- •Государственное образовательное учреждение высшего профессионального образования
- •Английский язык
- •Английский язык
- •Starting up
- •Reading
- •Что такое менеджмент?
- •Unit 2 Company structure
- •Management structure
- •Confidential
- •The office space is not used efficiently and needs a complete reorganization. (For example, Accounts and General Office staff have to walk too far to the photocopying room, etc).
- •Working conditions: staff survey
- •Task
- •Listening
- •You will hear David Smyth, the Personnel Manager of a major European insurance company, answering questions about the way he interviews and selects candidates.
- •Language focus
- •Responses
- •Below you will find the details from the letter of application. Look at the outline of the letter on the left and indicate where the information below should go.
- •Unit 4 Planning and Strategy
- •Listening Developing a strategy
- •Language focus
- •Richard Thomas, a brilliant electronic engineer, left the company he had worked with for ten years in order to set up his own business. He felt there was a gap in the market for low-priced computer components.
- •Questions
- •Цель бизнес единицы – это плановый показатель деятельности фирмы, которого бизнес-единица стремится достичь, чтобы выполнить свою миссию. Поставленные цели должны быть согласованы и реально достижимы.
- •Под компетентностью бизнес единицы подразумевают особые способности бизнес единицы, обусловленные её кадровым составом, ресурсами и функциональными подразделениями.
- •Troubled times for Benson Group
- •This year Benson’s profits dropped by 25 % compared with the previous year. Today, Benson’s share price fell to just under $7 in anticipation of the results. Two or three years ago the share price stood at $10.
- •Describe the company’s profile according to the main points of SWOT analysis: strengths, weaknesses, opportunities and threats.
- •Innovative strategy
- •Words to remember:
- •Starting up
- •How important is creativity in business? Are creativity and innovation the same things? What are the conditions for creativity in business? Here what the psychologists think:
- •Adapted extracts from Jack Welch Speaks, by Janet Lowe
- •Language focus
- •Listening 1
- •Listen to the first part of the interview with Jeremy Keeley, an independent management consultant.
- •1. Why do people resist change, in his opinion? List the points he mentions.
- •2. Make a list of your own reasons.
- •Listening 2
- •taken over
- •Main Activities
- •Providing services and products for the oil, gas and electricity industries.
- •Recent Developments
- •Reasons for Cornerstone’s acquisition
- •1. Cornerstone will expand sales of Metrot products in Europe.
- •2. It will use Metrot as a base for launching its own products in Europe.
- •Comment
- •Listening
- •Listen to a television interview on Cornerstone’s plans for Metrot
- •Problems
- •Memo
- •Present situation
- •Listening
- •Customers
- •How often customers visit their restaurants
- •Food products bought most often
- •Task
- •Options
- •Unit 6 Goal-setting
- •Guidelines for presenters
- •Words to remember:
- •Unit 6 Goal-setting
- •Unit 7 Motivation and performance appraisal
- •1. J – James Broadacre, P – Pamela, M – Melvin
- •Pam talks about Maggie
- •Maggie talks about herself and Ian
- •Ian talks about himself and Stephen
- •Unit 8 Leadership and international business styles
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Maggie talks about herself and Ian
Ian and I can work really easily together. Now, that doesn’t mean we always get the best results. But, because we are similar, I’d say we complement each other, especially in our working style. Of course, it’s not always peaches and cream. When there are deadlines, Ian can drive me crazy. I mean he’s such a perfectionist. If a document doesn’t look absolutely perfect, he’ll sit up till midnight correcting the punctuation, even if it’s only a draft report for internal consumption. He can be really fastidious – especially about the appearance of things. But he’s able to produce consistent firstclass work. Though sometimes I wish he could be a bit more laid-back. But on balance
I think I prefer things that way round to….
Ian talks about himself and Stephen
Stephen is the easiest person in the world to get on with, but perhaps the most difficult in the team for me to work with. At a personal level we get on like a house on fire.
He’s excellent company, I suppose which is why he’s so popular. On a professional level, it can be tough-going.
So where do I see my strengths? Well, if I’m honest, I’d say that I am fairly competent and quite efficient. I like to get down to the job in hand and get a result. I’d say I’m an all-rounder. I can take on different types of projects – even the most routine ones – and get great satisfaction from them.
And Stephen’s strengths? Well, when we work together, he’s always interested in the human side, you know, the personalities behind the people. How they are going to jell or clash. He’s very sensitive about that sort of thing. That’s why he’s so good at sorting out personality clashes. In fact, I remember shortly after I joined there was a problem with …..
Unit 8 Leadership and international business styles
I – Interviewer, M S – Marjorie Scardino
I – Marjorie Scardino, you are leading one of the top companies in the UK, and you’ve been voted businesswoman of the year. What qualities do you need to run a large company effectively?
M S – Well, I think different companies probably require different qualities, but for me there are only a few simple qualities that cut across all requirements, and those are courage and imagination and empathy. And by empathy I mean, having the ability to put yourself in other people’s position and understand how they feel about situations and ideas.
I – Which business leaders do you admire and why?
M S - I think the best business leaders are probably ones we don’t know about, not the stars we read about in the newspapers. I think they are probably the ones who have had a great business idea and have seen it through to fruition. So the business leaders I most admire right now are those managers in Pearson who are achieving our goals of double-digit earnings growth.
I – What do business leaders actually do?
M S – My staff would probably say this was a really excellent question they ask themselves every day! I think what they do is just what I’ve said the business
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leaders I admire do. They create a business idea, and they see it through. I – As a leader, how do you motivate your employees?
M S - I’d like to think we motivate each other. I think my job is to make sure the company has a purpose, because I think people like to work for a company that has a reason for being, that they can identify with and feel good about. I think that I have to communicate well to them everything that is going on – and everything that I’m trying to do – in a clear way. And then in return I think they inspire me to think more adventurously and to think more carefully about how to stimulate them and how to build a better business. So, it’s a sort of a circular operation.
I – Do you think leaders are born or made?
M S – I think it’s probably a bit of both. All human beings are obviously born with certain qualities, and certain genetic traits. But I’ve seen so many people in my life who have, using those basic qualities, re-invented themselves several times as they’ve gone into new situations. You know, you’re a certain kind of person when you are in school, and your friends know who you are, and you get slotted in. And then as you grow up you go into new situations and become the great business leaders of your time. So I would have to say, mostly it’s made, but you have to use what you are born with.