Английский для менеджеров

Thirdly, make an impression outside your company. The research departments of search firms take note of executives mentioned in the Press and trade journals. You can't be sure exactly which particular self-publicising effort led to an

approach (headhunters rarely reveal how they found you, and it is naive to ask) but developing a profile stands you in good stead.

Whenever Kenner Parker was launching another toy or game, John Harper's name repeatedly cropping up in Marketing, Marketing Week and the Financial Times played a useful part in his progress.

Fourthly, when you want to move and don't stay in the same job, with the same company, for more than five to seven years - make it known. According to Harper it's rare, and only when you're hitting the big time, that a headhunter will call out of the blue.

Most headhuntees have put out the word that they are looking, and have taken the initiative by sending their CV to selected research consultants. When moving from Kenner Parker to Avis, Harper passed his CV to fifty searchers, identified through friends, contacts and other headhunters.

The likelihood that one of the search firms will be looking for someone just like you is remote, so it's wise to cast your net widely. Harper was headhunted into Avis by Bruce Rowe of Rowe International in Paris - not only one of his targeted search consultants, but a fellow ex-Procter & Gamble man, which underlines the value of his first piece of advice.

Finally, keep in with headhunters. This includes a willingness to act as a source. Harper admits he would not recommend anyone he was currently working with - it would conflict with his allegiance to his employer. But he will mention outstanding people he has worked with in the past.

© The Daily Telegraph

2. Read paragraphs 3-7 and complete the following record card.

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3. Read the rest of the text, and summarise John Harper's advice to would-be headhuntees in the following chart You will need to infer the reason for his fifth piece of advice. The first one has been summarised for you.

		advice	reason
	1	Start with a large international	Excellent training and an immediate
		company	circle of contacts
	2
	3
	4
	5

VOCABULARY

What do the underlined words in the following sentences from Text 1 mean? Choose

appropriate substitutes from the list.
marked	flattering	excellent
highlights	let it be known	represent
behind	visible	persuaded
appearing	very successful	changed jobs

1.'... how do you attract those ego trip phone calls which spell a new career opportunity?'

2.'... the American toy and games manufacturer responsible for Trivial Pursuit, Monopoly and Care Bears . . .'

3.'Then he was lured away into Avis . . .'

4.'... each time he moved his salary and benefits showed substantial improvement.'

5.'... developing a profile stands you in good stead.

6.'John Harper's name repeatedly cropping up in Marketing, Marketing Week and the

Financial Times. . .'

7.'... [it's] only when you're hitting the big time, that a headhunter will call out of the blue.'

8.'Most headhuntees have put out the word that they are looking . . .'

9.'... which underlines the value of his first piece of advice.'

10.'... he will mention outstanding people he has worked with in the past.

TEXT 2

1 Read the advertisement and complete the following summary.

This advertisement was placed by ………….., a ……………… company with offices in

…………….. and …………………. . As a result of …………………., the company is looking for two …………….. should …………… or send a ……………………………to

…………….. quoting …………………………….. .

2Which of the following must candidates be able to offer?

a)two European languages (including mother tongue)

b)the ability to grow professionally

c)evidence of excellent interpersonal skills

d)managerial skills

e)energy and creativity

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f)a postgraduate qualification

g)work experience in a similar field

LISTENING 1

1In this interview, you will hear Francis Wilkin, an Executive Search Consultant at Russell Reynolds Associates, talking about his job. Listen and take notes under the following headings.

the role and status of the headhunter

areas of corporate and personal specialisation

the distinction between executive search companies and recruitment agencies

the type of people headhunters target

methods used to identify candidates

the 'craft' and 'art' of headhunting

2Listen again and answer the following questions.

Francis Wilkin mentions the following figures. What do they relate to?

50%

£60,000

15,000

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LISTENING 2

1Listen to the second part of the interview with Executive Search Consultant, Francis Wilkin, and check whether the following statements accurately reflect what he says.

1.Headhunting fees are not based on an accepted 'industry standard'.

2.There are two opposing forces at work in a person considering a job change.

3.People who are dissatisfied with their current salary are perfect targets for headhunters.

4.Closing a deal is the hardest part of the search process.

5.Clients have no redress if a selected candidate should leave soon after joining the company.

6.Headhunters sometimes fail to finalise a deal for apparently rather trivial reasons.

2Listen again, taking notes on the key points. Then summarise what Francis Wilkin says on the following subjects:

 headhunters' fees/salaries

 the search and selection process  an 'embarrassing moment'

DISCUSSION QUESTIONS

1.Why are there so few women in senior managerial positions?

2.Should this situation change? If so, do you think it will change? How? When?

3.What advantages or disadvantages would a larger proportion of women in management positions bring to business in general?

4.Do you support affirmative action or positive discrimination programmes which attempt to employ women or members of minority groups in preference to equally qualified white male candidates?

CASE STUDY

Nick Burford, an Executive Search Consultant, received the following brief from a US company, Hi-Style Inc.

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RECRUITMENT BRIEF – HI-STYLE INC.

Company Background

Head office:	New York, USA
European HQ:	Zurich, Switzerland
Turnover:	£350 million
Products:	Clothing; perfume; beauty/health products
Main markets	USA, Switzerland
Job Specification
Position:	Marketing Director, Europe
Location:	based at European headquarters
Duties:	Oversee all aspects of the company‘s marketing in Europe
	Implement new strategies for expansion in Europe
Salary	Minimum £120,000 (negotiable) and substantial benefits
	package, including revocation expenses

Person Specification

	Essential	Desirable
Qualifications:	degree; marketing	MBA
	diploma or specialisation
Skills:	good communication skills;	IT expertise
	fluency in two European
	languages (one must be
	German);
	excellent negotiating skills
Background:	marketing upmarket fashion	experience of developing ne
	and health/beauty products in	distribution outlets
	Europe
Qualities:	hard-headed, innovative; able	even-tempered, outgoing,
	to work in a team; leadership	creative
	qualities

Having indentified and interviewed a number of possible candidates for the post, Nick Burford‘s recommendation to Hi-Style management was Peter Kahn, currently European Marketing Director at Cosmetics International. Hi-Style decided to offer Peter Kahn the job and asked Nick Burford to set up a meeting with him to discuss the terms and conditions of employment.

DISCUSSION

Nick Burford made the following notes when he met Peter Kahn. Read them and discuss the questions that follow.

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1.How might this information affect Peter Kahn's decision on HiStyle's job offer?

2.How might it affect his negotiation position (objectives, limits, strategy) when it comes to discussing terms and conditions?

INDIVIDUAL AND GROUP ACTIVITIES

Job applications

One day, you will apply for your first job as a business graduate. Unfortunately, many of your classmates, as well as lots of people you don't know, will probably also apply for the same job. Your experience and qualifications will probably be quite similar to those of most of the other candidates. You will submit a copy of your curriculum vitae (GB) or resume (US). But how do you get on to the preliminary short-list? What kind of things do you think impress companies hiring business graduates?

Which of the following extracts from different CVs (resumes) or application letters do you think would help the candidate to get an interview, and why?

1

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2

My mother is French, and because my father works for a multinational company, I grew up in-four different countries. I did all my schooling in French, but I also speak (and write) fluent Spanish and Portuguese. I can also understand (North African) Arabic, but speak it less well.

3

4

5

6

7

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VOCABULARY

Study the following words and phrases
allegiance	contribute	hire	rival
approach	decline	impetus	root
ascertain	ensure	inherit	shortage
assessment	establishment	launch	soar
attempt	esteem	let alone	spell
be bound to	extend	lure away	survey
boast	face	merger	sustain
bulk	fit in	murky	turnover
coincide	flatter	plum job	ultimate
compel	freelance	resemble	whizz-kid
	headhunter

UNIT 6

TEAMWORK

Teamwork is the ability to work together toward a common vision.

The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.

Andrew Carnegie

Explain:

	what you understand by the word "team";
	whether you think its role important/ unimportant in an organization, why;
	what qualities a team should possess';
	what you think of informal groups in a team;
	whether there should be a leader in the team;
	what qualities should be required of such a team leader;
	if you think you might play the leading role in a team.
TEXT 1	Read the article and answer these questions.

1.What is the difference between the past and the present in terms of the key to success in a career?

2.What does the writer say about competition in the first paragraph?

3.In the second paragraph what does the writer say you need to be a good team player?

4.What three points does the writer make about effective teams in the third paragraph?

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5.According to the writer which of the following attitudes should team members have?

a)We know exactly what we are trying to achieve.

b)I will lead when necessary.

c)People value my work.

d)I speak when invited by the team leader.

e)I am encouraged to be very critical of colleagues' opinions.

6.Why does the writer think that cultural differences do not have a big influence on teams?

7.What is the difference between Thai and Western team members?

Discuss the following statements.

1.A team always needs a leader.

2.A team should change its leader regularly.

3.Tension between team members makes a team more effective.

4.Teams need people with similar personalities in order to succeed.

None of us is as smart as all of us

By Howard Cant

A good, team player has the key to success. Being the smartest, being the brightest, being the hardest; all of these attributes that worked so well in business in years gone by, now will not push you up the ladder quickly. How good a team player you are and how well you share your knowledge with your colleagues is the all-important factor in growing your career today. If you can build a company culture that does not worry about who gets the credit for something, think about what you could achieve! To survive in the big bad tough working environment of today you don't need to have your own people competing with each other. It is the commercial 'enemy' against whom all their energy should be focussed.

It's not always easy to be a good team member and compromise your own views for the good of the whole, but it works for the betterment of the company. You have to believe in the workings and power of the team and recognise where your own strengths and contribution fit in. You have to be honest, both with yourself and with your team members. You will have conflict within the team and as long as this is controlled then it can be a very healthy element for both the team and the development of the business. Research into high-performing teams shows that each member cares for the development of his team mates. This appreciation of each other's learning and development is key to the success of a team and the commitment of each member to the other.

Over 70% of a manager's time is spent in some form of group activity, often in meetings with others; relatively little time is spent in the supervising of single individuals or on one-to-one discussions, thus the need for team building. Indeed, the success of individual managers depends on how well that manager's team or teams improve in quality and productivity on a continuous basis. In reality, group productivity is more important than individual task accomplishment. The most effective teams are able to solve complex problems more easily than one person can, for many capable minds are brought to bear on an issue. However, all teams must be managed well by a capable facilitator who understands that every team is unique, dynamic and ever-changing. Moreover, teams have behaviour patterns, just as individuals do and, just as children develop into adults, teams have developmental stages, being more productive and efficient at one stage than another.

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It is also extremely desirable for team members to have the following attitudes; 'I know what I have to do and the team's goals are clear', 'I am willing to share some responsibility for leadership', 'I am an active participant', 'I feel appreciated and supported by others', 'Other team members listen when I speak and I respect the opinions of others', 'Communication is open, new ideas are encouraged and we are having fun working together'.

Teams soon develop a clear problem-solving approach that can be applied time and again as long as their leader initially creates a common purpose and vision, pointing the team in the right direction.

Cross-cultural issues can assail and impact the working of teams, but it is well to remember that, despite culture, most team members have similar objectives in life. Objectives that relate to happiness and health, to success and recognition, to love and being well-accepted by others. The clever team leader recognises and plays upon these similarities while moulding the cultural differences to benefit the team. For example, Thai team members place a greater focus on personal relationships in everything they do while Western team members are looking more for personal achievement.

From Benjarong Magazine, Thailand

THE ART OF MANAGEMENT AND TEAM-BUILDING

Write a brief profile of yourself outlining your personal qualities and highlighting any strengths and weaknesses you feel you have. Then write a brief profile of your partner, outlining his or her strengths and weaknesses as you see them. Use the list of personal qualities to help you. When you have finished, work with your partner and compare the profiles you have written. Discuss any differences between them and try to agree an 'accurate' profile of each other.

		Strengths		Weaknesses
Confident, enterprising, humorous;			Arrogant, opportunistic, frivolous,
		ambitious, helpful, forceful,	ruthless, controlling, bullying,
competitive, open to change, thorough,			combative, wishy-washy, obsessive,
tolerant, caring, prudent, focused,			uncaring, nosy, indecisive, tunnel-
		supportive, generous	visioned, interfering, irresponsible
		Complete the following self-analysis questionnaire.
				True		False
	1.	1 reckon 1 can do things as well as most.
	2.	It's not easy being me.
	3.	When I have to make a presentation, I'm terrified
	of making a fool of myself.
	4.	It's not often that 1 think of myself as a failure.
	5.	There arc lots of things about myself I'd change if
	1 could.
	6.	1 am rarely bothered by other people's criticism.
	7.	Other people tend to be more well-liked than I
	am.
	8.	If I have something to say, 1 usually go ahead and
	say it.

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