Unit 1. GLOBALIZATION.

"Globalization, as defined by rich people like us, is a very nice thing... you are talking about the Internet, you are talking about cell phones, you are talking about computers. This doesn't affect two-thirds of the people of the world."

Jimmy Carter

"It has been said that arguing against globalization is like arguing against the laws of gravity."

Kofi Annan

"Globalization is not something we can hold off or turn off . . . it is the economic equivalent of a force of nature - like wind or water."

Bill Clinton

Exercise 1.

A definition of globalization:

‘A condition marked by decreasing geographical constraints affecting trade, communication, security, aid, investment, industrial and commercial ownership, wealth generation and environmental awareness.’

Which words from the definition above do you associate with each of the factors below?

1. multinational corporations trade, industrial and commercial ownership, investment, wealth generation

2. Internet

_____________________________________________________________

3. air transportation

_____________________________________________________________

4. defence and military alliances

_____________________________________________________________

5. loans to developing countries

____________________________________________________________

6. global warming

_____________________________________________________________

7. transnational companies

_____________________________________________________________

8. WTO

_____________________________________________________________

9. NATO

_____________________________________________________________

10. NAFTA

_____________________________________________________________

11. UN

_____________________________________________________________

12. tourism

_____________________________________________________________

13. information technology

_____________________________________________________________

14. share ownership

_____________________________________________________________

15. global capitalism

_____________________________________________________________

16.franchise operations

_____________________________________________________________

17. AIDS

_____________________________________________________________

18. population growth

_____________________________________________________________

19. Microsoft

_____________________________________________________________

20.US Supreme Court

_____________________________________________________________

Exercise 2.

Cultural issues

A Below are sixteen different cultural values. Match 1-8 to the contrasting phrase in a-h.

1. individualist culture a egalitarian culture

2. consensus-minded culture b high-context culture

3. deferential culture c specialist and technocratic

management

4. high job-mobility d soft, customer-focused

5. low-context culture e low job-mobility

6. loyalty to the company f group-oriented culture

7. broad-based managerial skills g loyalty to oneself

8. hard, corporate values h competitive culture

B Complete the sentences below with a phrase from part A.

1. A culture where people work collaboratively and co-operatively and do not try to stand out from the group, and where community interests are much more important than personal ambition is a group-oriented culture.

2. A culture where managers pay a great deal of respect to their seniors or their elders, and where subordinates show respect and humility towards managers, is a _____________________________________.

3. A culture where typically people stay in the same job for many years, probably living near their family home, has _________________________.

4. In a culture where managers typically have a wide range of abilities and are not necessarily specialists, it is important to have _____________________.

5. A corporate culture where there is the view that the company exists to serve customs, and that the customer is king, can be described as _____________.

6. A culture where little attention is paid to relationship-building, where business is the priority, is a _____________.

7. Where employees represent and defend their company, and respect and identify with its values, there is strong ______________________.

8. A culture where everyone is trying to increase a range of personal benefits, including their own status and identity within the group, is a ____________.

Exercise 3.

Listening.

A. What are the advantages and disadvantages of globalization? Express your opinion.

Now listen to the interview with Stephen Haseler and compare it to your answers.

B. Complete the text below with these phrases from the interview.

give-and-take gather pace rule the rооst

In some countries, international companies............................. and strongly influence governments’ actions. Stephen Haseler thinks there should be.......................... between companies and governments. In the future, the process of globalization will........................ and the power of companies could increase.

Exercise 4.

Read the text about global careers and do exercises after it.

Global Careers

Ideally, it seems а global manager should have the stamina of an Olympic runner, the mental agility of an Einstein, the conversational skill of a professor of languages, the detachment of a judge, the tact of a diplomat, and the perseverance of an Egyptian pyramid builder. And that’s not all. If they are going to measure up to the demands of living and working in а foreign country, they should also have a feeling for the culture: their moral judgement should not be too rigid; they should be able to merge with the local environment; and they should show no signs of prejudice. Thomas Aitken

According to Colby Chandler, the former Chief Executive of Eastman Kodak Company, ‘these days there is not a discussion or a decision that does not have an international dimension. We would have to be blind not to see how critically important international experience is.’

International companies compete with each other for global executives to manage their operations around the world. Yet what it takes to reach the top of а company differs from one country to the next. For example, whereas Swiss and German companies respect technical creativity and competence, French and British companies often view managers with such qualities as ‘mere technicians. Likewise, American companies value entrepreneurs highly, while their British and French counterparts often view entrepreneurial behaviour as highly disruptive. Similarly, whereas only just half of Dutch managers see skills in interpersonal relations and communication as critical to career success, almost 90 per cent of their British colleagues do so.

Global management expert: Аndrё Laurent, describes German, British and French managers’ attitudes to management careers as follows:

German managers, more than others, believe that creativity is essential for career success. In their mind, successful managers must have the right individual characteristics. German managers have a rational outlook; they view the organisation as a coordinated network of individuals who make appropriate decisions based on their professional competence and knowledge. British managers hold a more interpersonal and subjective view of the organisational world.

According to them, the ability to create the right image and to get noticed for what they do is essential for career success. British managers view organisations primarily as a network of relationships between individuals who get things done by influencing each other through communicating and negotiating.

French managers look at organisations as an authority network where the power to organise and control others comes from their position in the hierarchy. French managers focus on the organisation as a pyramid of differentiated levels of power. They perceive the ability to manage power relationships effectively and to ‘work the system’ as critical to their career success.

As companies integrate their operations globally, these different national approaches can send conflicting messages to success-oriented managers. Subsidiaries in different countries operate differently and reward different behaviours based on their unique cultural perspectives. The challenge for today’s global companies to recognise local differences, while at the same time creating globally integrated career paths for their future senior executives.

There is no doubt the new global environment demands more globally competent managers. Global experience, rather than side-tracking a manager’s career, is rapidly becoming the only route to the top. But in spite of the increasing demand for global managers, there is a potentially diminishing interest in global assignments, espesially among young managers. A big question for the future is whether global organisations will remain able to attract sufficiant numbers of young managers willing to work intermationally.

From International Dimensions of Organisational Behaviour. Thomson Learning I997

A. Choose the best explanation of the sentence ‘there is not а discussion or а decision that does not have an international dimension’ ?

а) international issues are not often discussed when companies take decisions

b) international issues must always be considered when taking a business decision

B. Choose the best explanation of the phrase ‘mere technicians’ as it is used in the text?

а) people who have some technical skills but no management skills

b) people who are excellent engineers

C. Match these terms with their definitions.

1 stamina а) ability to think quickly and intelligently

2 mental agility b) physical or mental strength to continue doing something

3 detachment с) ability to be polite and careful in what you say or do

4 tact d) determination to keep trying to do something difficult

5 perseverance е) not becoming involved in things emotionally

D. Find а word or phrase in the text that has а similar meaning.

1. behaviour which prevents things from working normally

d.................... b....................

2. managers who are ambitious

s.................... -o.................... m....................

3. clear directions that people can follow to move up in a company

c.................... p...................

4. push а manager’s career into a dead end

s.................... -t....................

5. when interest is becoming less and less

d.................... i....................

E. Match the verbs and prepositions as they occur together in the text.

I based а) up to

2 compete b) on

З have a feeling с) from

4 differ d) with

5 measure е) for

Exercise 5.

Role play

You are the Board of Directors of SAF Bank. Study the Report on the proposed merger with Unibank prepared by Yvonne Elliott, Finance Director. Hold a meeting to discuss the strengths and weaknesses of a possible cooperation. Try to agree on disputable points. Come to a final decision. Make a list of recommendations to your subordinates.

MEMO

То: Stephen Wade, Chairman

cc: Peter Evans, Managing Director

From: Yvonne Elliott, Finance Director

Date: 15 March

Report on the proposed merger with Unibank

As requested in your memo of 12 February, here is my report summarising the advantages and disadvantages of a possible merger with Unibank, together with my recommendations. You asked for the report to be submitted by 15 March.

I have collected information from various sources including Unibank’s publicity material, annual reports, financial publications and material on the Internet. I also obtained a confidential study of Unibank carried out by City Consultants.

1 Reasons for the merger

a) Unibank is a well-established and highly respected bank, with over forty branches.

b) It has a number of important corporate clients, a profitable investment department, a skilled workforce and modern communication systems.

с) Although at one time it was in financial difficulties, it now seems to have fully recovered.

d) Unibank is an obvious target for us for a merger. It covers the City of London, an area where we are not well represented, and the merger would allow us to cut costs. Unprofitable branches could be closed down and staffing costs reduced.

2 Reasons against the merger

a) The unions would strongly oppose staff cuts.

b) The prospects for growth are not good because of the possibility of a recession.

с) The management styles of the two banks are very different. Our bank is prepared to take risks to make profits. Unibank, however, is cautious and conservative.

d) The chairman of Unibank is a strong, charismatic person. He might not be willing to play a secondary role if the merger took place.

Exercise 6.

Read this text about doing business in Brazil.

Answer questions 1—8 below.

Doing Business in Brazil

Brazilians take pride in their Portuguese heritage, so to call locals Spanish Americans would be insulting. On the same note, Brazil’s official language is Portuguese, not Spanish. Frequently, the spelling of Portuguese words is ехасt1у the same as Spanish, but the pronunciation differs greatly. Before opening your mouth in this country, learn to speak a few words and avoid committing a cultural offence.

1. If your business destination is one of the northern cities like Rio, city of carnival and the samba, expect a somewhat casual environment. However, when scheduling meetings in southern cities, you’ll find business settings just the opposite: quite formal. Bring comfortable semi-casual clothes for business in the north, and conservative dark suits or dresses for southern cities like Sao Раоlо.

2. Time is important to southerners and lateness is considered rude and unbusinеsslike. In the north, however, your host may not always be so punctual. If you called a meeting at four, a Rio citizen, for example, may interpret gathering time as around four (like maybe four fifteen or so). Whatever you do, don’t be put off or indicate that you were concerned about the late arrival; your South American counterpart won’t understand.

3. Shaking hands and exchanging business cards begin any first business meeting in Brazil. At that time, introductions are made. Formalise your contact’s first name by preceding it with Senhor, Senhora or Senhorita (Mr, Mrs or Miss). The surname is not generally used, soon after this formality, the title is usually dropped at the request of your host. Once you’ve become friendly with senhora Astrud, you would be expected to simply call her Astrud.

4. If you are indicating approval on а business matter, never give the okay sign of а ring formed by the thumb and index finger. This is an obscene gesture in Brazil. Instead, close the fist and shoot the thumb up. During the business day you will most likely be offered cafezinho, a very strong Вrаziliаn coffee. Accept it graciously so as not to offend your host. If you don’t like coffee, sip it slowly.

Реорle from the United States should never refer to their соuntry as ‘America’. It is better to say you’re from the United states. Sоuth Americans, particularly Brazilians, find North Americans а bit egocentric when referring to back home as ‘America’. After all, Brazilians live in America too.

For questions 1-4, choose from the list A—G the best title for each numbered paragraph in the text. Do not use any letter more than once.

1. paragraph 1 __________

2. paragraph 2 __________

3. paragraph 3 __________

4. paragraph 4 __________

A Some important business customs

В Advice on speaking the language

С Advice on dress

D Where to do business in Brazil

Е Some things to avoid

F Some American habits

G Advice on punctuality

Using the information in the text, complete each sentence 5-8 with а phrase A-G from the list below. Do not use any letter more than once.

5. You should not refer to Spanish Americans because _______________.

6. You should take two different kinds of clothing to Brazil because _________________.

7. The rule about using the first names of your business contacts is that ______________.

8. The problem with using gestures is that _______________.

A. you can easily offend people if you use the wrong one

B. Sao Paolo and Rio have different customs in this respect

C. US citizens are also Americans

D. they may be offended if you refuse

E. you must wait until the Brazilians ask you to do so

F. it is customary to hand out business cards first

G. Brazil is proud of its Portuguese heritage

Appendix

К упражнению 3.

(I = Interviewer, SH= Stephen Haseler)

I Could you tell me about the advantages and disadvantages of globalization?

SH The great advantage of globalization in my view is that it increases competition. Companies and firms have to be careful and have to order their affairs so that they compete in а global market. But I think that is outweighed by а large number of disadvantages.

The first one is that it does hurt the local government’s ability to deal with issues like welfare benefits, wages and taxes mainly because the corporation is able to say to the British Government or the French Government or the American Government, ‘Look unless you lower your taxes on us, we’ll be moving off to South East Asia or Latin America’, and so on. And so it takes out of the hands of government the ability to control their own welfare systems and provide a decent infrastructure for their people.

Now this is not so bad as long as there is some negotiation between governments and companies. But more and more in recent years, companies have started to rule the roost. The corporation ... some commentator said the other day, ‘The corporation is the most important institution in our lives,’ and I think there’s a lot of truth in that. They can now dictate to governments and I want to see some kind of give—and—take between governments and corporations. Now that’s the first problem.

The other problem that I see, of course, is one of unemployment in the Western world. As companies want to improve their profitability, they’re going to be looking for the low-cost, low-wage centers. And we’re just about to see a major change in the global economy, because of the addition of China and India to the global labour market. There are great advantages in this but there’s a lot of problems as well because China and India are going to provide a skilled population. Also, they’re going to provide fairly good infrastructures for the companies that are going to go out there, so we’re going to see a flight of capital from the West which is going to be sudden and dramatic. If this is too sudden and is not managed properly we could find very severe employment problems in the Western world.

So that is, I think, the kind of issue we’ve got to deal with as this process of globalization gathers pace.

Unit 2. APPLYING FOR A JOB

No matter how successful you are, your business and its future are in the hands of the people you hire

Akio Morita (1921-1999), Japanese business executive

"It doesn't matter to me if a man is from Harvard or Sing Sing. We hire the man, not his history."

 Henry Ford

"Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?"

 Thomas J. Watson

"Hire people who are better than you are, then leave them to get on with it. Look for people who will aim for the remarkable, who will not settle for the routine."

 David Ogilvy

Exercise 1.

Complete the passage below using the appropriate words or phrases from the box.

letter of application position application form shortlist

apply for interview recruit recruitment agency

covering letter CV applicants hire

When a company needs to 1.................... or employ new people, it may decide to advertise the job or 2....................in the appointments section of a newspaper. People who are interested cаn then 3....................the job by sending in a 4......................... or 5......................... and a 6...................... containing details of their education and experience. In some cases a company may prefer to do this initial selection after asking candidates to complete a standard 7.................... . The company’s human resource department will then select the applications that it considers the most suitable and prepare a 8.................... of candidates or 9.................... , who are invited to attend an 10.................... . Another way for a company to 11.................... is by using the services of a 12.................... (US search firm) who will provide them with a list of suitable candidates.

Exercise 2.

Listening

Listen to the first part of the interview with Alan and answer these questions.

1. According to Alan, which of the following is the most important when trying to impress an interviewer:

a) qualifications b) character с) appearance

d) preparation е) enthusiasm?

2. What mistake did Alan make?

Complete the ‘advice sheet’ for candidates below.

Find out about the job At the interview

__________________ _______________ __________________ _______________

__________________ _______________ __________________ _______________

__________________ _______________ __________________

Visit the company CV

__________________ _______________ __________________ _______________

__________________ _______________ __________________ _______________

__________________ _______________ __________________ _______________

Now listen to the second part of the interview.

1.What four questions does Alan usually ask candidates?

2.What examples does he give of candidates’ likes and dislikes?

Complete these word partnerships.

1. press __________

2. marketing __________

3. press ___________

4. _________report

5. company __________

6. __________code

Exercise 3.

DIALOGUE

I'M IMPRESSED WITH YOUR RESUME

Maria Ramon is interviewing John Saunders for а position as head broker for а small financial company. Read the dialogue.

(Maria Ramon=MR; John Saunders=JS)

MR: Please have а seat, Mr. Saunders. I received your resume а few weeks ago, and I must say I’m very impressed.

JS: Thank you.

MR: We’re а small financial company, trading mostly stocks and bonds. Мay I ask why you’re interested in working for us?

JS: Your company has an impressive reputation. And I've always wanted to work for а smaller company.

MR: That's good to hear! Would you mind telling me а little bit about your present job?

JS: I’m а head broker in а large international company. I deal with clients on а daily basis, handling all aspects of their accounts personally.

MR: Why do you think you are the right candidate for this position?

JS: I have а lot of experience in the stock market. And I enjoy working with people. As а matter of fact, in my current job I’m in charge of а team of eight brokers.

MR: Well, you might just be the person we've been looking for. Do you have any questions?

JS: Yes. If I were hired, how many accounts would I be handling?

MR: You’d be working with two other head brokers. In other words, you’d be handling about а third of our clients.

JS: And whom would I report to?

MR: Directly to me.

JS: I see. What kind of benefit package do you offer?

MR: Two weeks of paid vacation in your first year of employment. I believe you’re also eligible for medical and dental insurance. But this is something you should discuss with our personnel department. Do you have any other questions?

JS: No, not at the moment.

MR: Well, I’ll have to discuss your application with my colleagues, and we’ll get back to you early next week.

JS: ОК, thanks. It was very nice to meet you.

MR: It was nice meeting you, too, and thanks for coming in today.

Practice: vocabulary.

Fill in the gaps.

application resumes trades cover letter impressive

interviews handle communication skills candidate responsibilities experience reports to benefits eligible

1. Chikako is always very busy at work; she has many ___________________.

2. Тrоу wants to hire а new assistant, so he's been reading а lot of __________________ lately.

3. Sarah speaks clearly and writes very well. She has good _____ ________.

4. The salary is great, but there are no dental __________.

5. Kevin is unhappy because he ___________ _________ a new boss who’s younger than he is.

6. If you want to work here, just fill out an ____________ and leave it with the receptionist.

7. Gary has а very ___________ job title, so people think his position is important.

8. Joseph bought а new suit because he’s going on four different ____________ next week.

9. If you send your resume to а company, always include а _________ ______________.

10. Pavel works on Wall Street and _____________ stocks.

11. I have а problem and I need your advice on how to ____________it.

12. Jessica interviewed а lot of people for the job, but she didn’t think any of them was а strong ___________ for the position.

13. After six months you’re _____________ for paid vacation.

14. Tina applied for the job, but they said she didn't have enough ___________.

Exercise 4.

Read the text about how to get the job and answer the following questions:

1. Before going to the interview what information should you get?

2. How do you understand your objectives?

3. Why is it necessary to prepare a list of relevant questions beforehand?

4. What psycological things should you remember?

Best Impression: Interview to Get the Job

by Max Messmer, Chairman and CEO,

Robert Half International, Inc.

Some things may have changed about job hunting, but how you present yourself in an interview is not one of them. Despite the rosy employment picture, you are probably not going to be hired until a company has a conversation with you and decides you’re the best person for the job.

Here are some strategies to help you do the best job of selling yourself when meeting with a prospective employer.

Preparing for the Interview

You probably wouldn’t give a presentation without advance preparation, similarly, you don’t want to go to an interview without having first done some investigative work. Do the research. Make sure you are familiar with the prospective employer’s job requirements, company history, and industry. If possible, try to find out a little more about the person conducting the interview. You’ll make a much better impression during your meeting if you have done your homework.

Clarify your objectives.

Be prepared to explain why you want the job and why you think you would be a good fit. Your goal should be to convince the interviewer you have what it takes to do the job.

Get your questions ready.

Be an active participant in the interview by developing relevant questions, some of which may be based on your research. Also know the value of listening well: pay attention to what the other person is saying. If you listen carefully to hiring managers, they will often tell you exactly what they’re looking for in an employee. Keep in mind that interviews are a two-way street. Just as the interviewer wants to know if you are right for the job, you want to know if the position is right for you. It’s your opportunity to find out as many specifics about the job, the company, the culture, and the hiring manager as you can.

Don’t forget the small things.

Be aware of your posture, making eye contact, pacing your answers (not talking too fast), and avoiding any distracting mannerisms such as foot tapping or running your hands through your hair. These things may sound trivial, but you want the interviewer to focus on what you are saying not what you are doing.

Dress smart.

Don’t underestimate the power of your professional appearance. This is the first time the interviewer will see you and, like it or not, what you wear could affect your chances of proceeding to the next round of interviews. Your goal should be to blend in. Make sure you are friendly to the receptionist.

Closing the Interview.

If you’ve made a good impression up to this point, you want to make sure you end on a positive note. If you decide you want the job, be prepared to say so in a clear, convincing manner.

Remember!

Your first meeting with the hiring manager is likely to make the most vivid impression. This is your chance to make sure you get a favourable review.

Exercise 5.

Look at the sentences below and the job advertisements.

Which job does each sentence 1—7 refer to?

For each sentence, mark one letter А, В, С or D.

You will need to use some of the letters more than once.

Example: You will need to know a foreign language for this job.

Answer: D

1.You could get this job without having а degree or diploma.

2.You must have a science degree for this job.

3.If you are interested in this job, you should send for an application form.

4.Тheу want to know how much you are earning in your present job.

5.Your letter of application should not be tyреwrittеn.

6. The company wants you to tell them how much you want to earn with them.

7. This job is a management position.

A Medical Representative to sell pharmaceutical products to doctors and pharmacists. You need to have а science degree, experience in sаlеs/магkеting, and an ability to get on with people. The job offers an excellent salary, employee benefits and opportunities for career advancement. Apply in writing, with CV and expected salary.

B Senior Training Оffiсег (Technical) to take charge of Bukit Vehicle Maintenance Training Centre. The job involves running the Centre, providing in-house staff training and updating present programmes. An engineering degree and previous experience of the automotive industry are essential. Send career details with photograph and three professional references. . .

C Lecturers for the Singapore Excellence Institute to teach Tourism, Business Management or Media studies. The posts are pаrt-timе, but could become permanent after one year. Candidates need a degree or diploma in a relevant subject and five years’ teaching experience, send CV with covering handwritten letter and details of current salary.

D Executive Officer (Payment) to supervise payment operations. You must be fluent in English, familiar with computer operations, and have a qualification in accounting or three years’ relevant experience. We offer a competitive salary, generous holiday allowance, bonus scheme and free medical insurance. For further details and an application form, phone or write to Personnel Officer, Jurong Ltd.

Exercise 6.

Case Study

Fast-Track Inc.

Background

Fast-Track Inc., based in Boston, US, sells corporate training videos and management training courses. Fast-Track is looking for a new Sales Manager for its subsidiary in Warsaw, Poland. Fast-Track advertised the vacancy only inside the company as it believes in offering career opportunities to its staff.

the subsidiary’s recent sales results were poor. Sales revenue was 30% below target.

The reasons are:

• Sales representatives are not motivated and staff turnover is high.

• The previous manager had no clear strategy for developing sales in the area.

• Only a few sales contracts were made with client companies’ senior managers.

A new appointment

There are three candidates for the position of Sales Manager, Central and Eastern Europe.

They all already work for Fast-Track either in Boston or in Poland. The successful candidate will be based in Warsaw. Here is an extract from the job description for the position.

The successful candidate will be responsible for:

-developing sales, achieving results and increasing customer numbers

-managing the sales team so that it is more motivated, dynamic and effective

He/She will be:

-a natural leader

-energetic, enthusiastic and determined

-confident and outgoing

He/She will have:

-strong sales ability

-organizational and interpersonal skills

-a good academic background and suitable experience

-numeracy skills and the ability to handle administration

-linguistic ability

The position will involve frequent travel throughout the region.

Profiles of the candidates

Read the essential information about each candidate.

Joanna Pelc

Polish, aged 30

Education Finished secondary school. Diploma in marketing.

Experience Has worked for Fast-Track as a sales representative since leaving school. Has a good knowledge of computing.

Achievements Has had the best sales results of the team during the last five years. She looks after some of the company’s most important customers.

Language Excellent Polish and Russia. English – good vocabulary but not very fluent.

Interviewer’s comments Very strong personality. Energetic and confident. Sometimes appeared aggressive during the interview. Will she be a good team player?

Robert Kaminsky

Polish, aged 52

Education University degree (Engineering)

Experience Wide experience in a variety of industries. Joined Fast-Track five years ago as Regional Manager for the south of Poland.

Achievements Has been fairly successful, increasing sales by 12% over the five-year period.

Languages Fluent Polish and English.

Interviewer’s comments Very calm and relaxed, he moves and talks slowly. A hard worker. He never leaves the office before seven in the evening. Not creative but happy to get ideas from the creative members of a team. Respected by previous staff. Current staff think he is practical and reliable.

Anna Belinski

German, aged 42

Education University degree (History)

Experience Over 15 years as a sales representative in Germany, the US and Poland. Joined Fast-Track a year ago. Has some experience designing websites for companies.

Achievements A good sales record in all her previous jobs. In her first year with Fast-Track her sales results have been satisfactory.

Languages Fluent German, English and Polish.

Interviewer’s comments Quiet but knows her own mind. Rather nervous at the interview. Might be good at team building but would probably depend too much on other people. Had some interesting ideas for developing our website. Good at computing and handling figures. Likes administration. Didn’t seem to have many ideas about the future of the company.

Task

1. Work in groups. You are members of the interviewing team. Discuss the strengths and weaknesses of each candidate. Decide who to select for the vacant position. Note down your reasons for your choice.

2. Meet as one group. Discuss your choices. Decide who should fill the vacant position.

3. Interview one of the candidates.

Appendix.

К упражнению 2.

Alan Lawson, National Sales Manager with а Japanese electronics company, is talking about interviewing.

(I = Intеrviеwer АL=АIаn Lawson)

Part I

I Alan, how can a candidate impress an interviewer?

AL Well, David, I feel it’s basically all down to good preparation. First of all find out about the job. You could ring up the Press Officer or the Маrkеting Department and get the latest press rеlеаses or perhaps an annual report. The annual report, for example, will say where the company operates and the рrоduсts it sells. Then, when you get there, you perhaps could congratulate the interviewer on a recent success the company’s had. In a nutshell, find out about the company. Show that you’ve taken an interest in the comраnу and show enthusiasm for the job because, after all, that’s what they are looking for in the candidate. They want somebody not only who’s qualified for the job but will want to do the job, and will be interested and enthusiastic about the job. Seсоndlу, you could go to the company maybe a few days before the interview, talk to the receptionist, get a company newspaper — you can always pick up literature on the products maybе you’ll be involved in. A very good tip — find out what the dress code is. You need to fit in and you need to make a good impression. Finally, your CV. Make sure it’s easy to read, it’s well written, but it’s concise - don’t ramble. I must say that I have done all of this, I’ve prepared my CV, it was really good. I left it behind —1 didn’t get the job!

Part II

I Alan, are there any key questions that you regularly use when interviewing candidates?

AL Yes, there are and it’s almost a ritual with me. Following the CV tells you about the people and their qualifications. What you also want to know is their personality. So key questions I ask — what do they like most and what do they like least about their present job? They might say that they like trаvеlling and they like meeting people. These are standard answers. I think more interesting perhaps what don’t they like about the company. They might have the same problems with yours, working weekends might be something essential for the job. Also, ask them what their weaknesses are. They’re usually, generally I would say, quite honest when they are giving their weaknesses are. And ask them what their strengths are. It gives you an in-depth, if you like, feeling about their personality rather than just the straightforward qualifications that they have on their CV. Do they fit in? That’s what you’re really looking for.

Appendix

How NOT to Make a Good First Impression

Managers were asked: “What is the most unusual thing you have ever heard of happening in а job interview?” Here are some of their responses:

-When asked how he liked working with customers in his past position, the interviewee replied, “I don’t like it when people hassle me.”

-When asked about her proficiency with software programs, the candidate pulled out а photo of herself standing next to a computer and said, “This shows my familiarity with today’s office equipment.”

-When discussing why the candidate had been fired from several jobs, he said his previous employers had conspired to place а curse on him, and he was conducting his own secret investigation.

-When asked about formal education, the candidate replied, “I don’t need any. I’m certified by the school of real life.”

In other cases, the candidates’ actions spoke louder than words:

-А candidate waiting in the lobby opened a large bag of cheese crunches and began to eat them. When the interviewer greeted him, he extended a hand covered with orange dust.

-А candidate tilted his chair back and put his feet on the top of the interviewer’s desk.

-An entry-level candidate became so animated during an interview that his clip-on tie fell off.

-The candidate walked into the hiring manager’s office with a brown bag and proceeded to eat lunch during the interview, saying she was “multitasking” during a long day of interviews.

UNIT 3. COMPANY PERFORMANCE.

How many people work in your office? About half.

Anonymous

"The way to learn to do things is to do things. The way to learn a trade is to work at it. Success teaches how to succeed. Begin with the determination to succeed, and the work is half done already."

Mark Twain

Some useful phrases.

I work for a large, multinational company.

a medium-sized firm

a small, family-owned business.

We manufacture components for our car production plants in Europe.

produce parts for the shipbuilding industry.

make boxes for packaging firms.

The company has operations in over fifty countries.

We have factories all over Europe.

We have production/warehousing facilities in more than twenty countries.

We export to Eastern Europe and the Far East.

Note: the UK, the US, the EU, the Middle East. No the with most countries or continents: France, Australia, South America.

The company was founded in 1960 … (= was started)

Exercise 1.

Complete the passage below using the appropriate words or phrases from the box.

revenue annual report profits losses

financial accounts data markets costs

Companies need to know how they are performing in order to make plans for the future and to analyse and find solutions to the problems that they may be facing. To do this successfully, businesses require information not only about their own activities but also about the 1____________they operate in. Management accounts for the company provide key 2_________ about the operational efficiency, whereas 3_____________give information about financial performance. This allows companies to know not only how much they are selling or how much 4______________they are receiving but also what their 5______________are or how much they have to pay for the different things that they need to operate their businesses. With this information companies can then calculate how much money they have made (6___________) or how much they have lost (7____________) during a specific period. Annual accounts for listed companies, whose shares are sold on the stock Exchange, have to be presented to the public in the form of an 8_____________ which gives detailed financial and other information about companies.

Exercise 2.

New ways of working

A. Here are some ideas for creating a good working environment.

Which do you consider a) crazy? b) good for motivating staff?

- singing at meetings

- dressing in strange clothes at meetings

- encouraging managers to invite staff home for dinner

- buying birthday presents for staff

- having no individual offices

- having no dress code

- unisex toilets

- supplying flowers regularly for all offices

- keeping small animals and birds at head office

- organising company holidays

B. Read the article. Which of the ideas above are used by the Finnish company, SOL?

Pioneer preaches flexibility while her firm cleans up

А Finnish innovator finds new ways to work that earn big returns in a tough sector. Alan Tillier reports

Smart in yellow uniforms, staff hurry about in Finlапd’s $60 milliоn-а year SОL cleaning company carrying laptops and the latest Nokia mobile phones, as well as heavy-duty vacuum cleaners.

This is a company in which people work when they like, and flexibility is being strongly tested. It is one that Dr Joseph Juran, the management guru based in New York, considers to be the future.

SOL’s owner, Liisa Joronen, a slim, charismatic brunette of 50, back from a 90—mile keep—fit cross—country ski run in Lapland, sаys that she has thrown out traditional management styles and hierarchies in favour of people motivation and the strict auditing of targets.

She has brought fun to the workplace in a nation noted for its engineering innovation, but also for its people’s shyness and introversion. This most extrovert of Scandinavian business leaders sometimes dresses as a sunflower and sings at sales meetings if it will help. The company’s name is from the Spanish for sun, and its sun logo has a curved line turning it into a smile.

The key words around SOL are freedom, trust, goals, responsibility, creativity, joy of working and lifelong learning, Ms Joronen says. People’s creativeness is restricted by routine and traditional office hours. As work becomes more competitive, so we need more flexible, creative and independent people.

To help staff towards independence of mind, Liisa has abolished territorial space, such as individual offices and desks, and organised a communal area similar to a social club. It has a colourful playground, with trees, caged birds and small animals, a nursery, a billiard table, sofas,

modern art and kitchen corners.

Staff sit everywhere. There is not a secretary in sight. The boss makes the tea if everyone is on the phone to the field teams. Headquarters can be empty in the day and busy in the evenings and weekends. One headquarters worker, keen to go to midweek tango classes, was switching tasks with a colleague. The person supervising the cleaning of Helsinki’s metro was working from home.

Flying the country Economy Class, Liisa tells 3,500 staff at 25 branches to kill routine before it kills you. At SOL Days, Japanese-style motivation sessions, she has the hall dancing, and urges staff: The better you think you are, the better you will become.

Half the country sees Liisa as a revolutionary boss, and several television programmes have been devoted to her. The other half thinks she is crazy.

From the Times

C. Work in two groups. Group А completes the information file оn Liisa Joronen. Group В completes the information file on her company, SOL.

When you have finished, check each other’s files.

SOL сlеаning company Liisa Joronen

Location:______________ Age:____________________

Number of staff: ________ Position:_________________

Number of branches:_____ Рhysiсаl appearance:_______

Lоgо:_________________ ________________________

Working Conditions/practices:_____ Personality: ______________

_____________________________ Leadership ideas/style______

_____________________________ ________________________

_____________________________ Public image:_____________

_____________________________ ________________________

D. Which of these adjectives describe the tурe of worker SOL likes to employ?

fun-lоving competitive ambitious rеsроnsiblе animal-loving

shy punctual independent flexible creative

E. Read these extracts from the article.

Which word is similar in meaning to the underlined word in each extract?

1. Smart in yellow uniforms, staff rush about in Finland’s $60 milliоn-а-уеаг SOL cleaning company.

a) intelligent b) colourful с) well-dressed

2. SOL’s owner, Liisa Joronen, а slim, charismatic brunette of 50 ...

a) powerful Ь) charming с) inspiring

3. This most extrovert of scandinavian business leaders sometimes dresses as a sunflower

а) lively b) quiet с) creative

4. People’s creativeness is restricted by routine and traditional office hours.

а) developed b) destroyed с) limited

5. Liisa has abolished territorial space, such as individual offices and desks.

а) increased b) stopped с) reduced

6. One headquarters worker, keen to go to midweek tango classes, was switсhing tasks with a colleague.

a) changing b) planning с) sharing

F. Discuss these questions.

1 Would you like to work in a company like SOL?

2 Which of Liisa Joronen’s ideas would you like to introduce into your own company or organisation? Which would you not like to introduce? Why?

Introduce Liisa’s company.

Описание компаний в appendix, выбрать одну и представить.

Unit 4. MANAGEMENT STYLES

"Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them." - Paul Hawken"Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them." - Paul Hawken

"You can buy a person's hands, but you can't buy his heart. His heart is where his enthusiasm, his loyalty is." - Stephen Covey

Exercise 1.

Complete the passage below using the appropriate words or phrase from the box.

subordinates hierarchy delegate national сulture authority

The amount of responsibility of any individual in a company depends on thе position that he or she occupies in its 1________________ . Managers for example, are responsible for leading the people directly under them, who are саlled 2_______________. To do this successfully, they must use their З______________which is the right to take decisions and give orders that will allow their subordinates to reach сеrtain objectives. Managers often 4_____________аuthоritу. This means that employees at lower levels the company hierarchy can participate in decision-making. Thе characteristics of management often vary ассоrding to 5________________ which can determine how managers are trained, how they lead people and hоw they аррrоach theiг jobs.

Exercise 2.

The role of managers.

The table shows four main roles of managers: planning, organizing, leading and controlling. Below the table is a list of management functions. Write each function under the correct heading.

Planning taking on new staff ……………………………………..	Organizing …………………………………... ……………………………………
Leading ……………………………………. …………………………………….	Controlling ……………………………………... ……………………………………...

Management Functions

communicating with staff comparing results with targets

deciding strategy empowering staff to take decisions

identifying change identifying needs managing resources monitoring quality standards putting systems in place

setting objectives taking on new staff motivation

team-building supervision time management

Exercise 3.

Read thе pieces of advice, in paragraphs 1-9, to leaders within different types of organisations.

Then choose the appropriate heading for each from the list below.

Management Styles

a А leader should be a good teacher and communicator. 5

b А leader must manage time and use it effectively.

с А leader must have technical competence.

d А leader must provide vision.

е А leader must be visible and approachable.

f Leaders should he introspective.

g Leaders should be dependable.

h Leaders should be open-minded.

i Leaders should have a sense of humour.

1 In large organisations, leaders should sрend more than four hours а day in their offices. The rest of the time, they should be out with their people, talking to lоwеr-level employees and getting their feedback on problem areas. They should be making short speeches and handing out awards. They should be travelling widely throughout their organisations.	2 The best leaders are those whose minds arе never closed and who are еаgеr to deal with new issuеs. Leaders should not change their minds too frequently after a major decision has been made, but if they never reconsider, they are beginning to show a degree of rigidity and inflexibility that creates problems for the organisation.	3 Executives must discipline their schedules, their post, their telephones, their travel schedules and their meetings. Staying busy and working long hours are not necessarily a measurement of leаdегshiр effесtivеnеss.
4 Leaders may run efficient organisations, but they do not really serve the long-term interests of the institution unless they plan, set goals and provide strategic perception.	5 The leader must be willing to teach skills, to share insights and experiences, and to work very closely with people to help them mature and be creative.	6 Leadегs should let people know that life is not so important that you can’t sit back occasionally and be amused by what is happening. Humour can be a great reliever of tension.
7 Reliability is something that leaders must have in order to provide stability and strength to organisations. Leaders must be willing to be flexible but consistency and coherence are important elements of large organisations.	8 Leaders must not only understand the major elements of their businesses but also must keep uр with the сhаnges.	9 Leaders should be able to look at themselves objectively and analyse where they have made mistakes and where they have disappointed people.

Exercise 4.

Reading.

Managers should tailor their style

Managers should tailor their style

TAILORING management styles to suit different people need not be as difficult as it sounds. People generally fitted into four groups, trainer Chris Croft told a Dorset Junior Chamber seminar at the Bournemouth Highcliff Marriott Hotel:

• competent and motivated — set new challenges, support them, don’t let them get bored;

• incompetent but motivated — train them, tell them what they need to do;

• competent but unmotivated — consult them, involve them in decision-making;

• incompetent and unmotivated — coach them, explain and encourage. Praise them when they succeed.

Motivated but incompetent people were likely to be new to an organisation — ‘if someone has been doing the job for years but is not competent, I would start to worry,’ said Mr Croft.

“If you have done all the nice things — coaching and encouragement — and it doesn’t work, then they ought to go, but you have to try the nice stuff first.”

If someone is competent but has become demotivated, perhaps they are bored, not appreciated, overworked and may need a break.

Perhaps someone is simply in the wrong role — or has been set the wrong project with no support. Finding a more suitable role may remotivate them.

But how much freedom should managers give staff?

Workers fell into five types:

• “free to act” — autonomous workers needing virtually no management.

• “reports afterwards” - works with minimal supervision, tells you what they have done;

• “checks before acting” - displays initiative but checks before implementing ideas;

• “asks ‘what next’?” - will ask for more work once they have completed their tasks;

• “waits until told” - will not ask for work, expects total control;

“You should try to get people as high up the ladder as possible because it is better for them and it is better for you,” said Mr Croft. If people were on the lowest rungs of the freedom ladder then perhaps “it is bad management that has made them like that,” he added.

BUSINESS RECRUITMENT, 2004

Work in two groups. Group А completes the information file on 4 groups of people and ways of managing them. Group В completes the information file on 5 five types of workers. What type of worker are you?

When you have finished, discuss the results with your partner.

Exercise 5.

Read the text about Bill Gates. For questions 1—12 think of the word which best fits each space. Use only one word in each space. There is an example (0) at the beginning.

Mr Microsoft

William Henry Gates, known as Bill Gates, is probably the richest man in America. He (0) studied engineering and (1)__________ now become the world’s most famous computer engineer. When he was 15, he (2)______________ a system for controlling traffic in Seattle.

If 1975 he (3)__________ a book on the computer language BASIC. He (4)_________ Harvard in the same year and (5)____________ writing computer programs. In 1977, he (б)_______ Microsoft with a friend and created DOS, an operating sуstеm for computers. In 1981 Microsoft (7)_____________a giant step forward when IBM adopted DOS for its personal computers.

Nowadays, there can be few people who have not (8)______________ of Bill Gates. He has (9)_______________ two books, both of which have (10)_____________ bestsellers. He has not (11)______________ the age of 40 yet, but Gates has already (12)_____________ a fortune in excess of 30 billion dollars.

Exercise 6.

Listening.

An Interview with Bill Gates

Listen to the Interview with Bill Gates and define his management style. Give reasons for your choice.

Exercise 7.

In groups discuss what is an ideal manager. Draw the picture of such a manager. Present your ideas to other groups.

Appendix.

К упражнению №5

An interview with Bill Gates

Interviewer. If you were to write your own job desсгiрtiоn at Microsoft, how would it read?

Bill Gates. I’m the СЕО, so mу rеsponsibility is not precisely dеfinеd. When the соmраny has to change, I’m the one who has to lead that change.

Interviewer. Do you go against the opinions of your colleagues? If you are completely alone, do you stick to your guns?

Bill Gates. If it’s а technical question оr а strategy problem, then yes. However, if it’s а business type decision, rarely is my сonviсtiоn enough to go it alone. Usually I’d take the timе to get people to explain their views more clearly.

Interviewer. Would you say you are a good manager?

Bill Gates. Yes, I would. I make the right decisions. People are only interested in the quality of your decisions. If you are doing а good job, you should tell them so. Equally if they are not, you should still tell them. Employees need to feel that you are sharing what they are trying to асhiеve and that you are constant in your decision making.

Interviewer. How do you feel if уоu hаve to fire someone? Is it easy? Do you have a strategy?

Bill Gates. No, it’s always very hard. I dоn’t hire total bozos, so it’s generally а question of the individual not meeting the dеmand of the job. I сertainly don’t have a method. I suppose if I hаve to describe one, I tell them verbally.

Interviewer. If you had been on the IBM board of directors, would you have put as much sоftware power in the hands of Мiсrоsоft as they gave you?

Bill Gates. You know, when we offered to sell part of the comраnу to them, I would have taken up the offer if I had been in their shoes. I would hаve really tried to develop software efficiently, not just to license it. I would have learned more about the еconomics of software too.

Interviewer. Do you think you could have matched your success in this business with equаl success in another field?

Bill Gates. No, and I certainly didn’t wake up one morning and ask myself, “What shall I dо to be successfull today?” I certainly never ехреctеd this success.

Unit 5. MEETINGS.

Some comments on business meetings:

“Two or more people getting together for a specific business purpose.”

Gower Publishing Ltd., extracted from The Gower Handbook of Management, p.1185.

“The fewer the merrier.”

Milo O.Frank 1989. Extracted from How to Run a Successful Meeting in Half the Time published by Corgi, a division of Transworld Publishers Ltd.

1. What makes а good meeting? Suggest what you think are the characteristics of а successful meeting.

2. Listen to the recording of Allan Case, an engineer, talking about the characteristics of successful business meetings. He makes five of the eight points below. Identify the correct order of these points.

There is а written agenda. ___

Clear objectives - known to everyone. ___

Respect for the time available / time planning. ___

Good chair - effective control. ___

Emotions are kept under control. ___

Good preparation. ___

Everyone gets to say what they need to say. ___

Reaching objectives. ___

Useful Language

Chairing and leading discussion

Opening the meeting

Thank you for coming ...

(It’s ten o’clock). Let's start ...

We’ve received apologies from ...

Any comments on our previous meeting?

Introducing the agenda

You've all seen the agenda ...

On the agenda, you’ll see there are three items. There is one main item to discuss ...

Stating objectives

We’re here today to hear about plans for ...

Our objective is to discuss different ideas ...

What we want to do today is to reach а decision ...

Introducing discussion

The background to the problem is ...

This issue is about ...

The point we have to understand is ...

Calling on а speaker

I'd like to ask Mary to tell us about ...

Can we hear from Mr. Passas on this?

I know that you’ve prepared а statement on your Department's views ...

Controlling the meeting

Sorry Hans, can we let Magda finish?

Er, Неnrу, we can’t talk about that.

Suттarisiпg

So, what you’re saying is ...

Can I summarise that? You mean ...

So, the main point is …

Moving the discussion on

Саn we go on to think about ...

Let's move on to the next point.

Closing the meeting

I think we’ve covered everything.

So, we’ve decided ...

I think we can close the meeting now.

That’s it. The next meeting will be ...

Establishing the purpose of а meeting

1 Below is an incomplete agenda for а meeting of an Environmental Research Unit. Listen to the recording of the start of the meeting. You will hear the opening remarks from the chair, Victor Allen. Note the objectives of the meeting by filling in the spaces in the agenda.

Environmental Research Unit Quarterly Meeting

24th Мау 200__

Room А 32, South Side Science Park

Participants: Victor Allen (Chair), Sonia Sandman, Vince Hamden, Russell James.

Time: 10.00 Finish: 12.00

Agenda

1. (a) present projects

1.1 Нydroclear

1.2 PCB reduction

2. (b)___________________

3. (c)___________________

- government

- United Nations / World Health Organization

- Industry

Practice 2

1 In groups, work out а brief agenda, with an appropriate order, for а meeting of the marketing department of Axis Finance Ltd., а medium-sized financial services company. Your agenda should include the points listed here:

any other business new products

minutes of previous meeting

marketing plans for next year

date of next meeting

review of marketing performance in the

personnel changes current year

chair's opening address apologies for absence.

2 In pairs, prepare а brief opening statement by the chair to introduce the

meeting above:

• think about what the opening statement from the chair needs to say

• use your agenda as а guide

• refer to the Useful Language section

• practise in pairs.

Role play

Work in groups of four.

Ash & Whitebeam is а manufacturing company. The Board has decided to set up а subcommittee to examine the problems contained in File cards.

Your group is that subcommittee and you are meeting to discuss these problems and to make recommendations to the Board. Read through the information on the File cards. Decide in groups who should lead discussion on each of the topics. Each group member should prepare his/her introduction. When everyone is ready, begin the meeting. If possible, also choose an overall Chair for the meeting.

Unit 6. Negotiations.

My father said: ''You must never try to make all the money that's in a deal. Let the other fellow make some money too, because if you have a reputation for always making all the money, you won't have many deals.''

J. Paul Getty

1892-1976, American Oil Tycoon, Billionaire

Negotiating means getting the best of your opponent.

Marvin Gaye

1939-1984, American Soul Singer

If you are planning on doing business with someone again, don't be too tough in the NEGOTIATIONs. If you're going to skin a cat, don't keep it as a house cat.

Marvin S. Levin

Let us never negotiate out of fear but let us never fear to negotiate.

John F. Kennedy

1917-1963, Thirty-fifth President of the USA

What do you understand by the term ‘negotiation’? In pairs, work out a short definition.

‘Negotiation - a conversation between two parties to reach agreement on future action’

Listening

Listen to a recording of three extracts, each part of a different type of negotiation. Match each extract to the correct type of negotiation.

Types of negotiation:

1. Agreement based/ win-win negotiation

2. Independent advantage negotiation

3. Win/lose negotiation

Appendix

A – A business negotiation be similar to a discussion between friends fixing a social engagement. Two parties have a shared objective: to work together in a way which is mutually beneficial. Proposals and counter proposals are discussed until agreement is reached. Both sides hope for repeat business. This is an agreement-based negotiation, sometimes referred to as a win-win negotiation.

B – Two other types of negotiation are less founded on mutual benefit, but on gaining the best deal possible for your side. In the first type, both teams negotiate to independent advantage. This means that each team thinks only about its own interests. In this type, a seller typically seeks to sell a product but is less concerned about repeat business.

C – A third type is the negotiation to resolve conflict, for example in a contractual dispute. Here, it is possible that each party regards the other as an opponent and seeks to win the argument. This is a win-lose negotiation.

Tapescript is in the appendix.

Extract 1

Lawyer: Yes, I understand what you are saying, but the facts are clear. The company was responsible for carrying out all the safety checks. Those checks were not made.

Manager: That’s what you say …

Lawyer: There is evidence that safety practices were poor. You know that. I advise you to make a settlement, MrCooper. If not, I think it could be worse for the company. You don’t want the press involved in this (fade)

Extract 2

First Man: The price includes all the land and the buildings.

Second Man: Yes. What about the payment terms? With better terms, you could accept a lower price?

First Man: No, I think terms are not the problem. The issue is price, Mr Ford. We have had several offers (fade)

Extract 3

Woman: Yes, what looks good here is the practical qualities of the building and the use of natural materials, stone, glass, wood. It’s very attractive.

Architect: I thought, you’d like it. But we’d like to discuss some other possibilities, though. There are different options – we need to get things right – absolutely right.

Woman: Yes, we need to talk about the time schedule, too (fade)

Useful Language

Making an opening statement

1. Welcoming

Welcome to …

I’m sure we will have a useful and productive meeting …

2. Stating your aims and objectives

I’d like to begin with a few words about our general expectations …

May I outline our principle aims and objectives today …

We want to clarify our positions …

We have a formal agenda …

We don’t have a formal agenda, but we hope to reach agreement on …

There are three specific areas we would like to discuss. These are …

We have to decide …

3. Stating shared aims and objectives.

Together we want to develop a good relationship …

We agree that …

It is important for both of us that we agree on …

4. Handing over.

I’d like to finish there and give you the opportunity to reply to this.

I’d like to hand over to my colleague …, who has something to say about …

Practice 1.

1. Suggest phrases for each of the following at the start of a negotiation.

a) Welcome the other side.

b) Develop small talk (trip, weather).

c) Mention plans for lunch – make your visitors feel welcome (see city centre/local restaurant).

d) Suggest you start talking about the main subject of your meeting.

e) Introduce a colleague (Like Fox, Marketing Department).

f) Explain general aim or purpose of the meeting (preliminary/ exploratory).

g) Say what your side wants from the meeting (Establish beginnings of a partnership/ learn about supply systems/ price variations and supply costs).

2. Try to bring all the phrases above together in a single opening statement.

Конец 1 пары.

Home task in the appendix.

1 Read the following extract. According to the writer, are these statements about negotiating true (Т) or false (F):

а) Decide on the most important and less important issues.

b) Try to guess what the other side thinks.

с) Note answers to the questions you ask.

d) Deal with issues in isolation, one at а time.

е) Make concessions and get а concession in return.

f) Tough bargaining can combine with а spirit of cooperation.

g) If there are problems, you have to accept or reject what is on offer.

Effective negotiating requires clear thinking and а constructive approach

It is necessary to have а clear understanding of what for you are the most important issues and at the same time what for you are less important. Try to identify aspects in the second category where the other side will be very happy to gain concessions. Give what is not so important for you, but is valuable for the other side.

То do this, you have to do the following:

- Check every item of what the other side wants. Ask how important items are and look for flexibility.

- Do not guess their opinions or motives - you could be wrong, or they won't like your speculation.

- Note the other side's answers, but don't immediately say what you think.

- Avoid being forced into considering one issue alone, consider two or three at once – aim for an agreement to а package.

If there are big differences between the two parties, you have а choice of these options: to accept, to reject, or to carry on negotiating. If you decide to carry on, then the options in the next round are:

- to make а new offer

- to seek а new offer from the other party

- to change the shape of the deal (vary the quantity or the quality, or bring in third parties)

- begin bargaining.

Your bargaining should be governed by three principles: be prepared, think about the whole package, and be constructive. In preparing, you must identify the issues, and prepare your bargaining position. You need:

- an essential conditions list - issues where you cannot concede anything

- а concessions list - issues where you can make concessions

- to grade the concessions from the easiest to the most difficult, where you need most in return.

As for the package, you must look for agreement in principle on а broad front. When the time comes for compromise, each party will concede on one issue if they win а concession on another.

The final principle is to be positive and constructive. You should be fair and cooperative, even during difficult bargaining. This approach is most likely to move the negotiation towards а settlement that both sides feel is to their advantage.

Adapted from 'Negotiating’, by Bill Scott. Gower Handbook of Management (London: Gower Publishing Ltd., 1988).

2 пара

2. Read the text “Effective negotiating requires clear thinking and а constructive approach” again. Identify the following:

a) how to respond to what the other side wants

b) three ways to change a deal

c) three actions to prepare for bargaining

Role play

This role play has three parts: to prepare for a negotiation; to prepare an opening statement; to make an opening statement.

You will work in teams. Everyone should contribute to the first two parts and agree on one or two people top actually present the opening statement prepared by the group.

Divide into teams of up to four people, Team A and Team B.

In your preparation, you will need to think about how to establish a good working relationship with the other side from the very start.

Team A should look at File card 1A. You are representatives of Coen Brothers, manufacturers of prefabricated industrial buildings.

Team B should look at File card 1B. You are representatives of Fratelli Taviani, an Italian agricultural feeds manufacturer.

File card 1 A.

Team А: Соеn Brothers. You are representatives of Соеn Brothers, manufacturers of prefabricated industrial buildings. You are planning to launch а major sales drive in Italy, а new market for your compаny.

The market. The Italian market for prefabricated industrial buildings is very competitive, and since you are based in London and the Netherlands you have transport costs to add to your manufacturing costs. However, you know that on average your prices are 10% lower than Italian competitors, though at the top of your product range, your prices are а little higher than the average, but the quality is also better.

Тhе product. Your buildings are high1y functional, and саn be adapted to а range of industrial needs. Тhеу are built according to strict Scandinavian design quality and use the best available materials.

You supply all materials.

You also take care of the actual construction, including connections for electricity, water systems, insulation and heating.

You can also supply the buildings at finished quality, in other words, fully decorated according to the customer's wishes.

Different qualities are available: basic, standard and ultra, which includes а full range of services at residential quality.

File card 1 B.

Team В: Fratelli Taviani. You are representatives of Fratelli Taviani, an Italian agricultural feeds manufacturer. You have а meeting with Соеn Brothers, а London-based Anglo-Dutch company.

Your requirements. You need to build а new office and storage buildings at your Asti plant in Piedmont, in Northern Italy. There are many suppliers of prefabricated industrial buildings.

You need two standard quality storage buildings with electricity, water and air conditioning systems. You also need an office building of the highest quality. You expect to have the buildings decorated at extra cost by а local decorator.

You want the buildings to be supplied and erected within 30 days, but you could allow 60 days.

Тhе market. You would like to use а local supplier, Daniele Edili, who supplied some of your existing buildings. Unfortunately they are on average 10% more expensive than Соеn Brothers. Соеn products are also better quality. On the other hand, Соеn is а new company and you need assurances on their quality and ability to meet deadlines.

Types of negotiator

Try to remember the three different types of negotiation. We may also speak about three types of negotiator: the fighter, the creative negotiator and the one who looks for independent advantage.

To find out which one you are, answer the following questions and check your answers with the key at the end.

Конец 2 пары.

Home task in the appendix

What type оf negotiator are you?

1 Your aim in а negotiation is ...

а) to find the greatest area of agreement in the joint interests of both parties.

b) to win and to make the other side lose.

с) to find the best deal for your side.

2 When the other side is talking you ...

а) use the information you are hearing to identify weaknesses in the other party.

b) plan what you are going to say next.

с) listen with maximum attention.

3 You think that ..

а) part of the available time must be spent socialising and getting to know the other side.

b) goodwill is important but the speed of the meeting should be quick and businesslike.

с) the meeting should get down to business as soon as possible and reach quick decisions.

4 When you speak in а negotiation you ...

а) make bold and forceful statements, possibly banging the table.

b) make carefully considered statements in а calm, controlled voice.

с) are occasionally forceful and inflexible.

5 If the other side disagree with you, you ...

а) try hard to find а creative position by modifying your position.

b) repeat your demands and will not concede - your objective is to make the other side give in.

с) reshape your offer without fundamental changes.

6 If the other side state an opinion you disagree with, you ...

а) tentatively suggest an alternative.

b) ask for clarification and explanation.

с) ridicule it with sarcasm.

To see which kind of negotiator you are, calculate your total based on the following system.

1 a)3 b)2 c)2 2 a)1 b)2 c)3 3 a)3 b)2 c)1

4 a)1 b)3 c)2 5 a)3 b)1 c)2 6 a)3 b)2 c)1

If your score 15 or more you are a creative negotiator.

11-14 you negotiate to independent advantage.

7-10 you are a fighter!

Less than 7 you should get a gun licence!

3 пара.

Useful Language

1. Bargaining

We can agree to that if ...

on condition that ...

so long as ...

That's not acceptable unless ...

without ...

2. Making concessions

If you could ... we could consider ...

So long as ... we could agree to ...

On condition that we agree on ... then we could ...

Let's think about the issue of ...

We could offer you ...

Would you be interested in ... ?

Could we tie this agreement to ... ?

3. Accepting

We agree.

That seems acceptable.

That's probably all right

4. Confirming

Can we run through what we've agreed?

I'd like to check what we've said / confirm

I think this is а good moment to repeat what we've agreed so far.

5. Summarizing

I'd like to run through the main points that we've talked about.

So, I’ll summarize the important points of our offer.

Can we summarize the proposals in а few words?

6. Looking ahead

So, the next step is ...

We need to meet again soon.

In our next meeting we need to ...

So, can we ask you to ... ?

Before the next meeting we'll ...

We need to draw up а formal contract.

Practice

? Model answers in the appendix.

1. Suggest a response to the statement.

The problem is that we have never offered the kind of warranty you are looking for.

Suggest leaving the point and returning to it later after discussing other issues, i.e. training for technical staff.

2. Reject the offer.

Let me make a suggestion. If you agree to buy 100 units every month for the next twelve months, we’ll agree a 10% discount.

You don’t know how many units you will need in six and twelve months. It might be more or less.

3. Suggest what you could say in the following situation.

After a long negotiation, you have reached agreement and now plan a meal in a local restaurant with the other party in the negotiation.

Case study

Here you have the opportunity to actually develop the negotiation which was introduced before, concerning Coen Brothers and Fratelli Taviani.

Work in groups A and B, the same as you did when preparing for the negotiation.

Look again at your preparation for that negotiation.

Try to use the language on negotiation from Useful Language box.

Look at the file cards:

Team A, Coen Brothers, turn to File card 2A.

Team B, Fratelli Taviani, turn to File card 2B.

Plan roles within your team.

When you are ready, conduct the negotiation with the other party.

Appendix.

File Card 2A.

Теаm А: Сoen Brothers

Тhе negotiation. Clearly you would like to supply all three buildings to Fratelli Taviani, but bе sure not to give away too much in terms of discount. Against this, it is very important that you enter the Italian market.

There are certain extras that you can provide at little extra cost: you can decorate the finished buildings and you can agree to an extended warranty of uр to ten years. This means total building replacement in the event of structural faults developing. Ordinary maintenance and wear and tear is not included.

Discount 2% 4 points

5% 3 points

8% 2 points

10% 1 point

>10% 0 points

Delivery and Completion of Work 30 days 0 points

60 days 1 point

90 days 3 points

To pay all delivery costs 0 points

To pay half of delivery costs 1 point

To pay no delivery costs 2 points

Payment over 12 months - 1 point

Payment over 6 months 2 points

Payment on completion 3 points

To offer complete free decoration - point

Extended 10 year warranty - point

File card 2B.

Тeam В: Fratelli Taviani

Тhе negotiation. You would like to buy all three buildings from the one supplier, but if you do this you expect а good discount and fаvоurablе delivery and payment terms.

You have received the following confidential information:

fratelli taviani s.p.a.

INTERNAL MEMO-CONFIDENTIAL

То: Purchasing Dept

From: DА

Daniele Edile prices are up 10% on last year - а common trend in the Italian prefabricated building sector. Consider buying outside Italy - quality guarantees must equal those available in Italy - i.e. 3 years' free maintenance.

Suggest looking for this in any contract agreed with Сoen Brothers.

Discount 2% 1 point

5% 2 points

8% 3 points

10% 4 points

Delivery and Completion of Work 30 days 3 points

60 days 1 point

90 days 0 points

To pay all of delivery costs 0 points

To pay half of delivery costs 1 point

To pay no delivery costs 2 points

Payment over 12 months 3 points

Payment over 6 months 2 points

Payment on completion - 1 point

1 year warranty 0 points

2 year warranty 1 point

3 year warranty 2 points

10 year warranty 3 points

Полезные советы по эффективному обучению

Предлагаем вам советы, которые помогут быстрее овладеть иностранным языком:

• Необходим положительный настрой, то есть начинать заниматься следует в позитивном состоянии.

• Фокус внимания необходимо сместить с того, что не получается, на

то, что получается лучше или хорошо.

• Обязательно хвалите себя за все успехи.

• Двигайтесь от простого к сложному. Начинайте заниматься с более простого, постепенно увеличивая сложность. Это позволит вам быстро идти к цели и всегда оставаться в позитивном настроении.

• Заканчивайте занятия тогда, когда вам еще хотелось бы продолжить.

• Для эффективного усвоения материала необходимы перерывы. Лучше заниматься несколько раз в день по 15 минут, чем один раз в день в течение нескольких часов.

• Не оттачивайте один и тот же навык до совершенства. Как только вы увидите результат в одном навыке, сразу переходите к следующему. Тогда первый навык станет эталоном сравнения для последующего.

• Модель, хотя бы упрощенную, необходимо как можно быстрее попробовать «на вкус». Например, если вы решили научиться разговаривать по-английски, то, получив некоторые навыки, начинайте говорить. Если решили научиться понимать иностранную речь, то через некоторое время тренировки прослушайте простой текст или песню.

Полезные советы по запоминанию слов

• Запоминайте слова в контексте.

Выпишите слова, которые вы хотели бы запомнить. Придумайте предложение или словосочетание для каждого слова.

• Читайте интересные тексты, книги. Как правило, многие новые слова повторяются и запоминаются непроизвольно. Посмотрите в словаре транскрипцию слова, которое вы хотели бы выучить, и обязательно его проговорите.

• Используйте новое слово в различных ситуациях: при пересказе текста, практикуясь в английской речи с коллегами, друзьями, носителями языка.

• Выпишите по одному слову на небольшие листочки бумаги и повесьте их в те места, куда часто обращается ваш взгляд. При чтении этих слов проговаривайте их, представляйте образ.

• На начальном этапе изучения английского языка обогащайте свой активный запас часто употребляемыми словами. В дальнейшем отдавайте предпочтение тем словам, которые вы активно используете в русском языке.

• Запрограммируйте свое сознание на то, что вы действительно быстро и легко запоминаете английские слова. Если вы пока не совсем уверены в этом, то играйте, будто это так и есть, - и вы быстро увидите результат!

• Обратите внимание, какую лексику употребляют носители языка, то есть общайтесь с иностранцами, смотрите фильмы, слушайте радио. Язык это очень гибкая и подвижная система, и то, что было актуальным 10 лет назад, может совсем не соответствовать сегодняшнему дню.

Полезные советы по развитию разговорной речи

• Для того чтобы научиться разговорной речи, необходимо запомнить одно из самых важных правил, о котором многие почему-то забывают, - это практиковаться говорить.

• Чем больше вы разговариваете по-английски, тем быстрее вы нарабатываете разговорные навыки. Многие считают, что если послушать аудиокассету с английской речью в машине, то разговорные навыки улучшаются. Это так, но лишь отчасти. Как ни банально это звучит, но, чтобы научиться плавать, нужно плавать; чтобы научиться ходить, нужно ходить.

• Одним из самых простых и эффективных способов является принцип «что вижу, о том пою». Если у вас начальный уровень, то можно вслух называть окружающие вас предметы либо проговаривать короткие предложения, например: I go. I eat. I drink. I water the plants. Таким образом, вы одновременно сможете осваивать структуру английского предложения: подлежащее + сказуемое в изучаемой временной форме.

• Расскажите себе или кому-нибудь о том, чем вы занимались, занимаетесь или будете заниматься сегодня, через месяц, через год.

• Полезно пересказывать фильмы, рассказы, различные истории. А можно одну и ту же сказку рассказать в трех временных формах.

• Можно практиковать разговорную речь, проговаривая про себя различные фразы по дороге на работу или учебу. Эффект чуть меньше, но тоже хороший, так как при англоязычном внутриречевом проговаривании задействуется мелкая моторика.

• Многие, наверное, знают примеры, в том числе из собственного опыта, что есть люди, которые очень хорошо говорят по-английски, но не понимают носителей языка, а есть такие, которые прекрасно понимают иностранную речь, но почти не говорят. Помните расхожее выражение: «Я как собака: все понимаю, а сказать ничего не могу»? Поэтому тренируйте каждый навык отдельно, постепенно интегрируя его с другими.