English Business Book

Listening page 7 (CD track 2) makes them perform to their highest potential. Let me give you an example: a worker who believes in the importance There ar.e lots of useful theories about motivating staff but of order and systems won't respond well to a task that 111 practIce a lot of the managers that I meet tend to work doesn't have clear goals and deadlines. No, on the contrary, on a more basic level. Do you know that old expression he or she will work best in a structured role where processes about the carrot and the stick? Yep, the one where the and routines are in place. Conversely, an employee who is farmer makes the donkey move forward by using a stick creative and enjoys innovation will feel constrained in a as punishment if it's too slow. Meanwhile, the carrot is role that is too structured and will probably work best in held out in front of it as encouragement and reward. Well, a role that lets them work more spontaneously and, erm, in quite a few other business sectors managers sometimes reactl,,:ely. So, as you can see, it takes a bit more thought seem to think of their staff as some kind of donkey because and effort on the part of the manager. But the reward is that they regularly use the carrot and the stick approach as a tapping into intrinsic motivators often tends to bring out standard motivation tool. The carrot is the reward staff get the best in employees and improves staff retention levels. when they do well, often in the form of perks or an annual A good place to start is a review meeting or an appraisal. bonus. Or there are also non-monetary rewards like praise That gives managers a chance to ask questions to help find and recognition for a job well done. On the other hand out what makes an employee tick and find out what sort of if they underperform or don't hit targets, staff encounte; rewards and recognition they respond to and, conversely, the stick. That could be in the form of negative feedback, what brings them down or has a negative effect on morale criticism, losing out on a bonus, even the threat of getting for them personally. the sack. This sort of motivator is particularly effective in target-clriven or performance-clriven professions. Sales and To sum up, keep both intrinsic and extrinsic approaches production are two areas that spring to mind. In contrast, 111 m111d and use a combination of these to motivate your if you try to use this technique with people in creative team. OK, let's move on to the next topic which is ... professions, say design, staff are less likely to respond well. So what I'm trying to say is that it isn 't effective for all Listening 1 page 10 (CD track 4) professions. Also, managers need to be careful with this approach. I think we can probably all think of managers Right, thanks for coming here today and thank you also for that we know who are, erm , more likely to use the stick being on time. For those of you who don't know me, my than the carrot. Pretty obviously. that can cause real staff name is Clive Davies and I will be leading and overseeing m.orale problems. But, likewise, there can also be problems this particular project. wlt.h overusing rewards. If a manager gives regular bonuses or IS ov~r-generous with praise, then it can set up unrealistic I chose you for this team either because I know you expectatIons. If the bonus or praise suddenly stops for some personally or because I took a long, hard look at your reason , then staff become demotivated and it can affect Of before I asked your department head if you could performance. So, yes, the carrot and the stick approach is be seconded onto the project. I know that we have the very SImple and there is little doubt that it can be effective potential to be a fi:mtastic team and do a fantastic job. but managers definitely need to get the right balance. The reason we were given the contract to develop the state- Listening page 7 (CD track 3) of-the-art streetlights for the city's new waterfront park and leisure complex is mostly because we have the experience OK, so let's move on to our next topic: staff motivation . and expertise but the city is also aware that we are a Well, if staff motivation was straightforward, all managers significant local employer and there is that element, too. would be getting it right. But, of course, they aren't, are So the fantastic job we are going to do will be in our own they? I want to start by looking at the two main types of backyard. If it goes as well as we expect, it will reflect well motivator: extrinsic and intrinsic. on us. EvelY time someone walks through the park to the new sports centre of an evening, it's our lights that will be Extrinsic motivators come from outside ourselves; they lighting their way. consIst of rewards or punishments that push folk in a certain direction. Now, what happens is that many So, we have the expertise and we know how important the managers tend to rely too heavily on th is type of motivator project is. Ultimately, it's down to me to make sure we get because it. doesn't require a great deal of effort or creativity; it right. And that is the reason I want to address the issues you Just gIve a bonus or take a bonus away, give praise or that some departments and sections have had in the past. give criticism, it's as simple as that. Still, extrinsic motivators I'm not mentioning any names but, as I'm sure the Design can be quick and effective. Staff are able to see immediate department could tell you, communication can break down rewards or sanctions and their performance changes sometimes, just as it did on their project with the RJ40 accordingly. But managers need to be aware that results can solar-powered lamp, so, put all that behind you, Design. be short-lived. Now, Production, the problems and misunderstandings that you had with those government contracts in Latin America In contrast, intrinsic motivators are more complex, but they have also got to be a thing of the past. Just make sure you can offer longer-lasting results. This is because intrinsic agree deadlines this time, OK? Because we don't want any motivators reflect a person's inner belief, their core value repeats of that, do we? Marketing, we know the difficulties system. The problem is that they demand effort on the part that you had were largely down to the previous marketing of a manager. It means working on an individual basis with dIrector but I'll be expecting tighter control of budgets your staff or team to work out what makes them tick, what from you lot on this project, all right? Now if anyone has anything to say, let's get it over with now. No? OK ... Audioscripts . 101

l I B listening 2 page 11 (CD track 5) _ _ listening 1 page 15 (CD track 7) ... And another thing, there are four people in this I can sympathise with Theo because I had a similar department who are completely out of their depth. They experience on one of my first projects. Because change can should never have been assigned to this unit because trigger feelings of anxiety, fear and other strong emotions, they don't have the right training. The result is that they it's necessary to take a step back from the situation and make mistakes when they should know better, meaning I identify exactly what the source of the problem is. So spent valuable time clearing up problems caused by their what's happening here? Well, in this situation it would be inefficiency. Still, it's too late in the day to move them now easy to focus on the manager who is obviously creating a as the department's well into a number of new projects and negative atmosphere. But in fact the real problem is about short on manpower. communication. The director isn't taking responsibility for the implementation of these changes, so he hasn't taken the There are seven others in the department who I know time to explain to the staff exactly why they're necessary. are bright but who just don't live up to their potential. As Theo has identified, this situation is potentially creating Occasionally, when I've had time to stand over them and problems for the future. Good communication is at the force them, they've actually been capable of producing good heart of the success of any project, especially those that work but most of the time they can't seem to be bothered. deal with change. So the first thing to do is to find the They just sit at their desks looking bored and playing best way to communicate information about the changes; computer games when they think I'm not looking. I can't the reason they're necessary, the time scale involved and see why as I believe I've shown exemplary leadership during clear information about who is responsible for what. my time as Head of Production. When explaining this it's a good idea to work on the principle of 'What's in it for me?'. By that I mean focus on Finally, there are a couple of individuals who believe that concrete examples rather than abstract ideas. In this case the job of department head should've been theirs and who it's important to highlight what benefits the changes will will resent you, an outsider, having been appointed in bring to employees. Once people have had a little time to their place. They're basically frustrated because they don't consider the changes, the next step is to organise meetings feel they have enough responsibility. But I deliberately kept for small groups so that people can give feedback, express them away from any supervisory roles because, well. in their opinions and ask questions. That's really important my opinion, they're power hungry and will just try and because if people don't feel that they're being heard then take over. There's only room for one boss in a department, they can get frustrated and angry and they won't support right? The problem you'll find with the whole department the changes. Next, identify what staff require to implement is they'll moan on and on to each other but won't have the the changes effectively. For example, will they need new guts to say anythi ng to you face to face. To be honest, it's a skills? If so, then training should be organised. Once again, relief knowing I won't have to put up with them anymore. this should be communicated to everyone so that they know Oh, is that the time? Look. I've got to be on my way. Well, that they'll have the support to do the job well. Finally, it was nice talking to you. All I can say is good luck in your recognise success. If the changes are carried out smoothly new position and watch your back. Bye. then those involved should receive praise and, where appropriate, rewards. The manager who's currently causing _ _ listening 1 page 15 (CD track 6) the problems is only able to do so because other staff must be feeling the same way. If the steps I recommend are taken, A director of an international company recently brought the manager will no longer have a negative impact on me in to work on a project which involves implementing morale bccause the majority of people will understand why change to processes across a variety of departments. It came the changes are needed. You never know, the troublesome to my attention that one of the senior managers had been manager might even come round and support the changes badmouthing the proposed changes. I was concerned that himself. this might damage morale, so I had an informal word with the person concerned. We discussed his concerns and _ _ Listening 2 page 16 (CD track 8) parted company with what I thought was an amicable understanding. But it turns out that I was mistaken to Part 1 think he was now on board with the project. A colleague says that he's continuing to run down the changes. Now Ro So you really think that if we don't implement these the negative atmosphere is beginning to spread to his peers changes we'll be in serious trouble, is that right? and his staff. Is it worth speaking to him again? But if I tackle him and he continues doing this then it just gives Carla: You've seen the figures, Roy. We need to increase him ammunition. I suppose I could go to the director but volume to keep our prices competitive. Demand for I'm not sure if I would do my reputation much good. I'd our products isn't a problem. We could easily fill our also look bad to the departments that I'm working with if order books twice over but when I spoke to Production they think I'll be running to the board telling tales. It's quite they said that they don't have enough components to a hierarchical organisation and the directors have quite a increase output. If we don't fulfil demand, one of our hands-off attitude to managing change, preferring to bring competitors will step in and take our market share in outside contractors like myself as facilitators. However, away from us. there's obviously a communication problem here and if the situation isn't addressed we'll be storing up problems for R\\ The drawback is that to cope with the volume of the future. extra components we're going to need, one of our top supplicrs will have to agree to extend their warehouse facilities. I'm not disputing the facts but we're bound to meet resistance on this. 102 . Audioscripts

Carla: I take it you're referring to Redricks? RO\\: Ah, I've just thought of another one. The new delivery schedule you mentioned could work to Roy: That's right. It'll be a disaster if we lost them. No one Redricks' advantage. I was talking to Ken in their can match them for quality and price. Logistics department the other day about deliveries. He let slip that there'd been some discussion about Carla : All right. Let's start by doing a quick force field expanding their delivery fleet but it didn't go through analysis. That'll help us anticipate any areas they're because they couldn't guarantee that customer orders likely to have problems with. would remain at a level that would justifY it. If we stress that the increase in our orders will be a Roy: You've been dying to try this since they showed us long-term commitment, it could help to give them force field analysis on the last training seminar, the confidence to take a step that they're already haven't you? All right, let's see if I can remember it. It's considering. where you work out the advantages and disadvantages, isn't it? Carla: Right, good. Well, let's give each of these points a score. I think the expense of the warehouse extension Carla : Yeah, first you brainstorm ideas and then you divide is a big one. What do you reckon, shall we give that them into a list offorces for change and forces against five? change. Rov: Hmm, I'd say it's more like a four myself But similarly Roy: OK, so you list the pros and cons and then you give on the pro side, I'd say that the benefit that the each idea a score between one and ten or something updated facilities will bring to all their customers is a like that? four as well. Carla : Well, I do it between one and five. One is weak and C.,arla: Hang on, you're getting a bit ahead there. OK, four five is strong. So if you think something is a major for expense in 'forces against change' and four for the disadvantage you'd give it five. benefits of updated facilities in 'forces for change', is that right? Now, what about your concern that Roy: OK, then what? Redricks'll think we're dictating how to run their business? Carla: You just add up the scores for forces for and against change and see whether it's the advantages Ruy: I'm confident that we can emphasise that that's not or disadvantages that have the higher score. If forces the case. We could score that pretty low, a two maybe? against gets a higher score then it's a warning that there's likely to be resistance to the changes. Carla: OK. And what about customer reactions to their delivery changes? I think that's a one because if they Roy: But we already know that Redricks are going to be do expand their fleet of delivery vans it won't be a resistant to these changes. problem. Carla: Sure, but if we do a force field analysis it'll help us R< I think you're right. Now on the plus side, the highlight the areas that Redricks are likely to have increased revenues should go down well. I'd give that problems with. If we can anticipate their arguments a five. then we stand a better chance of being able to respond to their concerns. Who knows, we might even Carla: I don't think it'll be as high as that, more like a three. be able to show that the changes could be beneficial to Redricks like to maintain a wide client base rather their future business with all their customers. than trust in one big client. I think they'll like the extra sales but it won't be their main deciding factor. Listening 2 page 16 (CD track 9) Rov' Hmm, OK. I still think it should be higher. What about Part 2 four? Carla: Look, I can tell you're not convinced but humour me. C-,arla: No, I really think three for this one. Think of some advantages and disadvantages from Redricks' point of view. Roy: OK, have it your way. Well. what about the delivery changes? If we guarantee a long-term commitment it Roy: OK, let's start with the cons because they're easier. should be at least a three. Firstly, Redricks will need to extend their warehouse facilities and that's going to be expensive. Secondly, Carla: Now that one I think should be higher, five, probably. they might feel that we're dictating terms to them, Because, judging from your conversation with Ken, telling them how to run their business. They won't like they're actually keen to expand the fleet anyway and that. this is a great opportunity for them to do that. Carla: And also we'll need more flexible deliveries. They'd Roy: Well, let's compromise on that one and say four then. need to change their existing delivery schedule and that could be a problem for them. Carla: OK, that's a four. So the total for forces against change is seven and for forces for change is eleven. So Roy: Yeah , it might get a negative reaction from their other when we go into a negotiation with Redricks we'll be customers if they have to move delivery schedules able to emphasise these positive points and anticipate around. where they'll have reservations. Carla: And have you thought of any forces for change? Rn. Yeah, having discussed the pros and cons, I actually feel more positive that they'll agree to the changes Rov: Obviously one benefit is that they'll have the increased now. I can see how it could benefit them as well as us. revenues from their sales to us. rll give them a call then, set up a meeting, shall I? Carla: And updating their facilities may make their business Carla : Great. thanks, Roy. See, force field analysis turned out more efficient. They might find that other customers to be useful after all, didn't it? increase their orders, too, and they could even attract new custom. Roy: Yep, you're right as always, Carla. Now, do you think you could pass the phone, please? Audioscripts . 103

ilia Listening 1 page 20 (CD track 10) Journalist I: SO, what contingency plans can you offer passengers? The travel industry was in turmoil last night following the collapse of one of the largest European tou r operators, CEO: I'm afraid that under the terms of our insolvency, the Vayger Travel group and Vayger Airways. Almost we're unable to do anything for our passengers. They 75,000 passengers were left stranded at airports around the will unfortunately have to make their own alternative globe. The share price plummeted from {18 to less than arrangements unless they have taken out travel {2 overnight and the board of directors remain locked in 1I1surance. emergency crisis talks in an attempt to save the company. Some industry experts are predicting a merger between Journalist 2: In other words you're abandoning all the Vayger and an unnamed international travel company travellers who booked with you? which would rescue both travellers and shareholders. However, others believe that it is already too late and CEO: I can only repeat that customers and suppliers have that Vayger will be forced to file for insolvency. The news our greatest sympathy but we did everything we could follows the recent demise of travel companies in Australia, to find a solution. We truly believed that we had France, China and the United States. This is a trend which found one but this morning the offer was withdrawn. has witnessed not only small firms but also international travel giants falling victim to both rising oil prices and _ _ Listening 1 page 24 (CD track 12) lower consumer demand. Market experts warn that the more aviation fuel prices rise unchecked, the greater the risk AlL\\: Shall we move on to the most important item on of travel companies going under. The stranded passengers the agenda : review of departmental budgets? Erm, as are not only those booked on package holidays but also you all know, there's been some discussion at board those flying on scheduled flights with Vayger Airways. level about reducing the amount that we spend on Aviation companies are working together to lay on 85 extra technological development this year. Tanya, as R&D flights to bring home 62,000 passengers in 26 airports across will be one of the departments affected, do you have Europe, Asia and North America. However, more than any thoughts on this? 12,000 travellers who booked flighHmly deals will have to make their own way home as they are not covered by civil Tanya: To begin with, I'm fully aware that we're trying to aviation authority regulations. Vayger's CEO Carl Winters is reduce costs right across the organisation. But I can expected to give a press conference later today. Meanwhile, see two problems here: firstly, R&D relies on new stranded travellers are advised to call the 24-hour helpline technology. If we cut back in this area it'll be extremely on 0895 631 442. difficult to keep up with our competitors. Not only that, we also risk moving away from our mission ilia Listening 2 page 22 (CD track 11) statement which, as you know, is 'nurture innovation and creativity'. CEO: Right, ladies and gentlemen, thank you for coming here today. I want to get straight to the point. It is Claudio: It's all very well talking about nurturing with regret that I have to announce the closure of both innovation and creativity, Tanya, but we have to be Vayger Travel and Vayger Airways. As of this morning, pragmatic. In the first place, let me tell you about ... at 11 o'clock, we have ceased trading and are in the hands of a receiver who has cancelled all our flights, \\ Sorry to cut in Claudio but can I just check with Alex bookings and travel arrangements. whether this reduction we're talking about would be regarded as permanent\"? Journalist I: How has this come about? How have you suddenly gone bust? Alex: No, no, no. We're talking temporalY here. It would be reviewed at the next, erm, next meeting for CEO: it's simply due to the current economic climate. The departmental funding. more costs and competition have increased, the less profit we've made. The recent increases in the price of Tanya: Again, I don't dispute the fact that cuts are needed, aviation fuel have left us no choice. We couldn't afford but I do question whether it's the right place to to continue operating at a loss. start. There's no doubt in my mind that this'll cause difficulties in my department. And Alex, you also have Journalist 2: Yeah, but there's been no warning of this and to consider that it's much easier to cut a budget than no other company has taken such drastic action. Why it is to increase it. didn't you warn passengers before now? People were still booking flights and holidays yesterday and your Ale \": There are a couple of things I'd like to point out: company was happy to take their money. first. as I've already stated, any reduction should be considered temporary. Moreover, it's not as though CEO: Until this morning we were negotiating a deal that we R&D is being singled out, Tanya. hoped would save the company ... \\ Sure, other departments will be affected just as badly. Journalist 1: Are you saying that yesterday's rumours were Speaking for IT. it's going to present real problems for true? Can you confirm that Venture Airways were our future projects. expected to act as a white knight and take over the company? Tanya : Claudio, would this have any impact on Production? CEO: As I said, we were hoping to secure a deal but Claudio: Of course. We've just started work on au tomating I'm sorry to report that it fell through at the last the plant. I imagine completion will be postponed moment. I'd like to take this opportunity to apologise now. unreservedly, both to our customers and our suppliers but we really did have no other choice. Tanya: So, let's get this straight. Not only would reducing the budget have a detrimental impact on future ventures, but it could also compromise some current projects. Surely this is bad news for each of our departments? Shouldn't we at least explore some alternatives before we agree to this? \\ Tanya's got a point, you know, Alex. 104 • Audioscripts

_ _ Listening 2 page 26 (CD track 13) A\" No, well, nice to meet you anyway. Part I B: Yes, bye. Well, you're right, on the face of it something amazin g Con 'ersation 2 happened to executives' pay in the 1990s. Having been basically flat, compared with average pay, they rocketed C: Hi , I seem to remember we met at Sales & Sellers last up. So, they went from say between 40 to 20 times average year. workers' pay - that'd gone on for 40 years - they went up to something like 120 times average workers' pay. Thafs D: No, I don't think so. amazing and, on the face of it, it looks like a case of pure greed. However, J don't think that's what really explains C: Yes, you [wereI sitting next to me at a session led by what happened. There were a complex series of factors that went towards increasing executives' pay. that cold-calling guru. Part 2 D: No, I don't think I attended a session on cold calling. Well, most people think that it is a case of the executives c..: Yes, we talked about football. You remember? dominating their boards, that the people who are supposed to decide an objective and reasonable rate of pay really D: No, sorry. [ think I'd remember. weren't taking an arms-length decision at all but they were somehow under the sway of executives. I think, when you C Oh , well never mind. I'm Johann ... look in detail at what happened to boards, that's a hard argument to sustain. For one thing, boards are probably Conversation 3 now more independent than they ever were before when executives weren't being paid as much. For another, the E: Is this the queue for coffee? job of executives has changed in all sorts of ways. Ifs less F: Yes. At least [ hope it is! secure now, the executive tenure's decreased. Companies more often go outside to look for a new executive. And, [. Wasn't that last presentation on sales techniques good? if you think about it, if you're someone who wants to be appointed by another company, that tends to make the F: Well, ifs not really my area but it did seem very market for executive pay more of a market - there's more interesting. than one buyer for your talents. I:' Oh, what field are you in, then'? Part 3 F: production. If you look at median pay for executives it's something around $7 million a year. Now that's a lot of money, don't E: Oh, I'm in technical support. I liaise between our get me wrong. That is a lot of money. But it's not tha t much factory and our customers. money when you compare it with other people in similar professions, so lawyers, traders, hedge fund managers - if Convenoation 4 you look at the inflation in their salaries over the same period, they've actually even outpaced executives. G: Hi, I'm Stella McGovern . I'm in Design at KLC Packaging. I can see from your name badge that you're Part 4 with Bossa Fruit. When an executive leaves a high-paying a nd successful \\-l: Yes, I'm in Accounts with Bossa Fruit. career in company A to go and become chief executive of company B - which is quite a risky shift given that G Oh , Accounts. And where are you based? executives coming from outside often fail: the typical life tenure of an executive is now quite short, it's fallen to about \\-l: Our headquarters are in Kent, thafs where I work, and six years. In order to take on all of that risk, executives look we've also got offices in Guyana, Southern Spain and for some guarantees. Now, if you cut the generosity of some Argentina. of those guarantees then the people who are coming to take on these risky new jobs will look for other compensations G: Oh , you must get to travel to some nice places. elsewhere. So, I think you could, you know, have legislation or whatever to get rid of these big payoffs, I don't think it H: No, not really. would accomplish much for shareholders. G Pity. Oh, I think my colleague is waving at me. Would _ _ Listening 1 page 29 (CD track 14) you excuse me? Conversation I H: Yes, sure. A: Oh, I see you're with Dam Mart. You don't know Clem Listening 2 page 31 (CD track 15) Wilson by any chance, do you? Par I B: Clem? Oh, yes, Clem in Transport. Yes, I do. Not well, Hi everyone, my name's Stan and I'm here today to try but we both go to the same meetings occasionally. to get an investment of €:so,OOO in my company. Now, I haven 't known you long, but I get the impression that A: Ab, right. I met Clem when he came to visit us last you're all quite careful with your money and so it's going to year. need a really great idea to get you to open your wallets and purses and make an investment today. Oh, was that a moth B: Oh, well, as I say, I only meet Clem now and again. I saw flying away'? Hah, hah . We're not really in the same field. Anyway, when I was a kid, I'd spend my whole day playing football, if I could. I'm a great football fan, as you can see by the football shirt I'm wearing today. But one of the problems was that the ball was forever going over fences and walls. Now, I don't know if any of you ladies played football when you were kids but, if you didn't, you probably watched your brothers so you'll know what I'm talking about. Girls played netball mostly, as I remember. Anyway, what I really hated was when I'd have to go and knock for the ball if I'd kicked it over the fence. It was OK if there was a small kid in the group because you could send them over but otherwise you'd have to go yourself So, anyway, here it is, the Football Retriever. Now, any questions? Audioscripts . 105

1 m Listening 2 page 31 (CD track 16) _ _ Listening 1 page 35 (CD track 18) Part 2 M',c c: Right, so, you think we can save money with these green measures. I'm afraid I just don't see how it'll Well, that didn't go very well did it? I realise that it can be work practically. And won't it mean making a big nerve wracking pitching an idea to a group of strangers but commitment from our working capital? there really is no excuse for being that badly prepared. What would I have done differently if I'd been in his situation? Karen: In the short term, maybe. But in the long term, I Where do I start? OK. If I'd been in Stan's shoes, I'd have believe it'll actually save us money, I really do. Have started much more formally. As he said, he didn't know us, you had time to read my notes? so he should have said, Good morning, and given us his full name, Stan Smith or whatever, so we'd have had more M'lt !f.' Mmm, I've had a quick look. Can we go through the idea who we were dealing with. ideas one by one? Another mistake in his opening was the joke about us Karen: Yes, OK. First off, our four delivery vans. They're being mean and moths flying out of our wallets because we highly polluting and getting pretty unreliable. They hadn't opened them for so long. I mean, come on, you don't badly need replacing. make jokes like that to people you've barely known for five minutes, especially if you want them to invest money with Maeve: I couldn't agree more but these hybrid vehicles you you. mention in the notes cost an absolute fortune. If I'd been Stan, I'd also have avoided gender assumptions Karen : They don't have to be hybrids. What about electric? about whether girls play football or not. I often had a I've looked into it and there would be all sorts of kick-about with my brother and his friends and my cousin, savings. I'm totally convinced. Not just fuel, we'd Fiona, was in a team. Comments like that just put people's also avoid the congestion charge on the London backs up. It's not a good idea to make assumptions about run. plus we wouldn't disturb people when we make what your audience thinks. Stick to facts rather than early morning deliveries because they're really quiet. personal opinions. Running costs are low: about 15p per mile for the one I've been looking at. You just plug them in at night. However, the biggest change I'd have made to Stan's pitch plus it'd be great publicity. We could launch it and get would have been to improve the product description. It's the local press in. Everyone will have got one in a few vital to describe clearly what it is and what it does very years time, so we'll be ... early in the pitch. If he'd given us a few more deta ils, we'd have had some idea how the Football Retriever actually ~at 'C Yeah, but they can only go a few miles before they worked but instead he digressed with tales of his childhood. run out of power, can't they? The last thing we need I think the product was some sort of extending grabber but is our bread not being delivered because our electric it was very difficult to follow his explanation. Anyway none van's run out of steam. of us invested in his idea. His pitch was too disorganised and we had no real idea about what his product was or Karen: Run out of electricity, don't you mean? what it did. I mean, would you have invested in it? ~i L 'e: Oh how witty! 1 m Task 3 page 31 (CD track 17) Karen: OK, seriously. Our furthest delivery is a 38-mile Hello. Thank you very much for inviting me to talk about round trip and these vans have a range of 55 miles my products. My name's Mark Wilson and I'm here to without needing recharging ... demonstrate an idea I call the Aqua Roll. Before I show you the product I'd like to give you a little background M L Yes, but what about the electricity bill? It's not very information. Clean, fresh water is something that it's easy green if we have to use tonnes of electricity, which is to take for granted but did you know that over 6 million made by burning fossil fuels. people in the world have to walk over 3 kilometres to reach clean drinking water? As you can imagine this involves Karen: Ah! I thought you might bring that up. Well, I've carrying very heavy containers when taking water back thought about this a bit and I've got two words for home. I witnessed this first hand when I worked for a charity you : solar panels. in Malawi and I wanted to find a way to help make life easier for people who have to do this every day. Of course, M, c\"c.: You are kidding me! in an ideal world everyone would be able to have running water or easy access to a well nearby but this isn't always Karen: No, really! We can put solar panels on the roof of the possible and it can be expensive or impractical in very bakery to provide the electricity for the van. remote villages. So the idea that I thought of was the Aqua Roll. This is a large plastic container that folds flat so that ',eVL Won't that look weird? it's easy to carry when empty. Attached to the container are three small, strong wheels and a comfortable handle. That Karen: No it won't. It'll show our customers how committed means that instead of being carried on the return journey, we are to saving energy. Soon everyone will be copying the container can be pulled along. There's a small and large us. We'll be cutting edge. version - the small one holds ten litres and the large one holds twenty litres - and every part of the product is made M v(' Oh, I don't know. Look, getting back to the from recycled materials. I'm pleased to be able to report that electric vans, what are they like to drive? Are they as three international charities have already expressed interest in straightforward as a normal van? purchasing large orders. Thank you very much for listening. It's been a pleasure meeting you today. Karen: Funny you should ask that! You'll find out this afternoon. I've booked us on a test drive! _ _ Listening 2 page 36 (CD track 19) Here is the news. In response to the recent crisis with energy and resources, the government has today brought in a raft of legislation relating to energy and the environment that will affect both homes and businesses throughout the Eastern region. There will be electricity black-{)uts in private 106 . Audioscripts

homes between lOam and noon each working day for the Gerard: please. Backbiting like this is getting us nowhere. next three months. There will be similar blackouts in most Rebecca, the initial ideas and research were carried out businesses between the hours of 8pm and 4am throughout by Peter, correct? the week. Only hospitals and other public services and businesses designated as essential will be exempt. The Rebecca: Personally. I'd say it was more a group effort. measures have been introduced in order to safeguard supplies as fuel prices continue to rise. Rising fuel costs are Peter: Oh sure, it was a real group effort when most of the also behind the move to increase petrol and d iesel tax by ideas were put together when you were off work with 40%. In addition , the government proposes to introduce flu. a maximum speed limit on all roads of 90 kilometres per hour. Rebecca: OK, I may not have had much input in the initial stages but my energy and drive were what got the By the end of this month water rationing will have been client to agree to hear the presentation. introduced in most cities. In recent years, following the economic recovery, several new towns have been C;CY~rd' Would you agree with that, Peter? built to cope with increases in the local population . Environmental experts argue that it is this widely-criticised Peter: Well , I admit that I hadn't had time to approach building programme which has put a strain on resources, clients. I was too busy getting the concept into shape. particularly water supplies. In response to fears that homes and businesses could be left with insufficient water, the Gerard: Well, from an objective point of view it sounds like government has unveiled plans to introduce water rationing we wouldn't have got this far without both of your by the end of this month. In a statement the energy input. You've both worked equally hard in different minister said, 'I am totally convinced that these measures ways to get this project off the ground. Rebecca, would are vital and will be widely accepted by the public once it help the presentation to have Peter explain the they realise that the alternative is far worse'. technical side of the projecf? Our economics reporter, Eddie Little, is at a local business Rebecca: Well, yes. That would be really useful. park to comment on how these measures will affect industry ... G ,rc. And Peter are you happy with Rebecca carrying the rest of the presentation? _ _ listening 1 page 39 (CO track 20) Peter: Yes that's fine with me. CAr\" rd: Listen, I've noticed an atmosphere between you two over the last week. Can we talk about it because I'm Gtra d: OK then, let's say that you'll both go to Miami. concerned it's starting to affect the other members of Rebecca will introduce the project and Peter will the team. present the technical specifications. And try to remember you're both working on the same side here. Rebecca: I don't know what you're talking about, Gerard. There's no problem between us is there, Pete'? Peter: Thanks, Gerard. It was good to clear the air. I ... erm ... I appreciate you arranging the appointment with Peter: No, I suppose not. the client, Rebecca. C:.crard: You don't sound very sure, Peter? Rebecca: No problem. Do you want to run over the presentation after lunch? Peter: It's nothing important. Peter: Sure, I'll meet you in your office. I've got a few ideas (Jt;rdrd' I'd like this out in the open so we can clear it up. and ... I'm sure Rebecca would, too. Rebecca: Great. Now I think the best way to approach this Rebecca: I really don't think there's anything to actually is if we ... clear ... Peter: There you go again. Peter: OK, it's about the presentation next week. I was the one that did all the research and came up with the Rebecca: What? What is it now? concept and then suddenly Rebecca hijacks the idea and decides that she's going to do the presentation. I listening 2 page 41 (CD track 21) don't suppose it has anything to do with the fact that the client is based in Miami. As I'm sure you all know, there's a big difference between being aggressive and being assertive. Aggression will usually Rebecca: That's got nothing to do with it and you know it. make a difficult situation escalate into a bad situation It was agreed between us that I was the best person to very quickly. The opposite, being passive, means that you make the presentation. hand over control to other people. In contrast, assertiveness will allow you to get your point across without being Peter: I don't recall agreeing any such thing. All my confrontational. Briefly, here are a few tips for dealing with arguments were over-ridden or ignored. You simply difficult situations, and by that I mean difficult people, in kept pushing your point of view until I gave in out of a calm and assertive manner. First, avoid 'you' statements exhaustion. such as 'You always interrupt me at team meetings'. That immediately puts people on the defensive. Instead, try Rebecca: Well surely a stronger presentation of arguments to use']' statements to describe how the situation makes would have been better than just giving up? l3ut you feel. So instead you could try 'I feel as though my instead of defending your corner you gave in so easily contribution at team meetings is undermined when my that I thought it didn't matter much to you. I'm not comments are interrupted'. The next technique is called the a mind reader you know. Anyw'ay, you have to admit 'broken record'. It's where you stop someone bullying you that my interpersonal skills are better than yours and into a course of action by repeating the same information they'll be essential for a successful presentation. in slightly different ways. The aim here is to use a calm tone of voice but keep repeating your stance without being Peter: What's that supposed to mean, exactly? deflected by the other person trying to manipulate you or make you feel guilty. So, a possible response to the person defending the interrupting might be 'That may be true but, Audioscripts . 107

as I said, it would be better not to interrupt others in team is passed on from person to person. Probably one of the meetings'. When you're on the receiving end of criticism most successful examples of this is the Nike ad with the there are a couple of useful techniques which can avoid footballer, Ronaldinho. It was viewed by over 23 million conflict. The first is called 'negative assertion'. It's where you people on YouTube alone. That's the kind of exposure accept and acknowledge that there may be some truth in that most brands dream of Yet it isn't a conventional the criticism without getting defensive or confrontational. At advertisement. Instead it looks as if someone has filmed it the same time you aren't immediately accepting that your on their mobile phone and the main focus is Ronaldinho course of action was wrong. So you'd respond to criticism demonstrating great football skills It was forwarded from about interrupting with something like 'Yeah, I agree that friend to friend and colleague to colleague because people there probably have been times when I've interrupted you thought it was interesting and fun to watch. in team meetings.' There's another technique that works well with this. It's called 'negative enquiry' and you use it Speaker 6 for clarification and to ask for specific examples. So, once again, if the person was complaining that you interrupt While business-to-customer advertising is seen as diverse, then you'd say 'Can you think of any e.xamples when you there can be the mistaken perception that business-to- felt that [ didn't allow you to finish what you were sayingt. business marketing is all about junk mail, direct mail and By doing this you're giving the other person an opportunity telemarketing. But in reality there's no reason the strategies to express any negative feelings. Both these ways of dealing shouldn 't be just as creative as those used in business-to- with criticism have the effect of reducing hostility and customer campaigns. It's a similar principle of positioning opening up communication. your organisation so that it can communicate effectively within the market segment it wants to target. _ _ Listening 1 page 42 (CD track 22) _ _ Listening 2 page 44 (CD track 23) Speaker 1 It V\\ It 'e y This era of participatory media, [ mean, could you describe what this involves? Traditionally, our customers respond best to above-the- line marketing strategies. So when we launched our new Andreas: One way to do it is to think of it in terms of what confectionery range we ran an advertising campaign in the it is no longer, so what it is contrasted with. The era media using the national press and a few selected TV slots. of mass media we're familiar with it. We're so familiar with it, we no longer think of its main sociological Speaker 2 features which are, it is by nature one way from a media company to an audience. That audience is There are certain goods and services that people prefer likely to be large and passive. It is presumed to be to think carefully about, for example a mortgage to buy a passive: it cannot talk back. The audience will not talk house, things that people want to shop around and think amongst each other. They are essentially held captive carefully about in order to get the best deal. But other during the, for instance, broadcast so that the media purchases are more spontaneous and it's this sort of buying company can serve advertising during its broadcast. decision that most spam mail targets. Typically, the average All of those features that I've just pointed out will spam mail offers pharmaceutical products or watches. But be turned on their heads in the era of participatory for most people spam is simply an annoying daily problem media. So, in the participatory era media is no that fills up their inbox with offers for strange things that longer delivered one way from a media company they really don't want or need. to an audience but two way and, in fact, will be delivered by audience members to other audience Speaker 3 members. So the distinction between creators of med ia content and audiences that consume it, if you I find it really annoying when [ click on a website and an will. first gets blurry and then disappears completely. ad pops up out of nowhere. Pop up ads can be quite well So, everybody becomes a creator, everybody is still produced and some of them look technologically advanced the audience and what happens then is, instead of but it's the fact that I didn't ask to see it that irritates me. media being delivered as a sermon or a lecture, it Embarrassingly, [ have to admit that I do actually click on becomes a conversation among these people in the them sometimes when they're promoting something that audience, which is why the survey is called 'Among interests me, so [ guess they must be pretty effective. the audience'. Speaker 4 It ~ L <- So what evidence is there of this already happening? Basically below-the-line marketing includes most advertising that doesn't use mass media such as TV, radio, newspapers Andreas : It is happening first among younger people, or magazines. Price promotions are a standard below-the- teenagers especially, in America, in South Korea. Thi s line marketing strategy. In those the consumer gets more is a matter in some ways of culture and habit, of of the product for the same price, and often what's known text savviness. Obviously older people who are used as a BOGOF promotion at the point of sale. These buy- to turning on the news, let's say in America for the one-get-one-free promotions are tremendously popular broadcast evening news at 6pm at night, they will at supermarkets. Other examples include direct mail, not change their habits overnight. Which is why [ say competitions, money-off coupons and free gifts. It depends again and again, this is a gradual thing. But, if you on what will make the product or service stand out and look at younger people, they already have their blogs. appeal to your particular target market. About 60% of American teenagers have created content this past year already in 2005. So they have video Speaker 5 blogs, blogs, podcasts. Hundreds of thousands have contributed to the Wikipedia. Hundreds of thousands A lot of younger people are suspicious of traditional more contribute to smaller wikis in their companies advertising campaigns, so viral marketing strategies can be or in their universities or their high school. These are effective. Although it's associated with modern technology, there is actually an element of old-fashioned word-{)f- mouth in viral marketing because the marketing message 108 . Audioscripts

all ways of contributing, erm, getting media baths and Le\\ IS: OK. But I'm not promising anything. Look, Martina, of conversing with each other in these sort of organic I'm afraid I really have to go, they're about to start. communities that happen . So this is all around us, and for, for older listeners now or older readers of the Martina: I won't keep you any longer, Lewis. r11 phone the survey, who are sceptical, as I by the way myself was estate agent and make an appointment for when you when [ started to research, the best place to look is, is get back. younger people. LL I' Fine. Bye, Martina. Listening 1 page 49 (CD track 24) _ _ Listening 2 page 50 (CD track 25) Lev'ls' Hello, Lewis Granger speaking. Martina: Thanks for meeting with us at such short notice. Martina: Hi Lewis. It's Martina here. Vendo r: The agent tells me that you're keen for everything to go through as quickly as possible. Lev'ls: Hi Martine!. How are things back at the office? Lc On the contralY, there's no particular hurry. But we're Martina: It's all fine here. Is it going well in Boston? keen to make sure that we're making a wise decision. Le 'I~: It looks as if I might be able to close the deal Vendor: Well, from what your partner tells me, this later today so should be able to fly back first thing property's ideal for your needs. tomorrow morning. Martina: Yes it is. The space and the location are exactly Martina: That's great. Is this a good time to talk? what we've been looking for. Lev'ls, Well, we're taking a short break but I'm a bit tied up L. That's quite true but I'm a little concerned that we'll at the moment looking at samples. Shall [ get back to have more work to do here than we initially planned. you later, after we wrap up here'? Vendor : No, the building'S in excellent order. Both the Martina: Actually, Lewis. I do need to talk to you urgently. interior and exterior had extensive work completed I've just had a call from the estate agents. Apparently only a year ago. the North Street factOlY has come on the market again. Do you remember me mentioning it? Le I' I took the precaution of having my own surveyor look over the property. He says that while it's generally LeVvls: Yeah. I know you've been keen on th,1( place for a sound, we can still expect to pay to update the while now. warehouse area and some of the offices. Martina: It just seems like such a good opportunity. We Vendor: But that's purely cosmetic. The price that we're don't have the space to expand in our current location. selling at is under its full market value and we think You know as well as I do that we could attract twice it's a fair price. the number of clients if we had the machinery and staff to fulfil the orders. As well as the factory, this Martina: Of course, nobody's saying that it isn't a good price place has great warehouse facilities. but I do understand my colleague's concern. The cost of updating these areas weren't taken into account LeWIS: But is buying a new property the best way forward? when we initially spoke about price. Martina: Well, what do you suggest'? Vendo r: Well , I'm sure the agent has mentioned that there are two other potential buyers who are happy to pay LeWIS: I don't know ... erm, I expect we could rent the full price. somewhere bigger. Then we could see if the extra orders actually materialise before committing ourselves Lc I~ Yes but I understand that one of those potential to buying. buyers would need to sell their premises first and of course that would take time. The other may go ahead Martina: We've discussed this before. Renting would just be but from what I hear they've already pulled out of two throwing money away. Anyway, the commercial rent similar deals at the velY last moment. in that area is much higher than buying. Martina: Whereas we'd be happy to make a decision LcVvIS: OK, I get it. You're not keen on renting. So maybe immediately. I hear that you are travelling back to we could look at outsourcing some of the work'? New Zealand at the end of next week. Financially, it makes sense and I have contacts in Asia we could speak to. Vendor: That's right. I moved there with my family six months ago. I came back to tie up some loose ends Martina: We'd have far greater quality control using our and supervise the sale myself. own premises. u ': Very wise, I mean it's totally up to you. You may Le\\ 'is: Look. I've got to run, they're calling me back to the meeting. This isn't a decision we can make on the spur well get the full price from one of the other potential of the moment, Martina. buyers. Martina: Lewis, hang on a minute, don't go just yet. The Martina: But, on the other hand, if we could agree a deal agent says that they've already had two potential here and now we could transfer the money to your buyers expressing interest in the factory. It's bound to account as soon as the contracts are exchanged. go if we don't put in a bid quickly. Vendor: What sort of deal are we talking about here? LeWIS: Agents always say that sort of thing to try to panic you into making an offer. I'm not going to be IS: Let's say a 10% reduction on the asking price to cover pressurised into making a decision. First, we need to the renovations that we'd need to make before moving look at possible alternatives and forecast how any our machinery and stock in . move might affect the company. Vendor: No, 10% is unrealistic. The changes that you Martina: OK, I'll get to work on the forecast and research mentioned wouldn't cost nearly that amount. alternatives if you agree to come with me to look over the property. Deal? Audioscripts . 109

Martina: Oh, I think they would. Anyway, it also reflects the What's this about you upgrading your flight to first fact that prices in this area are predicted to fall over class? the coming year. DaVId: Ah, yes, there was a legitimate reason for that. My Vendor: They're just as likely to rise. The market's pretty scheduled flight was cancelled and I booked at the volatile at the moment. There's no firm evidence to airport with another airline and the only seat they had suggest which way they'll go. available was in first class. Lewis: No but you can see why we'd be nervous of paying Charles: Didn't it occur to you to phone the office to see full market price. It really is a buyer's market at the if they could organise something more appropriate moment. I think the other potential buyers may well ... and less expensive? Or surely you could have try to negotiate a far greater drop in price. rescheduled the meeting? Martina: But we want to offer a fair price. We know that David: Well, no. My main priority was to get to Madrid. It this is a good location for us. If the price is right we're took a lot of effort to arrange that meeting in the first willing to close the deal today. place; S6ior Ramirez is a very busy man . But, if the same problem occurs again, I'll make sure that I notifY Vendor: Look, I'd really like to accommodate you but let's the office to see if they can help book an alternative look at something more realistic. Would you consider flight. 5%'( Charles: Good. Now, more worrying is this amount for £620. Martina: We could meet you half way. How about 7.570? It's just labelled 'accommodation'. What exactly do you mean by that? Vendor: OK, I can live with that. I'll call the agent and we'll get the contract sorted out. David: Ah, yes. I can see that I might not have explained that clearly. Um, if I recall that was because I stayed m.Lewis: It's been a pleasure doing business with you. in Madrid for two extra days over the weekend and Listening 1 page 53 (CD track 26) the £620 was for an apartment that I rented. My hotel room was only booked 'til Friday, you see, and they David: Hi Charles, I just got a message that you wanted to didn't have any free rooms available for the weekend. see me urgently about something. Charles: Let me see if I've got this right. You stayed in Charles: Ah yes, that's right David. Take a seat, please. Madrid for the weekend and rented an apartment. Could you clarify why you did that? David: Would it be OK to pop back in a moment? I just need to phone a client to arrange a product D<lvid: Well, the hotel was fully booked and ... demonstration in Brussels tomorrow. Charles: No, I mean why did you feel it was necessary to Charles: No. I'd rather clear this up now if you don't mind. rema in in Madrid? The negotiation was concluded on It shouldn't take long. Friday according to your report. Reading between the lines, it appears that you extended a business trip so David: Oh, OK. What's it about exactly? that it became a weekend break. Is that correct? Charles: I've been going through the expense claims. As David: No, it wasn't like that. I was there doing business for you know, we've been attempting to cut departmental this company. costs. So I thought it would be a good idea to do a spot-check on what members of the sales department Charles: Ah, right, I've obviously misinterpreted what you're are spending on their business trips. trying to say. Presumably you had meetings that you attended while you were there, yeah? David: Uh huh? DaVId: No, not exactly. I had a tennis match. Charles: And while I was looking at your expenses I found one or two things that I need a little more Charles: Pardon? Could you run that past me again? information to clarifY. For example, on your last sales trip to Madrid, you spent £278 in the hotel bar. Is that David: Over drinks with Senor Ramirez's sales staff I correct? arranged to play tennis on Saturday afternoon with Senorita Lopez, the um, the sales administrator for the David: Really, was it that much? department. Charles: Yes, it was. Now, in your notes you say that you Charles: This claim is highly irregular, David. were entertaining one of our clients, Senor Ramirez. That puzzled me a little as I met Senor Ramirez at a DaVId: Don't get me wrong. It was strictly business and corporate dinner last year and I seem to remember while we chatted during the match I got some useful that he doesn't drink and dislikes bars. background information about our competitor's prices. David: Um, let me think. Ah yes, I remember now. What I Charles: That's neither here nor there. This is a flagrant meant to say was that I was entertaining some sales breach of departmental rules. employees from Senor Ramirez'S company. I recall now that he wasn't present himself. David: Well, I'm very sorry if you see it that way but, .. . um, I still maintain it was a legitimate expense. Charles: And these employees were involved in the negotiation? Charles: I suggest that we leave it there for the moment but this isn't the end of the matter, David. please get all David: I assumed that they were. Perhaps I was the receipts and documentation together and get back misinformed. to me before lunch. Charles: Hmm. Well I'm assuming that you have detailed DaVId: OK, fine. Um, when I speak to my client in Brussels receipts. should I confirm the appointment for tomorrow? David: Um, yes, I'm sure I have them somewhere. Charles: No, [ think you'd better put that on hold for the moment. I'll see if I can arrange for )0 to go in your Charles: Well give them to my PA. And I'd also like a list place. of who was present. Now, let's look at my next query. DilVld: Oh, right. I see, Um, see you later then . 110 • Audioscripts

Listening 2 page 55 (CD track 27) Listening 2 page 58 (CD track 29) Is it all right if I have a quick word? You see I've seen Mane· Htienc. Good afternoon, Nathan. I gather you wanted something that I think might cause problems for the to discuss something with me. company and I'm not sure what to do. Last month I was on a business trip to one of our main suppliers. While I Nathan: That's right, Marie-Helene. Thanks for seeing me. was there I got talking to one of the workers and it seems I know you're busy with preparations for the Tokyo that a lot of the factory staff are on short-term contracts conference at the moment. and are getting paid well below the minimum wage. As soon as the supervisor saw me talking to the employee he Mane Hdenc:: Yes, it is a little cra zy but we're almost done. came over and interrupted the conversation. The member Now, what can I do for you? of staff I'd been talking to looked nervous and hurried off. I could tell the supervisor wasn't at all happy that we'd been athan: Well, as my mentor, J wanted to talk to you about chatting. A bit later, I went for a walk round and I took the possibility of doing my MBA the opportunity to have a quick look in the factory. When I glanced in I noticed that there were hardly any windows in Mane-Ilelenc:: Nathan, I'm aware that this is important there and the light was bad. It looked as if there were lots of to you but, as you know, the training budget's been machines without proper safety equipment and some of the frozen for the foreseeable future. This has nothing to workers operating them looked really young. Then someone do with your abilities. I'm just not convinced this is came over and escorted me back to the main office section. the right time. I didn't say anything. I mean, after all it wasn't anything to do with me really. But it does seem a bit odd, doesn't it? I'm Nathan: Just hear me out. The MBA isn't just important for concerned it could damage our image if this ever got into my career development, it's also becoming increasingly the press. I know you're seeing the director today. Do you important in my day-to-day role in the department. Most of my current clients are based in other countries m.think you could mention it when you see him? and I'm already working on international projects Listening 1 page 57 (CD track 28) with a multinational team. An MBA with a focus on international business will really enhance my global A mentor is someone who shares both their professional management skills and that will make me more useful expertise and their knowledge of how an organisation for you and for the department. works with a colleague, often a new colleague; that's it in a nutshell for me. M< 1\"lC-llei..:nc: Explain how you foresee it making you more useful. I'd say a good mentor really needs to be prepared to share what they know. That's key. It seems simple but some Natha n: Well, you've mentioned that you would like to people like to keep little bits of knowledge to themselves. It's cut down on the amount of business travel that you a self-preservation reflex really. Also they need to be really currently do. enthusiastic and into their job and their field of expertise. It's not enough to have learnt it all ten years before. You Mc ric-Helene: And? have to have kept your knowledge up to date if you want to keep up with a men tee who may be fresh out of college Nathan : And with the help of this training I'd be more with all the latest theories. It can be velY disheartening for a effective with our global clients. That means that you'll mentee to enthusiastically talk about cutting-edge ideas only be able to rely on me to take on more responsibility to be told these ideas are no good by a stick-in-the-mud with the Asian and South American accounts. m e n t o r. Mc.ncHcJu e: OK, that makes sense but sadly that doesn't You see, mentees will generally look up to their mentor. The alter the fact that the training department are not mentor has got to be a role model and so needs to show going to agree to this. a really good attitude in the workplace, be positive, have earned the respect of their colleagues. They need to have Nathan: That's why I thought we could come to an good contacts to be able to help their men tee to network. arrangement without needing to involve the training They also have to establish a relationship with the men tee department. This means a great deal to me and I really and care about what happens to them . That doesn't mean think it will be of practical use from a very early stage. that they can't criticise or make comments but feedback In fact, I'm so convinced that I'm willing to finance needs to be in a positive and constructive context. They've the MBA myself. also got to be prepared to listen to the men tee. Marie·Helene: Ah! Well, that certainly alters things. One final thing; mentors need to be organised in their mentoring. They can't leave it up to HR or whoever. They Nathan: But naturally, it involves taking on not only the need to set goals and have a clear idea of where the expense but an increased workload. So, since I'm mentoring relationship is going to lead; what outcomes demonstrating my commitment, would you be willing they'd like to see. It's actually a pretty demanding role and to allow me to take one day a week as study leave. organisations need to think about how they arrange and carry out mentoring so they need to be given time to do the Manc.-Helene: Hmm, I'm not sure, Nathan. That sounds job properly, otherwise people will lose faith in mentoring. likely to cause problems for other members of the department. And what about your clients? If they call with an emergency we can't simply say that you're doing your homework and can't be disturbed, can we? Nathan: My assistant, Lydia, has been asking for more challenging opportunities for some time. She's ready to take on more responsibility and if we don't give it to her then we risk losing her. This way, I'll train her myself to work on my accounts and that in turn will assure her that we take her career development seriously. In addition, I'll have calls from all our important clients routed to my home telephone and I'd be available to deal with any problems. It won't cause extra work for anyone else in the department. . 111Audioscripts

Marie-Helene: Hmm, you certainly have thought this Chris: Yes. you've certainly gained wide experience and I through, haven't you? can see how that would benefit the role. Tell me, what do you see as your greatest strengths? Nathan: Yes. [ have. This way everyone stands to gain. And when I pass my MBA and can demonstrate that it has Melissa: Well, [ have a wide skills base. Although my degree been of practical help then that would naturally be was in economics, I have also worked in departments reflected in my bonus. where I've had to use creativity and think on my feet. That means that [ can be both organised and Mane-Helene: Well, we're getting a little ahead of ourselves spontaneous. I also have strong interpersonal skills there. But I'll certainly give your proposal serious and I believe I'm a good communicator. That's vital in thought, Nathan. [ can see how it might help. rIl try to a demanding department like Logistics. get back to you later today with a response. ChrL: Can you think of any examples where you've shown Nathan : Thanks, Marie-Helene. rll let you get on with the effective organisational and interpersonal skills? arrangements for Tokyo now. Thanks for hearing me out. Melissa: That's a good question. Well, the most recent example [ can think of that demanded both of those Mam-He e'1c: No problem. ['11 speak to you later. skills was when I was asked to organise a seminar for the sales, purchasing and logistics departments. I was _ _ Listening 3 page 58 (CD track 30) aware that most people work in close teams so people from the departments might not know each other. So I Chris: Hi Melissa, take a seat. I'm glad you decided to apply put a lot of emphasis on inter-departmental activities for the position of Logistics Manager. that would allow people to mix outside of their normal social groups. The feedback was very positive Melissa: Thanks, Chris. It's a very exciting post. Thanks for and one of the initiatives that came out of that considering me. was a monthly inter-departmental meeting to brief everyone about goals, achievements and challenges for Chris: OK, well, let's start by asking why you think you're individual teams. right for this post. c.. \" Yes, I heard that's working well. So, Melissa, how do Melissa: I'm pleased you asked that. Since [ started with the company two years ago, I have worked closely with you think your colleagues and line manager would the logistics department. When Carla was on maternity describe you? leave, [ was given the opportunity to take on the role of Acting Manager. That allowed me to gain first-hand Melissa: Well, I hope that they would say that I was experience of running the department. At the same motivated, ambitious and approachable. I don't time my experience in other areas of the company believe that a manager should close the door and means that I can see the bigger picture. [ can see where leave the team to sort out problems on their own. I'm and how Logistics interacts with other departments. [ very hands-{)n and I want to create an atmosphere believe that would allow me to implement company where new ideas are encouraged. policy more effectively. CI r '': Uh-huh. Now, tell me a bit about your ... 112 • Audioscripts

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