my mind'sgone blank. That'snot exactlywhatI meant.I wasthinkingmore alongthelinesof... Veryinteresting, but canI comebackto youlateron thatone? You'vetakenthe wordsright out of my mouth! 3 4 5 6 Askthe wholeclassto look againat the expressionsand skillsin Exercise A on pageZ4 ofthe CourseBook,if necessarv. Get5S to do the exercise individually andgo throughthe answers withthe wholeclass. 7 8 1C 2d 3e 4a 5D AskSSwhichoftheseextracts couldbe a bluff(where the personis onlypretending in orderto geta betterprice). (extractb) Dividethe SSin pairs.Tellthemthey are goingto continue one ofthe negotiatingsituations.SSA are salespeople andSSB,potentialbuyers. AllowSSa minuteor two to choosea situationandhighlightor makea noteofanyof the expressions theymightusebeforedoingthe role-play. Tell5S theywill needto decidewhattheyarebuyingor selling,buttheycanbe asabsurdas possible(e.g.tinsof sardines,pet snakes,chocolatehair dryers,designer diamondflip-flops,drills for dentists,etc). Thisdrama technique oftenhelpsSSto learnthe keylanguage being usedandmakesthe taskmorememorable, TellSSnot to worryaboutthe pricesbeingrealistic, but theyneedto be as persuasive as possible. Youmaydecideto actout oneof the conversation firstwithoneofthe moreconfidentSS in the class. Circulate andmonito5helpingwhere necessary duringthe role-play, notingdowngoodexamples of negotiating language andfiveor sixpointsfor correction, including pronunciation andintonation. Bringthe classto orderandgo throughfeedback withthe wholeclass.Ask5Swho managed to selltheirproductat a goodprice. SSmayrepeatthe activity, swapping rolesandpartners. 5S shouldalsochoosea differentsituationandridiculous Unitg Strategy @ o Beforethe class,photocopy andcut up the thetexton the clientandthe challenge for SS. a As a lead-into the activityand for vocabularyrevision,ask SSto quicklybrainstormin pairsten wordsor expressions relatedto growthand strategy.Gothroughthe answers withthe wholeclass,writingthemup on the board. @ TetlSStheyaregoingto brainstorm somegrowth strategiesfor a globalcompanyinterestedin expandingits in Asianmarkets. Dresence c Allow55 two or threeminutesto highlightor makea note of possiblestrategiesand expressions they might use beforedoingthe role,play. @ Circulate andhelpwherenecessary duringthe role-play, notingdowngoodexamplesof languageusedand five or six pointsfor correction.Highlightto SSwho are experiencing difficultywith the taskthat they needto think bothlocallyandgloballyandmentionsomeofpossible (e.9.recruiting strategies localmanagers and/orrelocating productdevelopment, seniormanagersi etc,). o Bringthe classto orderandgo throughfeedback withthe wholeclass. a Youmay like to referSSto the documententitled'Thinking locallyto growglobally'. Otherwise, summarise the main pointsfor the 55 andaskthemto compare theirideaswith thatofthe reaI outcome. o Thiscasestudyis basedon onecarriedout bythe Boston ConsultingGroup.Forfurtherreading,referSSto consultantwebsitessuchas: http://www.bcg.com o @ Withone-to-one students, takeon oneof the roles,e.g.the CEOofthe clientcomDanv. @ Askthe wholeclassto lookagainat the expressions in the Usefullanguage boxonpage8l ofthe CourseBookand modeltheintonation of the phrases. € GetSSto readand correctthe expressions in Exercise A, @ @ Circulate, monitorandhelpwherenecessary lf extrahelpis needed,putthe correctwordson the boardin random oroer. o @ Bringthe classtogetherandgo throughthe answers with thewholeclass. o 55 matchthe sentence halvesandthenthe expressions to the correctfunction. € a Circulate,monitorand helpwherenecessary. o Bringthe classtogetherandgo throughthe answers with the wholeclass. Practisethe intonationof someof the newexpressions whichmightbe difficultfor S5. GetSSto lookagainat the expressions in the Useful language boxon page94 ofthe CourseBookbeforedoing thisexercise. Er- bank I Resource Practisepronunciationand intonationofthese expressions. a ti 2e t f 4i 5h 6C 7d 8c 9a StudentB r a) A laptop? That'sa portablecomputer, isn'tit?(o points) b) Yes,butI don'tuseit veryoften.(1point) c) Yes,I couldn'tlivetvithoutit! (2points) a) A plasma-screen TV.(opoints) b) A homecinema svstem withsurround sound. (r point) c) AnM-982optimised system.(2points) a) | cantalkto myfriendsanytime.(opoints) b) | cantalk,textandsendphotos.(l point) c) | cansende-mails, surftheNetanddownload the latestmusic.(2points) (opoints) a) They're socomplicated! b) There's somuchto choosefrom!(1point) c) Assoonasyoubuysomething, it'soutof dateagain! (2points) (opoints) a) Notsavingmydocuments. b) Whenmyharddiskcrashed andI lostall mydata.(1 point) c) WhenI triedto rewritesomesoftware, andthe wholenetwork wentdownfordays.(2 points) rc b @ Beforethe class,photocopyand cut up the quiz cardsfor SSA andB. Makeas manyphotocopies astherewill be Dairsof SS. Ask 55 to look againat the expressions for askingand dealingtvithquestionsin the usefullanguageboxon page 94 ofthe CourseBookandmodeltheintonation ofsomeof the questions. TellSStheyare goingto do a quizto find out whetherthey aretechnophobes or technophiles. Allow55 a minuteor two to look at their questionsand makea noteofany indirectquestions theymightusebeforedoingthe quiz. SSdo the quiz in pairsand giveeachothertheir scores.lf they needa morerigid structure,you couldmakethe questionsmultiplechoice(seebelow). Circulateand helpwherenecessaryas they ask and answer the questions,notingdownexamplesofkey languageused andfiveor sixpointsfor correction, including intonation. Bringthe classto orderand go throughfeedbackwiththe wholeclass.AskSSwhethertheyagreewiththeirscoresor not. Withone-to-one students, takeon oneofthe roles, {A ) o GetSSto matchthe expressions with the responses. Suggested multiple-choice optionsforquestions StudentA r a) Whatkthedifference? (o points) b) | thinkMacsareeasierto workwith.(r point) c) Although Macsafemoreuser-friendly, PCsaremore universaland havea greaterrangeofcompatible a) b) c) a) b) c) a) b) c) a) b) c) software.(2 points) Theylet a lot of light in. (o points) I think it crashestoo often.(r point) lt,s prettyuser-friendly, as itt basedon the desktop systemand icons.(2 points) Do lwhat?(o points) Yes,I usuallyusecoogle.(1 point) | usuallyuseeitherGoogleor Yahoo,but sometimes I usea specialistsea.chengine.(2 points) My mobitephone.(o points) My iPod.(r point) lt'sdifficulttochoose.llovemy Blackberry butthen my PalmPilotis reallyuseful,too. (2 points) Recordingmy favouriteTVprogramme.(o points) Settingup broadbandon my computer.(1point) Buildingmy computer.(2 points) o Circulate, monitorandhelpwherenecessary. . Bringthe classtogetherand go throughthe answerswith the wholeclass. a Practisethe intonationofthese ohrases, tf 2d 3a 4e 5D 6c @ a Beforethe class,photocopyand cut up the rolecardsfor SSA andB. Makeas manyphotocopies astherewill be oairsofSS. Askthe wholeclassto look againat the expressions in the Usefullanguageboxon pagero2 ofthe CourseBookand modeltheintonation ofsomeofthe phrases thatarelikely to causedifftculties. AllowSSa few minutesto makea noteof the expressions they might usebeforedoingthe role-play. Circulate andhelpwherenecessary duringthe role-ptat notingdownexamptesofkey languageusedandfive or six pointsfor correction, pronunciation including and intonation. Bringthe classto orderand go throughfeedbackwith the wholeclass- Resource bankI @ @ e GetSSto readthe expressionsand add the missingword to each. Circulate,monitorand helpwherenecessarylf extrahelpis needed,put the extrawordson the boardin randomorder. Bringthe classtogetherandgo throughthe answers with thewholeclass. Practisethe intonationofsome ofthese phrases,which might be difficuttfor 55. 4 5 6 7 8 9 11 72 Goodmorning, everyone. Whodo wehavewlth ustodav? 0K.lt'snineo'clock.Lett startbytaklng/dolnga rollcall. Ourprogrammer, DaveScott,hasalsoioined us/ metoday. Hello.Thisis EmilePiagetfromtheparisoffice. I'dliketo directa question to Hannah. MayI addto whetEnrique hasiustsaid? HelenStevens wlll behereshorfly. Couldwego/talkovertheactionpointsagain? ls lt correctto saythatTeresa Romero is responsible forthat? Maylmakea commenton theresults ofproduct testing? MayI askNikotay a question at thisstage? CanI iustcheckwho'sIncharge ofwhat? Eeforethe class,photocopyandcut up the rolecardsfor 55 A and B.Makeas manyphotocopies astherewill be pairsofSS. Askthe wholeclassto look againat the expressions in the Usefullanguageboxon page111ofthe CourseBookand modelthe intonation of the ohrases. AllowSSa minuteortwo to highlightor makea noteofthe expressions they might usebeforedoingthe role-play. Circulateand helpwherenecessary duringthe role-play, notingdownexamplesof key languageusedand fiveor six pointsfor correction,includingpronunciationand intonation, Bringthe classto orderandgo throughthe corrections and feedbackfromthe role-playwith the wholeclass. a a b b a c o b o . GetSSto readthe information.Dealwith any questions. c GetSSin smallgroupsofthree or four to brainstormtheir ideas. @ Calltheclasstogetherandgo throughtheirideas. Suggestedanswers A Singaporean mightfeela Britishpersonis not being polite by gettingdownto businessbeforespending sufficient timeon smalltalkin orderto establish a relationship. He/shemightalsofeelfrustrated ifhe/she isn'tgivenenoughtimeto respondto questions. He/she mightnot understandthe Britishuseof ironichumour,and this couldcauseembarassmentand lossofface.A Singaporean mightnot be awarethat the Britishoerson hasgivenan instructionif it was madeindirectly. A Britishbusiness personmightfeelfrustrated thata Singaporean takesa longtimeto getdownto business, seemsevasiveandtakesa longtime to respondto questions.He/she mightwonderwhy a Singaporean persondoesn'trespondto attemptsat self-deprecating humour. bank I Resource ENil Beinginternational Networking (jt Choose the mostsuitablethingto sayat a conference reception - a, b or c - in response to items1-1o. StudentA StudentB r So,whatdidyouthinkof theplenary talk? a) l'mafraidI'verunoutof business cards. b) Wett,it3 notexactlywhatI wasexpecting. Thatba coincidence! c) Really? Sodidl. youto a cotleague 2 Andreas, canI introduce of mine? Thisis Diamshid. youspellthat, please? a) Coutd b) Wereallymustgettogether againsometime. c) I'msorryldidn'tquitecatchyourname. forthis 3 Howlonghaveyoubeenworking organisation? a) | mustadmit,timeflies,doesn't it? b) Mustbegettingon sixyearsnow. c) Howaboutyou? qE rz dueforsomemajor Z I hearthecompany's restructuring. a) I'mafraidit isn'twhatI wasexpecting. b) Really? So,aml. c) lthinkyou'llfind that'sjustofficegossip. 8 Wouldyoubeinterested in a gameofgotfsome time? your a) Great idea,what's handicap? youto a colleague b) CouldI introduce of mine? p.m. c) Fridayat 3 wouldbe lovety, thanks. 4 So,Martinhastold mesomegreatthingsabout you. a) I'msorry| don'tgEtonwellwithhim. b) MartinAmos,mylinemanager? c) Howaboutgivingusa iob,then? 5 Whatdoyouthinkof ournewoffices? a) Original design, butI'mnotsureaboutthe waterfeature. b) ssh!Don'ttatknow,thebossis listening. c) DidyoubuildthemyourselE sS qt yourecommend 6 Could someplaces to visitwhileI'm here? a) I'mafraidthatwouldn't no. bepossible, you? b) You?e ioking,aren't c) lstanbul3 a verybigcity,letmesee... qr talkingto you. 9 ltb beena realpleasure a) l'll lookforwardto hearingftomyou. b) Woutdyoupleasecallmesoon? c) No,no,linsistonpaying. lt3 myround. youknowwherethenexttalkistaking 10 | don'tsuppose place? a) l'msorryI'mnewaroundhere.Bye. b) I'mtoldthecanteen is onthegroundfloor.Hello, Mike! c) No,I don't,butthosepeoplelookasif theyknow wherethey'regoing. lor P6 eg :l :9 â ) in pairs.Youhavefiveminutesto comptete thefollowingtasks. @ Wort< StudentA . Findoutyourpartner's favouritehobbyor sport. . Askyourpartnerto recommend somewhere to eat. . Borrow 10euros(ortheequivalent). . Swapbusiness cards, . Arrange a futuremeeting. StudentB . Findoutyourpartner's favouriteholiday destination. . Askyourpartnerto recommend a company to investin. o Askyourpartner wheretheybought theirshoes, tieor handbag, o Swapbusiness cards. . Arrange a futuremeeting. c, Pearson Eoucaron umn"o,ooo [@fi![ [ay Resource bankI lltilllil Trainins Telephone strategies: clarifyingandconfirming @ nn externaltrainerphonesthe HumanResources Depaftment to discussthe detailsof a courseshe'saboutto do there.Matchthetwo partsofthe expressions sheuses. 1 Wouldyoumindgoing z Couldlaskyouto give 3 4 5 6 7 a) startat nineo'clock andfinishatfive? b) wasthatI'llbringa videocamera forthe session. Letmeiustmakesure confirmthatwe'llbe in conference roomB. Sothat'snow11participants with d) thecompany chairman, then? Canliustcheckthat we get e) that I can access to the roomhalfan hourbeforewestart. I'dliketo f) overtheaudio-visual equipment? Well,actually, whatI meant me those details about thebreaktimes c) again? Workin pairs.StudentA is anexternaltraineraboutto do a one-daycourseon presentation skillswitha groupof staffat a financecompany. studentB is the manager in Human Resources whohasorganised thetraining session, Thetrainer phones theHRmanager to discuss somelast-minute details. StudentA: Externaltralner StudentB: HumanResourcesManager Usesomeoftheexpressions above, andothers, to clarifyandconfirmthefollowing. l'lumber of participants: ldeally thereshouldbetento participants. 12 (s)he Inthelaste.mailyou received saidthereweretenpeople.Can(s)heconfirmtheten attendees onyourlist? Time:Confirm thesession startsat 9 a.m.andfinishes at 5 p.m.Thereis anhourforlunch, from1to 2 p.m. Location: Confirm thetrainingsession will behetdin conference roomB.Howdoyougetthere? You'dliketo bethere30minutes before to setuptheroom. Equipment: YouaskedHRto arrange foraudlo-visual equipment in theroom.lstherea TVandDVDplayer? Youhaveyourowndigitalcamera to record the Dresentations. Reply to thetrainer's requests andquestions using thisinformation, Number of participants: Oneparticipant, Hilary Driver, hashadto dropoutdueto workcommitments. However, thecompany chairman, StetiosRemos, now wantsto attend, although it mayonlybeforpartof theday. Time:Starttimeis nowhalfanhourlater- some peoplehavea divisional meetingto attendfirst. Finish timeis unchanged at 5 p.m.Teaandcoffee will beserved in theconference roomat 1ta.m.and 3.30p.m. Location: Conference roomB is onthesecondfloor, Callfromreception andsomeone willescortyou there. Equipment: Youhavebookedaudio-visual equipment, including a ft a DVDplayer anda video camera, sothatthetrainer canrecord someDartsof thesession. l@!E @pearson Education Limited :oo6 bank I Resource M Partnerships Negotiating: Beingvagueandbeingprecise between a supplieranda clientaboutdeliverydates @ lut the foltowingconversation in order. Amanda: I canconfirm thatyourorderhasbeenreceived andwe'reprocessing it as quicktyaswecan. Tobias: Yes,butI reallyneedto haveanexactdateof delivery oftheshipment. I mean, you going do haveanyideawhenit's to be? Amanda: Wett,if I'mhonest, for December zothdoesn'tlookverylikely, delivery Tobias. Tobias: youbemorespecific, Couldn't Amanda? Wereallyneedto havethismodel in stockagainbyDecember zznd. Amanda: Wel[,beforetheChristmas rushis lookingtricky,thenthere'stheholiday period,whichtakesusintoJanuary. Tobias: Areyousayingthatyouwon'tbeabteto deliverthisorderuntiltheNewYear? Amanda: Realistically that3thewayit'slooking. speaking, Tobias: lf that'sthecase,I'dliketo cancel ourorder,then. Amanda: Look,I'msurewecanworksomething outhere.Howabouta discount forthe inconvenience caused? Tobias: | reallydon'tthinkwe'dbehappywith Whatdidyouhavein mind,exactly? anything lessthanro7o. Amanda: Fine,wecanworkwiththat. Tobias: OK,sowe'reagreed onroolo then.I'ltputthatin ane-mailtoyoutoday. Education @Pearson Limited zooo ll@[ x x x x x x x x x Resource bankI Negotiating: Beingvagueandbeingprecise Correct onewordthat is incorrectin eachoftheseusefulexpressions for negotiations. 1 We'reseeingat an initialorderof twoto threethousand. 2 Wouldyoubewilltocomedowna bitonthat? in theareaof 5ooeuros. 3 Somewhere 4 lthinkwecouldworkonthat. weareto makethat12freesamples. 5 Supposing 6 Givingthatwearelikelyto beplacinglargeorders,we'dlikea 1oolo discount. 7 Areyousaidthatyoucanhandle anorderofthatsizeeachmonth? 8 Where wouldyousayto a display ofyourproducts in ourtoydepartment? you'd Seen that likesomefreesamples, 9 wedlikeourlogoto bevisible. A salesmanager for a toy manufacturer andthe buyerfor a leadingdepartment storearenegotiating a contractto supplytoysto thestore. StudentA StudentB Youarethebuyerfora department storeinthe negotiations. Usesomeofthe expressions aboveto negotiate thefollowing agreement. Delivery: Youwantguaranteed deliverywithin48 hours of order. Discount: youd likea discount ldeally, of 1oolo on catalogue pricesofall ordersworth3ooeurosor more. Butyouarewillingto beflexible onthispoint. Display:Youmaybeableto displaythemanufacturers' pr0ducts in a prominent position in thetoydepartment, butnotin theshopwindow, asanother tov manufacturer hasalready paidforthatprivilege this year.Bevagueaboutthisfact,though. Freesamples: You'dlikeabouta dozenfreesamotes of thecompany's best-selling toysforthechildrentplay areainthestore. Sizeof orders:Youthinktheinitialorderforsofttovs willbe2,oooor 3,ooo,butyoucan'tbeprecise at this stage.Furtherorderswill dependonsales.youdliketo knowif themanufacturer canhandle monthlv orders of thissize. Payment terms:lt3 yourcompany's policyto make payment youmayagreeto 60daysfromdateof invoice, lessif thecompany canmakesomesortofconcession. l!fiffilFlF @pearsonEducation Limitedzoo6 Youarethesalesmanager forthetoymanufacturer in thenegotiations. Usesomeofthe expressions above to negotiate thefollowing agreement. Delivery: Youcangenerally deliverwithin48 hours, butit depends onthetimeofyear.Intheholiday youwantto keeD season, it cantakeupto Z2hours. thispointa littlevagueforfearof losingthecontract. Discountr Youmightagreeto a discountof 5o/s-7o/o on catalogue prices onallorders worth5ooeurosor more, Display:You'dtikea disptayofyourtoysto take prominent positionin thestorewindowsduring periods whentoysalesarehigh. Freesamples: Youcanofferfiveor sixfreesamples forthechildrenb playareain thestore,provided the company's logoisclearly visibleasa sponsor ofthe playarea. Sizeof order:You'dliketo knowhowlargetheorders forsofttoyswill be.Monthlyordersgreaterthan 2,ooomaymeanyou,llneedto stepupproduction in thatarea,butdon'tmention thisfactto thebuyer though. Payment termstYoudlikepayment to bemade3o daysfromdateof invoice, althoughyourealisethat mostcompanies want60days.youcanoffera further 2%discount forpromptpayment. bank I Resource Problem-solving @ u"t.h th. 1 2 3 4 ) 6 7 (1-Z)withthefunctions(a-d. "*pressions It couldbethatherbabyisn'tsleeping verywellat night. It'stoosoonto iumpto anyconclusions. Whatif wewereto introduce flexi.working? I'lllusthavea quietwordwithher.ltb the bestthingto do. Doyouthinkit wouldbea goodideato sendherane-mailaboutit? I notice thatJillwaslateforworkagaintoday. I'dsayweshouldremind allthestaffthatpunctuality is important. a) introducing a problem b) suggesting thecause ofa problem c) propose a solution d) givinganopinion abouta problem e) avoidmaking a decision f) asking foranopinion abouta problem s) makinga decision Yourepresent shoemanufacturers in yourcountryandclvilservants andpoliticians fromthe Department of Industry.Discuss thefoll;wingcrisisln the shoeindustryin yourcountry.Lookat the possiblesolutions. Addsomeofyourownideasasweli anddecidethe bestsolutionsto the problem.Usethe expiessions on page38 of theCourse Book. Problem Theleather-shoe manufacturing industryhasa longtraditionin yourcountry. However, in recentyears,cheapimportsfromoverseas havehada maiorimpactonsales.Theindustry is nowin crisis. Manyfactories havealready closed down,andtirereiswidespread industrial unrest. Possible solutions . Devise a nationaI andinternational advertising campaign andgetfamousactorsand othercelebrities yoursnoes, to endorse o Provide government subsidies to helpthenational shoeindustry to compete and increase theimporttariffson all importedgoods. . Sponsor sportseventsto raisetheprofileof theindustry. . Differentiate yourproduct byconcentrating ontheluxuryendofthemarket. o Diversifo andmoveintootherleathergoodsareasthatarelessaffectedbyforeign imports,e.g.bagsandbelts. . Accept thatthedemise oftheindustry is inevitable andconstruct a compensation package for industryownersandretraining programmes for staff. @Pearson Education Limited zoo6E@@ Resource bankI l|Nlllt Employment trends Resolving conflict Crossoutthe unnecessary wordin eachof theseexpressions. @ 1 2 3 4 5 6 7 I 9 ro Letmeseeif I followto you,you'resayingthatthebookingis incorrect. Fromin yourpointofview,thesituation hasgotworse. LetmeI makesureI understand youcorrectly. I'msorry| missed outthat.Couldyouplease repeatit? I'mnotsureI following you.Couldyousaythatagain? understand yougoon.I'minterested youthink. Please to hearwhat you | appreciate how feellike. I canseereasonwhyyoufeelthatway. Yes,youhavea truepointwhenyousaytherewasa longdelay. Here!howit looksmefrommyangle, webothmademistakes. Workin pairs.Theserole-plays arebasedonthe Delaney cal[centrein thecase study.StudentA is a Delaney phoningabouta car-hire call.centre customer booking.StudentB is theagentwhotakesthe calt. Role-playr StudentA: Customer Role-play r StudentB: Call-centre agent You'rein a verybadmood.You'vehada verystressful dayat work,andto topit all,you'rehadto shorten your trip to Brussels bya dd'\7. You'llonlyneeda carfor six daysfrom5 November. Youmadeyourbooking yesterday withTricia. Your booking reference is DR395BV. Youwantto dealwith Tricia againtodayto makethechanges andyouinsist ondealing onlywithher. Youalsowantanupgrade froma classA two-door car to a classB four-door car. Youhaven't beendoingthisloblonganddon'thave muchexperience of call-centre work.You've agreed to workextrahourstodaybecause yourcolleague Tricia is offsick,Yourtypicalresponse to angeristo fallsilent, butthatonlyseems to makeangryclients worse. Remember your to saythecompany nameand firstname whenyouanswer thecaller. Thefirstthingyouneedis theclient's booking reference. Yourcomputers areveryslowatthemoment, soyou can'tcomplete theclient's booking, Apotogise, offerto taketheirphonenumber andofferto callbackat a suitable time. Role-playz Role-playz StudentA: Calt-centreagent StudentB: Customer Youhaven't beendoingthisjoblonganddon'thave muchexperience of call-centre work.You've agreed to workextrahourstodaybecause yourcolleague Tricia is offsick.Yourtypicalresponse to angeristo fallsilent, butthatonlyseems to makeangryclients worse. Remember to saythecompany nameandyourfirst namewhenyouanswer thecaller. Tomakea booking, youneedto askforthecustomerb fullname, thetype of cartheclientwantsandthedatesandtimesand pick-up points. anddrop-off Yourcomputers areveryslowatthemoment, soyou can'tcomplete theclient3booking. Apologise, offerto taketheirphonenumber andofferto caLl backat a suitable time. You?e beentryingto getthrough to hirea carall morning, butthephoneis constantly engaged. Youfeel veryfrustrated andyouwantto letoff somesteamwhen anagentfinallydoesanswer thephone. Youwanta class Bfour-door car. You?e travelling to Heathrow Airportandwitlpickthecar upat 11a.m.on3 November, dropping it offin thesame placeat 12noonon6 November. ll@UEl @pearson Education timited zoo6 bank I Resource Gl DusrnessernrL5 problems Ethical relatedto givingopinionsandethical Correct theerrorsin thesesentences problem-solving. citizenship, I hadsayit'salttodowithpayback. 1 lf I hadto definecorporate reports. havethetimeto writeproper CSR 2 Let3argueit, notmanycompanies retailers onlypaylipservice at business ethics. 3 Manyfashion responsibitity to betakenseriously by 4 Thetimehasflownforcorporate businesses. ethicsis making it commercially thatthetoplineaboutbusiness 5 | disagree viable. wasunethical, I'dhandin myresignation. 5 lf it werethesuitcase thatourcompany thesituation withmymanager first. toldthat,l'ddiscuss 7 Having practice: firstly, asan area lotofsubiects at playwithbadbusiness 8 There areyouprepared to bethewhistle-blower? individual, providea framework for dealingwithcorporate Thefollowingethicalquestions behaviour. Complete themwithwordsfrom responsibility andindividuat(un)ethical the box. affected behave conflicts deceptive environment harm mitigate refrain transparency whistle-blowers ANETHICAL FRAMEWORK bythisbusiness decision: fromemployees, 1 Whoareallthepeople _ ? shareholders, andclients to thewidercommunity anddecision cause any of those affected and are there 2 Doesthis _to thisharm? reasonable thingsyoucandoto _ youregard inthe itthatwayifyouwere 3 lsyourbehaviour-?Would party? position oftheopposite yoursetf, between shareholders andthose 4 Arethereanydisguised decision? help reinforce ethical affected bythebusiness can behaviour. if everyone wereto _ in thesamewayin relation 5 Whatwouldhappen Thisis [ikeeverydriverat anintersection to eachplayerinthetransaction? byeveryone treating deciding to iumpthetrafficlights.lf harmwouldbecaused you you and do, should clients, otherparties, shareholders as fromdoingit. @ in pairsor smallgroups. Discuss thesequestions areappropriate forusingin yourcompany or Doyouthinktheseguidelines Why(not)? sector? Whichpointswouldyouchange? Howwouldyouimprove theseguidelines? couldyouadd? Whatotherquestions o Pearson Education Limited zooolfl@fi!fl Resource bankI lffil .,,,on""onooanKrng Business vocabulary Dothisrole-play in pairs. StudentA a) Youarea radio newsreader. Lookatthesebusiness newsitems,thenreadthemto yourpartner. Newsitem 1 Newsitem2 Australianbanksarelending more cashand growing rich off the proceeds.Annual eamingsat the top banksare up 7-15 percent,rrith the largest- NationalAustralia Bank- unveilingan 11-percentrise in exceptionalnet profits on Wednesday. Newsitem3 Thisautumn'shurricanes failedto knockthe wind out of Allianz.Evenafter absorbing€750mof catastroohe lossesin the third quarter,the German insurershouldmoreor lessdoublenet profitsto €4bn this year.Allianzis targetinganother10-percent profit rise next year. The remnantsof DaimlerChrysler'sAsian car strategyhavefinally yieldeda profit. A tripling of Mitsubishi Motors' sharepricethis yearhas changedDaimler's mind about hangingon to its 12.4-oer-cent stake. b) Listen to yourpartner reading someextracts of business newsontheUKeconomy, Microsoft andINGDirect. Matchthetwographs belowto thecorrect newsitem.Ohereis oneextranewsitem.) C €bn 7 30 2A 5 4 I 3 a 22 'I 0 @6!E 24 0 @Pearson Education Limited zoo6 bank I Resource Giiiil .nanre anoDanKrng vocabulary Business Dothis role-playin pairs. StudentB banking sector, Allianz and of business newsontheAustralian reading someextracts a) Listen to yourpartner newsitem.(There is oneextranewsitem.) to thecorrect Mitsubishi Motors. Matchthetwographs 350 300 * 2so E 200 g) 150 '100 Year'1 Yeat 2 Year3 0 newsitems,thenreadthemto yourpartner. Lookatthesebusiness b) Youarea radionewsreader. Newsitem4 Microsoft is gettingreadyfor flve-yearly change, another anditssharepriceis upagain at 22,2centsto thedollar. Microsoft hasstartedreacting impressive search to Google's serviceandofferof new withits onlineservices, reorganisation intothree of divisions andappointment a newheadofservices strategy. Newsitem5 Newsitem6 Growth in the UK economyis worsethan expected,and inflation is higher.That beingso,the Bank of Englanddecided on Thursday to leave interest ratesunchangedat 2.4%ofor the third consecutive month, surprising no one. New chief executive at ING Directknockedthe company into shape last year,selling 14 businessesand freeing up €3bn of capital.This year,he is demandinggrowth, and ING is one of several Europeaninsurersdoing well in this market. Pre-tax Drofits are up 17 per cent to €6.4bn in the first nine months of the vear, O PearsonEducation Limited2006 ------x It@ttr Resource bankI ffif Lunsurranrs quiz/ salesnegotiations Consultant's Wouldyoumakea goodconsultant? Answerthefotlowingquestions, circlingtrue yourresultswithyourpartner. or false,andthencheckyourscore.Discuss 1 I usually liketo workbymyself. 2 WhenI havea toughproblem, I usually needto asksomeone else foradvice, 3 l'ma goodlistener. problems ratherthan wordproblems. 4 | preferdoingnumber I liketo offerideasabouthowto solveit. 5 Whena friendhasa problem, I foundit verystressful whenI hadhomework in several 6 Asa student, allatonce. subjects T T F F T T T T F F F F andstickwith 7 I'ma creatureof habit.| finda wayto do something that method. TF evenin unfamiliar T 8 | amprettysureof myself, situations. T 9 ltendto thinkbeforeltalk. 10 WhenI handin a reportorotherassighment, I knowI'vedonemybest. T F F F 'no^ rol qrleur poo8p aq lou 8ulllnsuoJ'ra^ aJro ? paro:s 'luellnsuol poo8e e1etu,{lqeqord plno/v\ noiJl êur nol'aioul ro I parorsnor{;1 lor 16 t8 fl !9 tS f, I€ )z It :sra supasaqlloq:eaSurqrleuto; lulodauollesrnoâA!g skilts(r-l) to thefiveextractsofdifferentsales Matchthesenegotiating (a-e), negotiations r Explaining thevalueof a concession 2 Testing thesituation factsorfigures 3 Checking to anunacceptable concession 4 Responding Checking with a higher authority 5 withyou,butl'mafraidwearesimply toofarapart.Maybe a) I'dliketo do business get youin a fewweeks'time in touch with I could to seeifthingshavechanged. l'moffering andyouareat 80.Thismeans weare b) Letmeunderstand. 74,ooo, you'lltakeZZ,ooo, only5,oooapart.You're saying is thatcorrect? lt'sa real thatwecan'tagreeoversucha smallamount. Letmerunthisbymyboss shame andI'llgetbackto youtomorrow ...Youknow,mybossis reallytoughonthese deals. 5hewentthrough thenumbers andsaidweshouldn't evenbeat 74,ooo, butshe'llhonour it. Shewon'tgofor72,asI thoughtshewould. payforthedelivery. c) lf youorderr,ooounitsat a time,we'llactually Now,in real foryouof about$5ooin transport terms,that'sa saving costs. Howmuchwould d) Buyer: Whatif I take4,ooounitsoverthenextyear? theycostmethen?" price,areyouprepared Assuming lcanquoteyoua satisfactory Salesperson: today?" to signanagreement to goaheadonthatquantity priceof 9,oooiswayoutof line.I sawat leastthreeof Yourasking e) Buyer: theseat pricesfrom7 to Z,8oo.You'llhaveto do betterthanthat. What3thenameoftheplaces wheretheywere forsale? Were Salesperson: theynewor used? Whatsortof condition weretheyin?Andwhen wasthatexactlv? ll@E o Pearson Education Limited zoo6 bank I Resource --aiilfl t.,o.=sy Brainstorming Corecttheerrorsin thesesentences relatedto brainstorming. Thereis onewrong wordin each. r Wouldanyoneliketo getthebatlkicking? z Whata coincidence. I wereiustgoingto saythat! idea!Whydidn'tI thinkin that? 3 Whata fabulous to do? 4 Hasanyoneelsegota contribution 5 Let3see,..I'msorrymymindtbeenblank. 6 Thatbnotexactly whatI meant, I wasthinking moreofthelinesof... butcanI comebackto youlaterfromthatone? 7 Veryinteresting, 8 You've takenthewordsrightoutof mythroat! Workin palrs.Lookat the information andbrainstorm somepossiblestrategies that theclientcompany couldadopt,usingsomeofthe expressions in Exercise A, StudentA:Youarea strategic management consultant. globathigh-technology Student B: YouaretheCEO ofa US-based manufacturer. Theclient A leading European business-to-business andbusiness-to-consumer hightechnotogy manufacturer withoperations in morethan4ocountries. Theclient wishesto growits already-strong business in Asiabymorethan20 percenta year. Thechallenge Thecompany's business is focusedonthe UnitedStatesandEurope, butAsia already accounts for25percentofglobalsales. ThecEobelieves thatthecompany japan needsto significantly expand itsmarket shareinAsia(China, India,Korea, amongstothers)andwantsa strategyfor doingso. Theclientandconsulting teamarecertainthatthekeyto success in theregionis the development of a localised approach to products andmanagement skills.Thiswould entaila significant commitment fromthecompany's seniorexecutives. However, manyofthemareunfamiliar withAsianmarkets andtendto shyawayfiom largescale- andpotentially higher-risk - growthinitiatives there. 'SuFlet! luold paspaltulSu!ulelqopuel5ol ra/,,1o1 s le spooS 3u!rnpord'sla)Upulasaqlol slosse3ulls|xo3u!]ralsu9llIq 3u!rnpEJnueul letol SulqsllqplsoroJ uelde podola^rpuealaql'elpul pue eutq) se qlns.sa!4unot 3u!noqq8!oulsot-a\olt!o{ pauodurl asoqlroôoSpaup ppq spoot parnpElnueul,(llelollpql lusauJ(sal4unotuelsvual pupSn aqllq paurroJuollesrugtrossaursnqale^Dde) NVSsvjo srequou SuoutesluaulaolSpapstllPlol t .salllpeJ 08u rv\au pueFrnDeJnueulelol 9lo uolllslnbteoql qSnotqlde3 glql asolt ol /(5ale4se padop ep alolataql urealeql (pua qSrqaql uolla lsnl)xapasnloJpeqiupduol aql) .spltPl! ssautsnq-ol-ssaulsnq s,Iupdurolaqllo auoJosluau8aspua-,vrolpue alpp!ulaql u!solltunUoddoparalofulunot taqlouv € .lueudolaâp12npotd -nau pueOBUu! Ueurlsa u! q8nolqlslql uo 8u!s!lgldet loJ uqd e paleat) lueelaql.saull pnpotd raurnsuor3ullps-dolslueduor .r.llJosatnleajtultads lol pueuap 8llorls se/vr araql 'tuluno]auo ul z 'saltalErF aqlJo Uoddnsrlaql elerFuouap ol puesalllunuoddoaqlJo tutpuelslapuntouaq e la8 ol llalord aqlSuunpBlsVol sdlll snolEAapeulstol]atlpJo pleoqs.luedulotaqllo sloquraw t :8ull,rollo,aql popnllu!qlrotS.toJsafale4s IIeqoF fiol8 ot ile]ol3u[u!ql @Pea.son Education Li.itedzooeE@fitfl Resource bankI E:iiiil uurnt ousrnessonrne Presentations for summarising anddealing Matchthetwo parts(r-ro, a-Doftheseexpressions withquestions at presentatlons. 1 Let'stakeanotherlookat some 2 AsI'vesaidbefore,usability ofwhat a summary 3 You'llfind 4 Mymainpointreallyis,what whatyouthoughtabout 5 | wasiustwondering butI 6 Well,thatt notexactlymydepartment, Areyousaying 7 I'mnotsurelentirelyunderstand. you cybercrime. 8 I'dliketo knowwhy didn'tmention I'd say it's as vitat as other security issues,but 9 Ofcourse, 10 I'moftenaskedthat,but I reallybelieve a) b) c) d) e) f) g) h) D i) @ it wasn'tthefocusof mytalk. thefull potentialof onlinepurchasing. wehaven'tyetreatised Don'tyouthinkit3 important? is usually in conflict withthedesigners? thesalesdepartment is aboutcontent,design,navigation andeffectiveness. webdesigninthehandbook. makes successfut thatquestion. thinkClivewitlbehappyto discuss in respect to onlinesales. copywriting websitedesign. ofthe keyfactorsin successful to do? doyouwantyouronlinecustomers Workin pairs. Technophile or technophobe? StudentA Askyourpartner to findoutif he/she thesequestions is a technophile or a technophobe. 1 DoyoupreferPCsor Macs? 2 Whatdoyoulikemost/teast aboutWindows? you engines? Do or use other search 'Google', 3 your gadget What's favourite technological at the 4 moment? success? beenyourbiggest technological 5 What's ofyourown. 6 Addo question Giveyourpartner1-2pointsfor eachquestion, depending ontheiranswers: competence; o = technophobe; 1 = average technicaI = 2 technoDhile Tellthemtheirscore(outof rz) andwhyyouthinkthey or a technophobe. area technophile StudentB questions Askyourpartner to findoutif he/she these is a technophobe ora technophile. 1 Doyouhavea laptop?Howoftendo youtakeit withyou? 2 lf moneywerenoobiect,whattechnological wouldyoubuy? equipment 3 Whatdoyoutikebestaboutcellphones? youmostaboutnewtechnologies? 4 Whatannoys technological disaster? beenyourbiggest 5 What's 6 Adda question ofyourown. Giveyourpartner 1-2pointsforeachquestion, depending ontheiranswers: 1 = average technical competence; o = technophobe; 2 = technoDhile Tetlthemtheirscore(outof 12)andwhyyouthink theyarea technophile ora technophobe. @ bank I Resource ffi Ntswuu5're5s Telephone strategies @ (r-6) with possibleresponses (a-f). ""pressions Schulz. I'mcalling Goodmorning. ThisisAngela fromPZlberia. yougivemethatinvoice number Could again? you Can tetlmewhendelivery willbe? I'msorrybutwe'dexpectpayment sooner. Wouldthatbeacceptabte? Wecandispatch thatwithin48 hours. Areyousaying thattheordercan'tbefulfilled ontime? m"t.h th" r 2 3 4 5 6 looking attheendofthemonth. a) We're b) Yes,thatwoutdbefine. c) Well,therewillbea delaydueto thetransport strike. d) Yes,it'sP2915lZS, dated15November. out.Howabouiwithin15days? e) I'msurewecanworksomething HowcanI helpyou? speaking. 0 Hello.BarryJordan fromExercise Workin pairs.Useexpressions A andthe Usefullanguage boxon page1o2ofthe Course Book.StudentA phonesStudentB aboutsomeoutstanding payments. A: YouareAngela Schulz fromtheAccounts Department ofthepackaging Student PZlberia. company, B: YouareBarryJordan fromoneof PZlberia's mainclients, Hobart Foods. Student StudentA AngelaSchulz,PZlberia . Explain thatyouarecalling abouttwooutstanding invoices: PZgtsl7S, dated15November, and yourclient PZ9$168,dated2 December. Remind is nowoverdue thatpayment on both. o Remind yourctientpolitely butfirmlyofthecredit termstheyagreedto (within6odays)andthatyou woutdlikebothinvoices settledimmediatety. . Sympathise withtheclientandapologise forthe delaydueto a transport strike.Explain thatasthe probtem payment is due. hasnowbeenresolved, o Askforanexacidatewhenthepayments willbe made. Youwoutdlikebothinvoices withinseven days;youwitlbemoreflexibleaboutthesecond invoice if necessary butdon'ttellthecustomer this. StudentB Barry,ordan, HobartFoods . Check andconfirm theinvoice number anddates. o Acknowtedge thepayments areoverdue and practice explain forcompanies thatit is standard to payupto 90daysaftertheinvoice date. . Explain payment thatyouhavebeenwithholding because thedeliveries werenotmadeonthe agreeddate. . Agree to paytheinvoices assoonaspossible. Youd tiketo paythefirstinvoicewithinr5 days andthesecond onewithin30days,butdon'ttelt thesupplier this. o Pearson Education Limited zoo6ll@[ Resource bankI lllffi|lf Projectmanagement Functions andculture Thereis onewordmissingfromeachoftheseexpressions forteleconferences. Find the missingwordin each.Whichexpressions area) makingpresentations, b)ways of makinga contribution or c) checking actionpoints? r Goodmorning, everyone. Whodowehaveustoday? 2 OK.ltb nineo'clock.Let'sstartbya rollcall. DaveScott,hasalsojoinedtoday. 3 Ourprogrammer, 4 Hetto.ls EmilePiagetfromthe Parisoffice. to Hannah. 5 I'dlikedirecta question 6 Mayladdto Enrique hasiustsaid? behereshortly. 7 HelenStevens 8 Couldweovertheactionpointsagain? Romero is responsible forthat? 9 ls correctto saythatTeresa ro MayI makea comment theresults of product testing? 11 MayI askNikolaya questionthisstage? 12 CanI iustcheckwho'sin chargewhat? Readtheinformation aboutSingaporean andBritishbusiness cultures. Whattype of misunderstandings couldarisebetween thesenationalities if theywereworking ona proiecttogether? Singaporean business culture Singaporeans neverdisagree withsomeone whois seniorto themin rank,as thiscauses bothparties to losefaceandcandestroy relationship. a business Theyhaveanindirect non-confrontational styleof communication. Singaporeans willnotovertly say'no';likewise their'yes'does notalways signiry agreement. Singaporeans always hesitate beforereplying to a question. Thishesitation can takeupto 15seconds, soit is important notbetooquickto speakoryouwitl missthereply.ln business meetings, it is common to engage in smalltalk to getting estabtish a relationship before downto business. Britishbusiness culture Punctuality andcourtesy areimportant elements of Britishbusiness culture. In periodofsmalltalk meetings, anextended is notnecessary. Themeeting can proceed quickly fromintroductions to thebusiness at hand.Firstnames areused almostimmediately withallcolleagues. Exceptions areveryseniormanagers. youshouldalways However, waitto beinvited to usefirstnames before doingso yourself. Remember theBritish haveanindirect styleof communication, andtherefore instructions areoftendisguised aspoliterequests. Animportant element of British istherenowned culture British sense of humour. Theimportance of humour in allsituations, including business contexts, cannot beoverestimated. Humour is oftenintheformof self-depreciation orirony. @E o Pearson Education Limited zoo6 bank I Resou;ce E:iiiil Fro;ecrmanagemenr Functions andculture @ Workin pairs,AnlT manager makestheteleconference call. Student A: YouaretheBritishlTmanager. B: YouaretheSingaporean headofprogramming. Student '| Student A StudentB lT ProiectManager, Manchester, UK YouareMichael Harwood, thelTProject Manager for a [argebank.Youarebasedin Manchester, England. Inthelasttenyears, thecompany hasoutsourced mostof its routineadministrative workto call centresin India.Morerecently, morecomplex operations, suchaslTproiects, havealsobeen outsourced to IndiaandSingapore. Youarenowin charge of various teamsof programmers whomyou haverarelymetface-to-face. Oneteamin Singapore is currently working ontheimplementation ofa new database system. Readtheagendaforthe meetingandyournotes. Maketheteleconcallto GarryYew,theHeadof Programming, Computer basedin Singapore. Remember to startthecallbyengaging in some friendty smalltatkasa markof respect to your Singaporean colleague. Headof Programming, Singapore YouareGarry Yew,theHeadof Computer Programming, Youareworking basedin Singapore. for a largeUKbankwhichhasoutsourced mostof its lTproiectsto IndiaandSingapore, atthough the lTProiectManager, whom MichaelHarwood, you'veonlymettwice,is basedat thebank3 headquarters in Manchester, England. Yourteam of rz staffis currently working ona newdatabase system forthebank. Read theagenda forthemeeting andyournotes. MichaeI Hanwood callsvou. Agenda Objective: Get a strtus report on the new datrbase Systemtesting Hapvt*o qron lirkzd, uVint*z h,rb noafiezn r6ottcd,? Revisedschedule Wonul,tle ystutauTanl, ruxxiag by t uarclo ft2xtftt Cost ovemrn I'w 6ti]4ah/, urru aboutS%ou.rbudteratllqi tt4!o. Staffingproblems Haw tfuy reuuiatr,erury tvoxpcriu.ceT, P{0!rqtfttl2ft? Face-to-face meeting Id,Akeb to outr b rhtapro i*tlo Ja.u44r/. htt a'uk of Agenda Systemtesting .t,tat etrorrtu/<eAq2 w t*e arb Aatenaa>bee* re.obn4bataoto/i wutl benztutuil uore tedr lfut nznt/a Revisedschedule rtt4"y"ttdt, Lbt a befuh7d aza:l ktz l.t4/c'/x Cost overrun Atzat 7-&% tu?/ tul4etat&* tazebea.ua#z ba*rcatdt*zyri)Ecaabu*/bn*olooZ ftarye/a*?ar2!.8ata, /ateltate, Staffng problems Itze'redi/ltzaprEra*azrt rht6 bat otiztt aza an*lg cxdo hacr 441 k4?:4tb resul?.z/?, / atZo/noalx Face-to-face toatlu/anradb tr ?rEi*1tazgtt't uik &tr*tztt rfuitt ltun luefr &z ktt 4.,?4* t/ Ht &p &l42.teNe4,ye4z Jatul*y bez<tae Createyour own class tests quickly and easilywith the TEST MASTER CD-ROM. lsBN 1-4058,4347-0 8

dokumen.tips market-leader-advanced-teacher-book

Related documents

Products

Support

dokumen.tips market-leader-advanced-teacher-book

Related documents

Add this document to collection(s)

Add this document to saved

Suggest us how to improve StudyLib