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Steve Flinders and Simon Sweeney
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PENGUIN BOOKS

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Contents
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Introduction
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l-_ PairworkActivities
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r{ Activity StudentA StudentB Activity StudentA StudentB

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I Ice breaker 25 1 0 1 34 Managementand leadership
2 Advertising 26 ro2 skills for women 63 138
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.H J Agendas 27 103 35 Managementqualities 64 r39
l_- 4 Bank charges 28 104 36 Market research 65 t40
H 5 Budget presentation 29 105 37 Market survey 66 T4I
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6 Businessanecdote 3l r07 38 Meeting arrangements 67 r42
7 Businessetiquette 32 108 39 Mission statement 68 r43
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8 Businessgifts 33 109 40 Pay versusbenefits 69 t44
34
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Businessinitials
Buying and selling 35
110
111
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Performance appraisal
Presentinginformation
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l- ll Cashflow problems 36 IT2 43 Pressand public relations 72 147

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hoduct endorsement 74
l-1 Company organization 38 tr4 45 Production delays 75 t49

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l+ Company presentation 39 ll5 46 hofit and loss account 77 l5l
15 Companytour 4I TT7 47 Project management 78 r52
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16 Companyvisit 42 118 48 Quality 80 154
rJ 1- Corporateculture 43 I19 49 81 155
Quiz 1
l_ t8 Corporate sponsorship 44 120 50 Qaiz2 82 156

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19 Costs and reducing overheads 46 r22 5l Raising finance 83 r57
r{ 20 Customer care 47 123 52 Recruitment 84 158
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Customercomplaint
Customsholdup
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50
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126
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Recycling
Relocation
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161
l- 23 Employeemorale 51 r27 55 Salestargets 88 r62

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Entertaining visitors 52 56 Small talk 1 89
25 Environmentally friendly office 53 129 57 Small talk 2 90 r64
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26 Equal opportunities 54 130 58 Spare parts 9I 165
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Health and safety
ln-house magazine
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Time management
Training priorities
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30 Interview techniques 58 134 62 Transportation 95 r69
3l Job application 59 r35 63 Work environment 96 r70
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3Z Large versus small companies 61 136 64 Work rotas 97 t7l
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55 Late payment of invoice 62 65 Works council 98 172

l_ Glossary 173
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l- A-Zof Language
Functions 178

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CommunicationSkill Table t82

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1 lce breaker 2 Advertising
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Introducti.on
'Ice breakers'
are short exercisesfor use with a new
classto help peopleto get to know eachother.
Introduction
This role play revolves aroundhow to allocatemoney

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Lead-in
Ask why it is important for businesspeople to be able
Lead-in
Questions:
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to:
r 'breakthe ice'with strangers
o what methodsof advertisingare there?
o what methods would be suitable for advertisins
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. ask polite questionsto find out more about business
contacts
sportsequipment?

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o be able to say clearly and concisely who they are,
what they do and wherethey comefrom.
Method
1 Direct studentA to statean initial position. B should
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respond with some general comments and observa-

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Method tions- on football sponsorship,for example.A needs
o With a group class,divide studentsinto As and Bs. to choosebetweena broadly-basedpackagecentred
H There are two possible methods.Either Bs ask all on athleticssponsorship,or a n.urowercampaignled
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their questions,then As questionBs. Or students
takeit in tums to aska question.
by TV advertising. Student B has to change A's
mind - away from football sponsorship.
L r If the group is not too large, get studentsto walk 2 Make sure learnerscome to an agreementon a total

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around so that all the As interview all the Bs and packageand that all points in their roles are included
vice versa. in the discussion.
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Follow-up Follow-up
I Get selectedstudentsto tell the whole group in one
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or two sentences:
After giving feedback, noting the positive achieve-
mentsof the negotiation,suggestan exchangeof letters
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- their name
- their job title and main responsibility
summarizingthe agreement.

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u companylocation. 3 Agendas
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You may wish to provide a model, for example:,My

rLd name is Sylvia Smith and I'm a language trainer Introduction
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responsiblefor business English training at ABC The activity involves a discussion on the telephone
Pharmaceuticals, basedin Berlin.' aboutplanningan agendafor a meeting.
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Explain rhat this is a vital skill which everyonein
the group must be able to perform with easeby the Lead-in
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E' end of the course.If somestudentsare unsureabout I Discussthe themeof quality:
- what is quality?
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their job titles, get others to make suggestions.If
uncertainty persists in any case, suggestthat both - how do companiesraise and maintain quality stand-

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you and the student try to get more information
beforeyour next meeting.
ards?
2 Then elicit commentson agendas:
- shouldall businessmeetingshave agendas?
lt-- 2 Get studentsto write short personaland professional
- are written agendasalwaysnecessary?
}J profiles of their partners, for example as in a job
L- applicationform. - the answer could be that all meetingsneed clear

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objectives,but they may not always be written
down.
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Teachers'notes
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Method Method
1 After the introductory discussion above, students Explain the two roles - A as presenter,B as a listener !
preparetheir roles and B starts,reminding A about who needsto understandpreciselywhat A is sayingand
his/her letter and making some general critical to questionany part of the budgetthat is not totally clear. I
remarkstogetherwith suggestions.
2 T\ey should reach agreementon a new agendabut Follow-up I
postponesomediscussionto the meetingitself. Note Someleamersmay chooseto presentsomeother infor-
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that the final agendadependson other people'scom- mation relating to their own work or interests and
mentstoo. invite questionsfrom their partners.This would be a L
good opportunity to reversethe roles of presenterand
Follow-ip listener. L
They shouldproducea new agendatogether.
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6 Businessanecdote
4 Bankcharges L

Introduction
Introduction This activity can be used to finish off a lesson or a L

This activity is essentiallyabout customerservicein a course, or as a break between two more extended,
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familiar context:a bank. intensiveactivities.

Lead-in Lead-in F
I Ask studentsto discusswhat they think of banksand Is it important for businesspeople to be able to tell
the quality of servicethey provide. They may recall anecdotes?Why is it important for businesspeople to t
somepersonalexperiences,good and not so good. be able to tell them clearly and CONCISELY? L
2 Move discussionon to the natureof customerservice
and why the conceptis important. Method
1 Tell studentsthat there are six stages.Tell them how
ts
Method ./ long you would like them to spend on each one.
b
A begins the role play by ringing with a complaint. B (l-ltlz minutesper stage.)
has to decide how to respond.The role play is poten- 2 Signalto studentswhen the time for eachstageis up. t
tially highly conflictive, much depending on how Be firm aboutthe changeover.
student B, the bank employee,decidesto resolve the 3 Listen in to each pair. Be ready to prompt students L
two problems involved. There are several possible who havedifficulty coming up with ideas.
ways to resolve the difficulties, depending on the 4 When the exerciseis over, get students,still in pairs, l
bank'skeennessto provide a customer-friendlyservice. to go over the story again in order to improve and
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polishit.
Follow-up 5 Invite selectedpairs to report their stories to the
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Have studentswork togetherto createa short dialogue whole group.
basedon handling a complaint to a bank. Reversethe
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roles so B is making the complaint. Altematively get Follow-up
them to change the context from banking to another 1 Get studentsin pairs to tell each other their own
F
serviceindustry. businessanecdotes.Get partnersto report back to the
group the anecdotesthey have just heard. Again, F
encourageclarity and concisenessat every stage.
5 Budgetpresentation 2 Get students to write down the anecdote they have F
inventedor their own anecdote.
Introduction 3 Languageanalysisand feedback. E
The activity provides practice in presentinginforma-
tion and in listening to a presentationand asking for F
explanations. 7 Businessetiquette
F
Lead-in Introduction
This activity encouragesstudentsto reflect upon every- F
Check students'understandingof key vocabulary,such
asbudget,salesbudget,costof salesandcostof selling. day businessbehaviour, to formulate rules for their
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Teachers'notes

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ou'n behaviour,and to leam about the rules goveming
otherpeople'sbehaviour.
Follow-up
A jointly producedmemo stating company policy on
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receivinggifts.

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\\hat aspectsof businessetiquetteare important in the
srudents'own culture?What happensif you break the 9 Businessinitials
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rules.r
Introduction
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I Even' studenthas five different areasto cover. Tell
Like the quizzes,this can be treated as a quite light-
hearted exercise to round off a lesson or a course.
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-{s and Bs that they are going to take it in turns to There is neverthelessa seriousand useful pedagogical
.Je:cnbe certain aspects of business behaviour to
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eachother.
objective.It is importantfor businesspeopleto be able
to read the internationalbusinesspress.Unfamiliar sets
I .\s and Bs shouldreadtheir copies.Give them a little
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of initials are often a barrier to understandingwhen
reading in a foreign language.This activity includes
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behaviourfor eacharealisted on their own sheets.
-: Get .{s to lead with Shakinghands.As tell Bs what
some of the more common sets of initials from the
worlds of business,politics,economics,computing,etc.
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the conventionsfor shakinghandsare in their coun-
tn'icompany/departmentas appropriate.Bs should Method
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then comment on the differencesbetweenwhat As
havedescribedand their own experience.
1 Get Bs to test As on setsof initials l-16. Bs should
give the correct answer after each attempt by As;
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-1 Get Bs to do the samewith Businesscards and con- where necessarythey should explain eachansweras
tirue alternationuntil the end. far as they can, and scoretheir partnersout of 16.
t - 2 Now reverseroles and get As to testBs.
5
Follow-up
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I Generalreportingback. Get eachA to report on a B
3 Pairsreport back to the group with teacherclarifying
any remaining problem sets. Ask studentsif their
areaand vice versa,leadinginto generaldiscussion.
t--
z I lnvite opinions about other areasof everydaybusi-
companyhas a VP for HR or R&D, what their com-
pany's USP is, or whethertheir companyruns a TQA
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ness life, for example, punctuality, the status of
deadlines,smokingat work.
programme.

3 .{sk whether any of these areas are codified or

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Follow-up
I Ask studentsto provide their own sets of initials in
L English to testthe rest of the class.
4- 2 Provide newspapers/news magazinesfor the group
! 8 Businessgifts and askthem to identify eitheras many setsof initials
-_ as possiblefrom the quiz; or other setsof initials for
Introduction further quiz work.
4 The activity is basedon an internal discussionto for-
mulate policy on employeesreceiving gifts from sup- Answers
4
pliersor customers. MD Managing Director. The manager with overall
responsibility for the day-to-day running of the
4 I*ad-in company(British English).
To introducethe theme,ask:
4 VP Vice-President.Usually with a departmentalor
o what is the purposeof businessgifts?
geographical responsibility, for example: Vice-
. aregifts commonin your country?
4 hesident in charge of Human Resourcesor Vice-
. can they causeproblemsor conflict?
PresidentSales,Centraland SouthAmericanReeion
4 r what sort of things could be presentedas gifts?
(AmericanEnglish).

-_ Method R&D Researchand Development.The division of a

Studentsshould engagein a wide-rangingdiscussion, company doing the technical or scientific work
4 bringing in all the points on their role cards.Get them neededto find new products.
to reacha generallyagreednew policy on gifts. PA PersonalAssistant. A senior executive's helper.
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PAs are usually thought to be more than secretaries
i> but lessthanmanagers.
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Teachers'notes
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MBA Master in BusinessAdministration. The most PR Public Relations.The job of Public Relationsis to
importantbusinessschoolor university qualification ensurethat the public image of a companyis as pos- L
in business.Some students do the MBA straight itive aspossible.
after their first degree;others get a few years'job PhD Doctor of Philosophy.The doctoratecan, how- F
experiencefirst. ever, be in any of a wide range of subjects,not just
EU European Union. The political and economic philosophy. b
group whosecurrentmembersareAustria, Belgium, ECU EuropeanCurrency Unit. A currency which is L
Denmark, Eire, Finland, France,Germany,Greece, an averageof a certain number of other European
Netherlands, Italy, Luxembourg, Portugal, Spain, currenciesand possibly the future single cunency F
Swedenand the United Kingdom. for all the membersof the EuropeanUnion (EU).
GATT General Agreement on Tariffs and Trade. The OECD Organizationfor Economic Cooperationand b
main internationalfree trading agreementbetween Development.An economic researchand forecast-
nations,aiming to reduceas far as possiblethe bar- L
ing agencyfunded by the rich industrializednations
riers to trade across national frontiers. The most and basedin Paris, whose aim is to encourageeco-
recent GAff was eventually signed in 1994 after !.
nomic growth, high employmentand financial sta-
lengthy negotiationsknown asthe UruguayRound. bility amongits members.
ts
IBM International Business Machines. Still the ABB Asea Brown Boveri. A major Swiss-Swedish
world's biggestcomputercompany. engineeringcompany. F
SAS ScandinavianAirline Systems.The airline com- JAL JapanAirlines. The main Japaneseairline com-
pany for the Nordic countries. pany. t-
WP Word Processing.Typing and editing text on a DTP Desk Top Publishing. The computer-based F
computer. activity which producestext with integratedgraph-
RAM RandomAccessMemory. The dynamic system ics and varied layout, for examplefor a newsletter, L
memory of a computer that holds programmes and CY or home-producedmagazine.
datawhile they arebeing worked on. CPU CentralProcessingUnit. The brain of a computer. F
AGM Annual General Meeting. The meeting, for AOB Any Other Business. The last item on the F
example,of a company'sshareholders,which takes agendaof a meeting.
placeoncea year.
GDP Gross Domestic Product. The measureof the E
GNP Gross National Product. The measure of the wealth created by a country in a year, excluding
wealth created by a country in a year, including moneyeamedfrom abroad. F
moneyearnedfrom abroad.
USP Unique Selling Proposition.What every com- F
VAT The general tax applied at each point of pany shouldhave - a unique reasonwhy customers
exchangeof goodsor services. shouldbuy from them ratherthan from any other. E
The 4 Ps Price, homotion, Packaging,Place.Theseare TQA Total Quality Assurance.An approachto seek-
the main componentsof the MarketingMix, the most ing to achievethe highestquality of product or ser- :
importantfactorsin the marketingof a product. vice provided by getting everyonein the organiza-
LO Intemational Labour Organization. A United tion to focus on quality all the time. l
Nations Agency concemedwith the rights, protec- IMF Intemational Monetary Fund. A fund set up in F
tion and healthand safetyof workersworldwide. 1947 and to which most of the countries in the
CEO Chief Executive Officer. The manager with world belong, which exists to lend money to coun- F
overall responsibilityfor the day-to-dayrunning of tries in financialdifficulties, particularlyto help with
the company. (More commonly used in American balanceof paymentsproblems.The IMF often with- D
English). holds loans to govemmentsif it doesnot approveof
their economicpolicy plans. E
VIP Very Important Person.Rich, famous,or power-
ful peoplewho receivespecialtreatment.Major air-
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ports,for example,often have a VIP lounge.
HR Human Resources.The managementof such l
things as pay and conditions for all people who
work in a company. F

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Teachers'notes

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3 In discussion,both sidesneedto reachagreementon
exactly what is possible and what stepsneed to be
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takennext.

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Negotiation is an important skill not only for people
involved in the kind of lengthy discussionneeded,for
Follow-up
I Togetherboth studentscould work out a letter to the
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example,to set up this kind of agencyagreement;but
also in informal everyday situations like persuading
customeroffering a unit price discount but request-
ing tight paymentterms.
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someoneto stay on late at work or changinga holiday 2 They could also work out a revised cash budget on
date. This activity can be useful practicefor both for_
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mal or large-scalenegotiation and informal or small-
the basisof the order and a possiblebank loan.

scalenegotiation.
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Lead-in
In what situationsare negotiatingskills necessary?
Are Introdaction
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theseskills relevantonly in the workplace? This activity can help studentsro focus, albeit in a
potentially lightheartedway, on the perennialproblem
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Method
I Give studentsplenty of time to read their activity
of how to make small businessesgrow. If necessary,
the situation could be adapted to the context of a
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sheets.Calculatorscould be useful.
2 Set a clear time limit - 20 or 25 minutes should be
departmentor profit centre if participantsall work in
largeorganizations.
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threeminutes'waming beforeyou stopthem.
3 Get studentsto start with some small talk before
going into the main body of the negotiation.
4 Get eachpair to summarizethe main points of their
Lead-in
In what situationsarecompaniesgiven prizes?What type
of prizesare given?What companieshave won prizes?
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agreementso that each participant is clear about Method
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what hasbeenagreed. I If you suspectthat studentsmay not be very forth-

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Follow-up
coming about imagining their own company into
existence, brainstorm an example with the whole
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I Get selectedpairs to talk through the stagesin their
negotiationin order to analysethe reasonsfor their
classbeforethe activity begins.
2 Note that the list of preferencesfor A and B are dif-
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particularresult.
2 Get studentsto write down the terms of their agree-
ferent.

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r- During feedback,find out what the students'ownideas

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wereandlist them on the board.Seewhetherany pattem

r-- 11 Cashflowproblems
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emergesfrom the choicesmadeby the differentpairs.

tH Introduction
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The activity is a fairly complex face-to-facediscussion 13 Companyorganization
betweena cautiousfinancemanagerand an ambitious
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marketingmanagerreluctantto turn away a major order. Introductinn

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Lead-in
The activity is based on a face-to-face discussion
where both sides need to resolve a problem: how to
As a lead-in, discussthe meaning,causesand implica-
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designa new organizationfor their companieswho are
planningto merge.
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Method Lead-in
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I Both sidesneed a few minutesto preparetheir roles
and absorbthe informationthey have.
Startby asking:
o why companieshavehierarchies
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2 B should start by outlining the order and askinghow
much cash is available. A is pessimisticabout the
o why companieshavestructuredorganization
r if thereare alternativesto traditional companystruc-
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cashflowsituation. tures.

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Teachers'notes
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Method Method
o Each side needsto explain its primary objectivesand 1 The notesbelow the plan on A's sheetare only brief l-/

to outline its concems.There will be sometrade off guidelinesfor A, who will need time to preparethe
betweenthe two. presentation.The preparationcould be done before l-l

o Studentscan sit side by side and actually draw up a the lesson.

2 EncourageBs to preparelots of questionsso that the
>/
fresh organization chart based on their preferred
optionsand what they can agreeon. activity is as interactive as possible. Discourage L-/
monologuesfrom As.
Follow-up l-l
Ajoint presentationof the new structureusing a board Follow-up
or OHP. I Repeatthe activity with the roles reversed. L-i
2 Get As and Bs to write follow-up lettersto the visit:
<
- As sayingthey arehoping for businessfrom Bs
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14 Companypresentation - Bs saying whetheror not they have decidedto do
businesswith As. E]
Introduction
Introducing oneselfand one's work is a common com- -
municationneedin intemationalbusiness.This activity visit
16 Gompany
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gives an oppornrnity to practise a relatively formal '
presentation. Introduction
This is an information gap exercise which also -
Lead-in providespracticein numbersand spellingand checking -
To introduce the theme, discussthe function of trade information. It can thus be used with lower level I
fairs and what goeson at suchevents. students. =
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Method Lead-in
H
This is a two-part activity in which studentsboth pre- Ask the studentsif: l
senta fictitious companyand hearaboutone. o they haveany problemswith spellingforeign names =
1 Ask A to present Conta Inc. B intemrpts with o they have any problemswith understandingnumbers I
requestsfor clarification and/or further information.
B can alsotake notes.
o if the! have any special strategiesfor spelling and
counting.
q
2 Next, B presentsEdile S.p.A. and the roles are there-
fore reversed. Method -
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1 Get studentsto write down any information, e'g. car l.J
Follow-up registrationor telephonenumbers,that they give to _.']
Ask learnersto presenttheir own or anotherreal com- their partners.
pany that they know well. Suggestthey include saying 2 At the end of the activity, get studentsto check that
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who they are and what their responsibilitiesare.A fur- all the information has been correctly transferred.
ther follow-up is to try a similar presentation,but much -J
more informally. Follow-up
Repeat the activity with the roles reversed.Partners :
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now know what information they have to give so
15 Company
tour shouldgive a more polishedperformance' -J
:
Introduction
It is important for businesspeople to be able to talk culture
17 Corporate :
clearly and concisely about their company'sproducts, H
history and organization,as well as being able to guide
visitors round the workplace.
Introduction
The main aim of this activity is to provoke discussion
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so don't be too concemedif the studentsfail to come =
Lead-in up with a coherent policy by the time you call the
Which companiesreceive visitors?Are there any spe- group together. :
Are there any specialrisks
cial security arrangements? H

aboutshowingvisitors around? _l
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Teachers'notes

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bad-in
Ask srudentsif they know any companieswith their
negotiationin which eachparticipantwill haveto com-
promise in order to reach the desired objective. See
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o*n specialculture.What are the characteristicsof cor-
porate culrure?Does it help employeesto work better
alsoActivity 27 on franchising.

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together? Lead-in
To introducethe theme,check students'understanding
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Methd of cosfs,cost of salesandcost of selling.
Encouragestudentsto add ideas in the same spirit to
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the list. Method
Each player in the negotiationapproachesthe problem
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Follow-up from a rather different perspective:A is more conser-
I In the group discussionfollowing the activity, get
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vative in termsof defendingemployees'interests,while
B is more inclined to defend shareholdersand seek
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variouspossiblepolicieson the list, e.g. that compan-
ies are too hierarchical, that there are not enough
improvedproductivity. Consequently,compromiseand
bargaining will be required. Encourage students to
f women in top management,etc. and find out if they begin by statingtheir agreedobjectives(to find savings

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H agreewith theseassumptionsor not. Which onesdo of l0%o)and to find issueson which they agreebefore
they think are nonsensical? Why? going into detail on more problematicareas.As a gen-
rJ 2 Get the group to brainstorm their own equally eral principle, suggestthat they should only compro-
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unorthodoxpolicy suggestions. mise where they get something in retum - in other
words, in concedinga point they shouldgain a conces-
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sion in anotherarea.This may involve looking at two
18 Corporate
sponsorship or three points together - a common negotiating
l-_ approach.

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Introduction
The activity is designedto encourageextensivediscus- Follow-up

L- sion. Studentsmay wish to invent details of the com-

pany they both representand such details may influence
Set up a similar negotiation involving more particip-

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the final choice.Otherwise,there is no obviously right
.J answer.
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20 Customercare
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Why do companiesoffer sponsorship?What types of
eventsdo they sponsor?What benefitsdoes each side
Introduction
This activity emphasizesthe importance of looking
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get? after your customers- thosewho buy a productas well
asthosewho buy a service.
U Method

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time for this before beginningthe activity or distribute In your introduction to this activity, ask about the dis-
H
the activity sheetsbeforethe lessonbegins. tinction betweeninternal customers(other employees
L-
rd
within the same organization whom you serve) and
Follow-up
L-
}J
I Systematizefeedbackfrom the group by asking for
extemal customers(those outside the company who
pay you to provide them with a product or service).
the strongand the weak points of eachfile and writ-
L-
}J ing them up on the board.
Ask studentshow far they serveinternal as opposedto
externalcustomersin their work; and ask them whether
f 2 Get studentsto write a letter of acceptanceto the they shouldbe more focusedon extemalcustomers.

u
Gd sponsorshiprecipient and of rejection to the other
two causes. Method
DJ After the Bs have administeredthe questionnaireto the
L-
Dd 19 Costsand reducingoverheads
As, the partnerscanreverseroles.

L'
CrJ Introduction
Follow-up
I The group can prioritize the different featuresofcus-
L'
Ed
The activity involves a fairly detailed face-to-face tomer care listed in the questionnaire.One technique

f
Dd
 E
t

F
Teachers'notes
!
for getting a large group to arrive at a final list is: Lead-in
L
a) to get eachpair to agreeon a list of priorities; then To setup the theme,ask:
b)to get two pairs together to agree on a common r what causesdelaysat frontiers
list; then o what documentsareneeded !
c) to get two groups of four to agreeon a common o how candelaysbe keptto a minimum
r if the problemsat frontiersare the sameeverywhere E
list, etc.
2 Get detailedfeedbackon how well your studentsfeel o if the solutionsto the problemsare the sameevery- L
their organizations serve their intemal and their where.
externalcustomers,and how thesetwo kinds of ser- Be tactful aboutthe issueof corrupt officials - in some F
vice cogld be improved. placesmention of comrption may be acceptableonly if
I
it refersto othercountries!

21 Customercomplaint Method !
Studentshave a reasonableamountof freedomin how
Introduction l
to resolvethe problemhere.The discussionis led by A
This activity practisestwo important communication statingthe problem and askinghow it may be resolved.
and businessskills. As have to turn an unhappy cus- !
B respondsand togetherthe two positions are brought
tomer into a happy one. Bs have to avoid being fobbed closer - or not, dependingon the degreeof obduracy F
off with lessthan what they regardastheir properdue. held by the official, B, or rectitudeheld by A.
F
Lead-in Follow-up
Ask students: Some studentsmight like to role play a face-to-face
F

b
r in what situationsthey have made complaints over meeting at the frontier, with other studentsplaying
the last few months relatedroles,including the driver. t
o whethertheir complaintshavebeenwell handled
o why it is important for companiesto be able to deal F
efficiently with complaints.
morale
23 Employee ts
Method
Introduction F
1 Allow adequatetime for the heavierreadinginput or
This activity begins with an exchangeof information,
distributethe activity sheetsbeforethe sessionbegins.
followed by discussion.It is important for the students t-
2 Ensure that both partners are clear about the final
to completethe first part satisfactorilybefore they start
outcomeof the discussionby getting them to write
the second. b
noteson the agreementreachedand comparenotes.
Lead-in F
Follow-up
Ask the studentsin what way morale affects the way
1 Get eachpair to report back on their agreementand
people work. What are the possible results of poor F
tabulateall the agreementson the board.
employeemorale?
2 Get feedback on how the encounter between Bs' F
firmness and As' desire to win over the customer Method
swayed the discussion one way or the other. 1 Before the studentsbegin,make it clear to As and Bs F
Brainstorm language gambits which As and Bs that they have different lists of suggestionsfor
might haveused. l.
increasingcompanymorale on their activity sheets.
3 Get studentsto write A's letter apologizing for the Underlinethe fact that they are not expectedto com-
inconvenience,summarizing the agreementreached, t
pete by shortlisting more of their own key actions
etc. thantheir parmers'.The objectiveis simplyto get what t
they both agreeis the bestpossiblepolicy defined.
2 You could encouragethem to simulateformal meet- l.
22 Customsholdup ings with Bs and then As making shortpresentations
of the ideaslisted. They will needextra time to pre- b
Introduction
pare this. This should then be followed by an open
This is a telephoneconversationbetweentwo people ts
discussionof the merits of eachidea in tum.
with verv different concems.
3 Studentsmay wish to add their own ideas.
ll

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r-_
rEt

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f-a
Teachers'notes

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4 Ensure that each pair is clear about what it has
agreedbeforecalling a halt.
Lead-in
Ask studentsfirst of all what nationallaws exist on, for
L-
r{ Follow-up
example,packaging,air andwaterpollution, etc.and ask
if they know how legislationdiffersin any othercountry.
L.
IJ
I Brainstormstudents'ownadditionalideas.
2 Discusshow far there is a group consensusand why Method
L-
rd
some,if any, of the ideasare generallyconsideredto Before the activity begins,you may wish to presentor
be more feasiblethan others.
L-
} a 3 Get studentsto write a short report recommendinga
elicit someof the languagewhich studentsmay use in
prioritizing the ideas, particularly comparativeforms
occurring in such expressionsas: 'Oh no, I think using
L- plan of actionto the company'stop management.

r
}J recycledpaperis much more importantthan . . .'

r4 24 Entertainingvisitors Follow-up
L-
rJ Introduction
I Find out how many peoplefeel this is a relevantand
useful topic and how many do not think that safe-
frl This is a fairly extensive telephone conversationin
which two new businessassociates get to know each
guardingthe environmentis important.
2 Get feedbackon students'ownideas.Additionalsug-
L-
EJ
other a little and discusspossibleentertainmentfor one gestionsmight be:
- tuming off computersand other office equipment
of them, who is planningto visit the other.
l--
r{
when not in use
Lead-in - avoiding unnecessarychemicalsby, for example,
L.
rJ
Ask: usingvegetable-based glues,pump-actioncontain-
o what types of entertainmentcompaniescould pro-
L.
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vide for businessassociatesin your country
ersratherthan aerosols
- using refillable laserprinter cartridges

U
H
r what sort of entertainmentyou would like if you
were visiting other countries.
- using scrappaper for notesrather than brand new
memo pads
L-
H Method
- using electronic mail where possible rather than
paper.
L.
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o Much of the content here needs to be genuinely
basedon students'interests and preferences and on
3 Questionsfor the group:
- what environmentallyfriendly stepsdo you take in
L-
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local entertainmentavailable.
o An interestingway to do this is for A to explain to B
your own offices?What more could you and your
colleagues do?
U what is availableby referring to a local 'What's On'

r
- how environmentallyconsciousdo you think your
guide or newspaper. company is as a whole? What more could your
r The conversationhasthreemain partsafter the initial companydo?

u
H

rJ
introduction:
i) outlining possibleentertainmenton offer
ii) B's preferencesand interests
l-- 26 Equalopportunities
rJ
iii) planningan entertainmentitinerary for B's visit.

L- Follow-up
Introduction

u
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rJ
o A fax from A confirming ideasand/orarrangements.
o Reversingroles: B should return the invitation and
This is a straightforwardcollaborativediscussionbased
on prioritizinga seriesof points.

L-
DJ
try to fix up entertainmentthat A would like.
r Repeatthe activity placing emphasison either very
Lead-in
Discuss the meaning of equal opportunities and the
L-
DJ
formal or very informal typesof hospitality. importance of the issue, with reference to students'
own country/countriesand/orexperience.
L'
DJ
25 Environmentally
friendlyoffice Method
L-
DJ
The objective of the activity is to prioritize a seriesof
Introduction initiatives following discussioncomparingthe relative
l---
Gd
This activity can be particularly interestingwith groups merits of different proposals.As each studenthas the
of studentsfrom different companies,different sectors same list of points, they should discussthe merits of
f-- and different countries. eachone,then decideon an order of importance.
r--
>J

DTJ
 .l-

-!-

l-

Teachers'notes
!.
Follow-up Method
o Leamers can suggest initiatives which could be 1 B should start with a general outline of the health !-
introduced in their own working environment to and safety position and some ideas on how to
l-
improve equalopportunities. improve matters. A replies with commentson B's
. Students can discuss what measureshave already remarksbut proposesmore radical changes.
_t-
beentakenand decidehow effectivethey havebeen. 2 Encourage students to paraphraseeach other with
'What you're
expressions like 'So you think. . .'and l-
saying is . . .' before suggestinga slightly different
27 Franchising emphasis. l-

Introductioi Follow-up !.
The activity is a face-to-facenegotiation where both A jointly-produced plan of action to presentto other
sides will need to compromisein order to reach an colleaguesin the form of a shorttalk. F
agreement.
E

Lead-in 29 In-housemagazine
Introducethe themeby askingstudentsto namefamous t.
franchisors. Examples are McDonald's, Benetton, Introduction
Discussingthe contentsof an in-housemagazinegives !.
Hertz, Kentucky Fried Chicken.Ask:
o how franchisesoperate the studentsan opportunityto discussthe type of infor-
.F
o what is the relationshipbetweenfranchisorand franch- mation that shouldbe includedin such amagazine.
isee. .F
Lead-in
Ask:
Method
r if their companyhasan in-housemagazine
->
Once studentshave read and understoodtheir roles, A,
the franchisee,should start by outlining some general o ifthe] readit !-
objectivesand by talking aboutthe presentsituation.B, o how do they rate it
fl

the franchisor,will need to be conciliatory.If the dis- o how would they improve it. .F
'only make
cussionfollows the negotiatingprinciple of
a concessionif you get somethingin retum', then the Method .F
result shouldbe a lively exchangeof offers and counter o There are really two parts to this activity' The full
offers,but compromisewill be necessary' version involves drawing up a businessplan for the F
magazine (see the section beginning: Identify the
Follow-up objectivesof the magazine. . .) as well as deciding F-

I An exchangeof letters outlining the basis for con- on the content.This versionis likely to take up con-
siderablymoretime. ^F
tinued collaboration.
2 A jointly prepared statementexplaining what they o For studentswith less businessexperienceor less
l-
have agreed. time or both, the activity can centre on deciding on
contentalone. -l-
Follow-up
28 Healthand safety F
After getting feedbackon the various models of cor-
Introduction poratecommunicationproposedby students,widen the .F
The activity is based on a face-to-face discussion discussionto include other tools of internal commun-
between colleagues,one more radical and more pro- ication: F
gressivethan the other.Consequently,somepersuasion o how do you makeintemal communicationeffective?
will be required. r how do you makeintemal communicationtwo-way? f-
etc.
Lead-in -F-
Discussthe issuesinvolved in health and safety.How
F
are theseissuestreatedin the students'country/coun-
tries?How are thev discussedand checked?
F

-.!.

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Teachers'notes

L-
}J 30 lnterviewtechniques
If appropriatetelephonesare not available,get pairs to
sit back-to-back.
L
H Introduction Follow-up
L.
l-
The activity is a collaborativediscussion,studying and I During the activity, monitor in particularthe way the
sharingopinionsbeforemaking an assessment. call startsand ends,and commenton the authenticity
t-
Lt
Lead-in
of thesestagesfor the various pairs. Get good pairs
to simulate model openings and closings for the
L-
L-
lntroduce the topic of interviewing by asking students others.
abouttheir experienceof interviewsandaboutwhat kind
L-
H
of questionsthey would expectto get in a job interview.
2 Discuss how the recruitment processmight go on
after this stage.
L-
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Method
3 Get studentsto write a short letter from either the PA
or the applicant,following on from this call.
Srudentssit side by side. There are three parts to the
L
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activity. First, students study the job advertisement,

L
LJI
then classify the questions,then assesstheir usefulness
in a job interview. In this last part they shouldjointly
32 Largeversussmallcompanies
L-
L4
_eivea reasonfor their decision. Introduction
Large companiescan be very powerful; small compan-
U
L-
Follow-up
I Use the questionsas a framework for interviewing
ies can be very flexible. So what are the advantages
and disadvantages of each?
L
rr
other students(or eachother)for thejob in question.
2 Study other job advertisements,work out likely Lead-in
questionsfor an interviewing panel,and set up inter- As a short lead-in, and before distributing the activity
viewswith otherstudents. sheets,ask studentswhether they prefer working in a

H
r 31 Jobapplication
large or small organization. Elicit just one or two
advantagesand disadvantages for each.

1
U Introduction
Method
I This exerciseshould be approachedas a debate:A
L Although studentsmay appreciatethe fantasyelement has to argue the advantagesof working in a small

rr in the activity, they shouldneverthelessbe encouraged

to treat it as a serious exercise in recruitment. The
respectivepartnersshould make initial assessments
thejob or of the applicant,as appropriate.
of
company;B has to speakin favour oflarge organiza-
tions. Warn studentsthat they may find themselves
being asked to expressopinions that they do not
necessarilyhold. Point out that this is good debating
g
practice.
U
H
Lead-in
Ask students:
2 Roles can be reversedto see if further additional
ideasare generated.
L
4
o what typesof job applicationforms they havefilled in
o what the purposeof a form is Follow-up
L
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o whether a form is more effective than an open ap- An A and a B from different pairs can be asked to
plication.
U
IJ
debateagainin front of the group.

Method
U
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The procedureis as follows.
33 Latepaymentof invoice
I B (the applicant)calls A (the currentPA who is leav-
L-
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ing the job) to find out what has happenedto his/her Introduction
l-
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application.
2 A apologizes- hasbeenvery busy.
This is a relativelyshortand simpleactivity,wheretwo
sides have conflicting interests.The topic relates to
U
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3 B asksA questionsaboutthe post while, altemately,
4 A asks B questions about his/her experience, tan-
customerservice:the creditordoesnot wish to upseta
c\s\orner. but at the sarnetitne is keen to reee\\R,\ha
l- guages,etc. moneyowedas soonaspossible.

r---
DJ 5 A should take the initiative to bring the call to an
end,tell B what will happennext and say goodbye.
}J

l--
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1l
 I
J
Ld

)
lr
I
-J
l-r
Teachers'notes
.r
l-l
Lead-in
Ask: 35 Managementqualities rl
- l
r why late paymentis a problem
-l
o wh! do companiesdelaypayment. Introduction rJ
I
The activity is an informal face-to-facediscussionwhich
Method involvesreadinga list of points and prioritizing them. l-f
- - l

1 A, the creditor,telephonesB. Studentsshouldnot sit

face-to-facefor telephoningtasks.If possible,usean Lead-in H
- l

intemal phoneline for a more effectiverole play. As an introductionto the theme,ask studentsto brain-
2 A should securea promiseof when paymentwill be storm ideason the qualitiesof a good managerand the -
made. attributesrequiredin a managementteam.
l-l- (
Follow-up Method
l-.
Repeatthe activity, reversingroles. Seeif the outcome 1 Students should first discuss the points listed and
is any different. make sure they understandthem all; then set about
prioritizing them and come to a negotiatedagree- =
ment on the right order. l-/
34 Managementand leadershipskills 2 If disagreementsoccur, compromise or trading of
for women ideasmay be necessaryto reachan agreedorder.
-
Introduction Follow-up -l
IJ
This activity is useful for training personnelas well AS o Individual pairs can report reasonsfor their decisions !
-l
of general interest to women, in particular those in and/or report any disagreementsthey had and how IJ
management or supervisorypositions. they were resolved.
o Some studentsmay like to assessthemselveson the
_t
- t
IJ
Lead-in basisof someof the qualitieslisted. -)
Ask students:
r if they think men and women have similar manage- :
IJ
ment skills 36 Marketresearch
. if they think men and women have equalopportunit- -J
lJ
ies in the workplacein their country/countries. Introduction
The activity is a discussionbetweentwo people,one of J
l-r
Method
Although experiencedtrainers may be interested in
whom has provided a service with which the other is
not happy. J
rt-a
spendingthe time necessaryto devisetraining ideasfor
all five areas,most studentswill probably be happy to Lead-in J
l-l
concentrateon discussingoneproblemareaanddevising
a trainingideafor this areaonly.In this casepairsshould:
Introduce the theme by asking if studentshave any
experienceof marketresearchand what they seeas the
J
l-{
1 discusswhich areato concentrateon
2 discusshow bestto handlethe problem
advantagesof market researchfor producersand ser-
vice providersand for consumers.A possibleansweris
J
ld
3 devisea training idea. that the results of market researchhelp producersto
provide products or services which match consumer
J
l{
Follow-up needsand wants. I
I Pairs give feedback to the group of the training
ideas.If time permits,pairs can take over leadership
of the group to try out the training idea they have
Method
I Preparationis vital. Monitor the preparation:it may
f
devised. be necessary,during the preparation,to prompt A, =
l{
2 Studentswho (rightly) point out that the problem the hotelier,towardsa set of demandsto resolvethe
areasare relevantto men just as much as to women, difficulty. -I
can be told that theseareaswere in fact identified for 2 Once the discussionbegins, A raisesvarious objec- -
a successful real-life training programme aimed tions to the survey technique and reporting. B, in J
t-4
specificallyat women.The legitimacy of identifying
suchareascan,ofcourse,be debated.
assuringthat the researchis preliminary, avoids the
issueand potentiallyfuels A's dissatisfaction, since
I
l-
marketresearchis very expensive. l
g

t2
l
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Teachers'notes

L.
IJ
3 The third stageshouldconcludethe discussion,either
with a resolutionfor how to proceedor with the rela-
Method
I As with other telephoningactivities, use an internal
L-
r{
tions breakingoff in a somewhathostile atmosphere. line, or seatstudentsback-to-back.They shouldhave
a pencil to takenotes.
L-
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Follow-up
Each side should write a letter to the other summariz-
2 Remind students that good telephoning technique
includes summarizingany agreementat the end of
L-
fr{
ing opinion and statingwhat shouldhappennext. the call to confirm that everythingis clear.
3 Give feedbackand repeatthe exerciseif necessary,
L-
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specifically to improve telephoningtechnique.
37 Marketsurvey
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Follow-up
Introduction 1 Write a fax confirming detailsof the arrangement.
L-
IJ
This is a questionand answeractivity involving a ques- 2 Reversethe roles and repeatthe exercise,or set up a
tionnaire.It could be completedvery quickly, though a
L-
EJ
variation could be that the respondentdoes not like
similar situation perhapsbased on students'actual
commitments.
L.
--
someof the questionsand challengesthe designof the
questionnaire!
L-
H Lead-in
39 Missionstatement

L.
-{
Begin by prompting discussionon the purposeof mar-
ket researchand the importanceof market surveysfor
Introduction
This is a potentiallydifficult and time-consumingactiv-
L-
rL
companies. ity which requiresthe exerciseof a variety of different
skills, including note-taking and writing. Students'
Method
efforts will, however, be rewarded in having given
rl-a Simple questions and answers,with the interviewer
thought to somefundamentalquestionsabout the nature
notingthe answers.B cangive genuineresponses.
fL.-
and raison d'dtre of their own businessorganization.
A variation could be that B plays a role where the
L-
H
respondentreally likes to talk a great deal around the
Have available some mission statementsfrom real
companiesto show to studentseither at the activity or
questions,so delayingthe (impatient)interviewer.
L. at the feedbackstage.

u
r{

rJ
Follow-up
Reversethe roles and repeatthe activity. Get students
Lead-in
Ask students:
U to repeatthe activity severaltimes with other students

rL
. if their companyhasa missionstatement
or teachers,in orderto collectdatafor a groupofpeople. I 3trd,if so, what it is
Studentscould also designtheir own questionnaireon a r what its purposeis
tH different topic of their choosing. o ifit is useful.

- Method
L-
H
38 Meetingarrangements I Before starting, discusswith the group the kind of
languagein generaland the typical structuresassoci-
L.
,H
Introduction
The activity involves a telephone call and making
ated with mission statements.Write suggestionson
the board for reference during the exercise, for
L. arrangementsto meet but each individual has a differ- example:we want to. . ., we need. . ., we believe

u
rJ
ent attitude.B (the agent) is fairly reluctantto devote in. . ., we believethat. . .
time to A's products- or a meeting.The objectiveis to 2 Studentsin pairs will move from discussion,through
IJ

U agreeon a meeting. note-taking, to drafting and redrafting their own

u statements.Give as much help as possible.If avail-

H
Lead-in
able,provide studentswith word processingfacilities
Discussthe role of agentsand the natureof the manu-
frJ while working towardsthe final draft.
L-
H
facturer-agent relationship. When is the relationship
problematic?One possibleansweris when the agentis Follow-up
L-
rrJ
not effectiveor when he/shehasother priorities or sells
competingproducts.
1 Ask pairs to readout their own drafts.Look for com-
mon threadsto developin the discussionphase.
L-
rJ

L-
ITJ 13
 F
E

F
Teachers'notes
E
2 Ask students: 3 Ask how many of the group have experienceof per-
o what missionstatementsachieve pay and how they feel aboutit.
formance-related E
o who shouldwrite them
o how much the personnel of the company as a F
whole should be consulted during the drafting appraisal
41 Performance F
stages.
Introduction
!
The activity is an internal discussionmeeting,therefore
40 Payversusbenefits informal, leading to a decision on a problematic F
employee.
Introductiiln F
This activity can be of generalinterestto all managers Lead-in
and of specific professional interest to managers Discussthe meaningof performanceappraisaland ask: I

involved in humanresourcesand personnel. r what its purposeis

o if performance appraisal is used in the students' F
Lead-in country.
Ask studentshow companiesthat they know remuner- F
atetheir employees. Method
B shouldstartby introducingthe purposeof the discus- F
Method sion and outlining the problem. The discussionshould
Presentthe activity in generaltermsand go throughthe move from generalobservationsand opinions to spe- F
details of the current packagewith the group to ensure cific decisionsand agreement.
the terms are clear, before handing out the activity F
sheets.Notes: Follow-up
o Joint preparationof a memo outlining the agreement
F
o PRB. The manager earned a performance-related
bonus of f10,650 out of a possiblemaximum of reached.
F
f20,000 last year. o There is also scope for generalclass discussionof
-J

o Long-term disability cover. This is a form of insur- the issuesinvolvedin problemssuchasthoseoutlined F

ancewhich providesthe managerwith an income in in the activity.
the event of his/her being unable to work for an F
extended period through accident or illness. (The
cover is private becausethe govemmentof the coun- information
42 Presenting F
try in which both the studentswork does not make
adequateprovision for this.) Introduction F
o Parking. The company curently pays for the man- The activity is an opportunityto presentinformation in
E
agerto park in a city centrecar park every day when a well-structuredmanner and to respondto questions'
he/shecomesto work. The companydoes not have SeealsoActivity 14 on Companypresentation. F
its own car park and cheapparking is impossibleto
find. Lead-in F
r Annual health screenins.A detailed medical exam- To introducethe theme,ask studentsto brainstormthe
ination. most important characteristicsof good presentation F
technique. Possible answers include: well prepared,
Follow-up well organized,appropriateand relevant,clear,enthusi- F
1 Get feedback on the results of each negotiation. asticallypresentedand supportedby good visuals.
Clearly, a figure close to f40,000 is good for A (the F
personnelmanager)while B will have aimed to get Method
more. Find out how close to the total of f40,000 Two minutes is very little preparationtime and three E}
eachpair were. minutesis a very short talk. Offer a model as an exam-
2 Ask whetherthe fact that the manager(B) only man- ple. The key objective is to get over a limited amount F
agedto eam just over 5OVoof his potential PRB last of information in a well structuredand coherentfash-
ion, with an introduction, a middle and an end. After
F
year reflectswell or badly on him/her. Can we draw
any conclusionsabouthis/herquality as a manager? each presentation,the partner and other students(and
F
you) canaskquestions.
t-

l4 F
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Teachers'notes

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Follow-up
r Allow longerpreparationtime for slightly longertalks.
Follaw-up
1 Get feedbackfrom eachpair on the developmentand
L-
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o Allow studentsto chooseother topics, which may be outcomeof eachnegotiation.
businessor study related,or concernpersonalinter- 2 Discussthe advantagesand disadvantages ofproduct
L-
l-
EStS. endorsementin more detail. If necessary,point out
r Allow extra preparationtime for the inclusion of a that sometimesthe arrangementcan backfire, for
L-
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visualsupport. example if the pop star endorsing your product is

L-
L-
accusedof child abuseor the athleteendorsingyour
running shoesconsistentlyfails to win races.
L- 43 Pressand public relations
L'

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Introduction
The activity is a potentially highly conflictive inter-
45 Production
delays

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vie'*'. A has to be very calm under pressurefrom both
the siruation and from aggressivequestioningby the
Introduction
This is a telephoneactivity basedon seriousorganiza-
L-
r-
press. tion problemsin a subsidiary.

L.-
l-
l*ad-in
Discussthe importanceof public relationsand the rela-
Lead-in
Ask:
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l-
tionship betweenPR and corporateimage (see intro- r what the relationshipis betweena head office and a
ductionrn activitysection). subsidiary
L
r-
o when problemsarise
Ilethod
U
l-
-\ tace-to-faceinterview. It would be fun to video
o how problemscan be resolved.

U record this if possible, and play it back as part of a Method

r
Lt
ne\r'sextractor documentaryon pollution.

Follov-up
A, at the headoffice, telephonesthe subsidiaryto know
what is going on. A may chooseto insist on visiting the
subsidiary.As usual with telephoneactivities, prompt
U
{
Ertend the video idea to build the interview into a dis-
cussionof the problem of industrialpollution. A further
studentsto summarizeany agreementat the end.

L
g
possibiliry would be to bring in other roles, such as
environmental campaigners,employees, relatives of
Follow-up
. A should write a confirmatory fax, outlining main
L
ru
employees,other managers,local residents,etc., and pointsof the discussion.
havea wider debatein the shapeof a public meeting. . B should write a memo to an English-speakingcol-
leaguein Portugal.
Y o The situation could be extended to a face-to-face

r
44 Productendorsement meeting.

rr
Introduction
Michael Jacksonand Pepsi becamea famous double 46 Profitandlossaccount
act. But who benefitedin the end?
Introduction
Lead-in The activity is basically a telephoned information
L-
Lead in by asking for examplesof product endorse-
L--
L-
ments by famous people and discussing briefly the
transfer between colleagues,though explanationsare
requiredto supportthe details.
L-
L-
advantagesand disadvantagesof this form of product
promotion. Lead-in
t-
l-l Method
As a lead-in to the subject,check that studentsunder-
standwhat a profit and loss accountis. Ask them to say
U
L-
This activity is essentially a preliminary negotiation
involving an information gap. Studentsshould prepare
if the following statementsare true (T) or false (F):
o it showsthe healthof a companyat a given moment(F)
L.
l-
a strategybefore they begin the negotiationand should
try to anticipatethe argumentsof the other side as part
o it showsthe trading performanceof a companyin a
particulartime period (T)
L-
l-
of their preparation.

t-
l-
t5
 =
>-r I

=
I
Teachers'notes
)-r
I
o it shows the principal costs a company has to meet Lead-in
(r) What doesquality mean?What effect doespoor quality =
- l
o it showsforecastsalesfor the coming year.(F) have on customers?How important is quality for com-
peting in the marketplace? -
Method
I B asksa seriesof questionsto completeinformation Method =
I
required on the latest profit and loss account for a Getting each pair to choose the six most desirable
sister company.He/she also asks a series of ques- features for their quality programme may require a =
I
tions in order to clarify certainaspects. generoustime allowance.Start by getting each pair to -1
l-r
2 B should paraphraseor repeat certain answers to eliminate the features that neither member wants to I
make surethere are no mistakesin the transferof the
information or in understandingthe answersto the
retain.
q
Follow-up ,-
further questions. >.
I Compare the shortlists drawn up by the different !
Follow-up pairs.How similar are they?
Find other examplesof profit and loss accountsand 2 Discusshow suchquality programmescan be imple- -
assess positions.
the strengthof companies'trading mented.
3 Ask studentswhat experiencethey have had of qual- -
..d
ity assuranceprogrammesboth as employeesand as
-
47 Proiectmanagement consumers(noticing a conspicuousimprovementin a --td
company'sproductsor services).
Introduction =
The activity is basedon an informal face-to-facemeet- tr{
ing between a project leader and his/her assistant. 49 Quiz 1 J
There is a strong disagreement,so diplomacy and tact
are importantqualitiesfor both sides. Introdaction =
lr-r
This activity can last as long or as short a time as you
Lead-in want, so make a clear decisionin advanceon the time J
Discussthe purposeof project planning and its import- limit you want to set and whether you are going to
ancein industry. =
introduce it as a quick end-of-lessonquiz lasting ten F-
Method
minutesor a main activity involving lots of discussion
and supplementaryquestioning.
J
In group meetings an assistantwould be unlikely to
=
citicize his or her boss'splans.Remind studentsthat in
this case,the meeting is private and informal and the
disagreementsare real. They must, however, reach
Method
. As can ask Bs all the questionsand then reverse
roles. This can also be good listening practice if Bs
f
lr{
agreement.This discussionmay be lengthy,sincethere
are severalpoints to raiseand to agreeon.
arenot shownthe sheet.
. As and Bs can askeachother questionsin turn.
-I
F--
r As can ask Bs the questionsin Quiz I and then Bs J
Follow-up
Togetherthey may prepare a joint plan to presentto
can ask As the questionsin Quiz 2.
f
othermembersof the team. FolLow-up
Lots of possibilitiesfor discussionand a real opportun- f
48 Quality
ity for membersof a group to leam more about each
other and to get to know eachotherbetter. f
>-
Introduction -l
t{
Increasingly,companiescompeteon quality, but qual-
ity cannot be achievedwithout the involvement of the
50 Quiz2 :I
whole workforce. So a good quality programmewill
involve people - often people who were previously
SeeQuiz I f
H
scepticalaboutsuchprogrammes. J
=

f
t6
T
L
u
r-

l-

L-
l- Teachers'notes
L.
l- Follow-up
L-
l-
51 Raisingfinance I Get feedbackfrom all the pairs on which applicant
was preferredand why.
L-
l-
Introduction 2 Discussthe advantagesand disadvantagesof differ-
The activity is basedon a friendly meeting betweena ent stagesin the conventionalrecruitmentprocess:
L-
l-
;trmpan]'executiveand an independentfinancialadviser. - arereferencesreliable?Is testingreliable?
- can a potential employer really leam anything
L-
l-
Lead-in from an interview?
To Lnrroducethe topic, discussraising finance,ensuring
l-
l-
that srudentsunderstandthe various ways a company
- how well do interviewersinterview?

L-
Lt
mar chooseto do this as explainedin the students'
Lntroductions.
53 Recycling
L-
L- .llethod
Introduction
L-
r-
- Thoroueh preparationis important: studentsneed to
undentandthe balancesheet.
The activity involves an informal face-to-facediscus-
sion betweencolleagues.The essentialobjective is to
L.
r-
i -\. representingthe company, outlines the present
prrsitionof the company.He/shewants adviceon the
agreeon priorities and on a plan of action.

L-
L-
hlielihood of raising finance.
-: B respondsby asking for more information and then
Lead-in
Discussrecycling,its purposeand value and students'
L
l-
ans\\ers.giving reasonsfor his/heropinions.
-l Encouragestudentsto check their understandingof
experienceof it.

L.
rU
uhat the other says by paraphrasing.Elicit/suggest Method
phraseslike 'So, you're saying .' and 'So what The activity has two parts. Studentsshould decide on
rou meanis . . .' the three key advantagesof recycling and any draw-
L-
backs involved. They should then formulate a policy
g Follolc-up for the companyinvolved.
U
g
Look at examples of balance sheets from company
repons. Identify the key figuresto assessthe health or Follow-up
L
g
other$ise of the companiesinvolved. Combinethis activity with other environment-related
studies from other sources.(Activity 43 also con-
L
g
cems an environmentalissue.)
52 Recruitment Studentsmay also commenton recycling policies in
U
g
Introduction
companiesor institutions they are familiar with, as
well asdomesticrecycling.
U
g
This activity involves finding the most suitable can- Design a questionnaireto find out the extent of re-
didatefor thejob. cycling and people'sviews on the subject.
l--
g
Lead-in
L-
v r Discussrecruitmentproceduresexperiencedby your 54 Relocation
U
Y
students,either as job applicantsor as employment
providers. Introduction
U
L-
. Give some practice in paraphrasinginformation so
that studentsdo not readout the file cardsverbatim.
This is a difficult activity becausethe positions of the
two parties are initially quite far apart. You should
l- monitor the processby which the studentssucceedin

u
r- Method finding - or fail to find - a solutionto a problem which
Judge whether studentsare able to structurethe tele- hasno obvioussolution.
L- phone meeting without help or whether you should
1-
LJ
advisethem to postponediscussionuntil all the candid-
ateshave beendescribed.Encouragegenuinesummar-
Lead-in
Briefly discussthe notions of win-win, win-lose and
L-
Y
izing and paraphrasingrather than reading out the file lose-lose in negotiation and ask the students to
cardsverbatim.Give an exampleof how to do it. describebusinesssituationsin which it is betternot to
L-
Y
compromise.

1-
Y
'Scex
l-
Y
t7
 F

Teachers'notes t-

Method Follow-up !-
Be preparedfor the activity to last only a short time (in 1 Reproducethe table on the board and get studentsto
fill in the missingfigures. F
the caseof neither party being willing to compromise)
or quite a long time (where there is readinessto com- 2 Discussfigurescentralto the students'ownwork. -
l-
promise). If somepairs finish the activity quickly, get 3 Discussthis kind - and other kinds - of incentivefor
them to write eachother follow-up letters. salespeopleand others.
-

Follow-up Figures North West South East F

1 Get feedbackon the outcomesfor the different pairs in $US -
in the group and the processby which the outcomes l-
First
were arriyedat. quarter |
93,137 94,005 85,21 93'140
2 Ask students if they have ever been involved in F
Second
negotiatinga problem where the two sides were so quarter l0 | , 104 98,776 85,439 99,505
far apart that there seemedlittle chance of agree- F
Third
ment. Discussdifferent strategiesin sucha situation.
quarter 103,771 99,422 87,624 102,099 F
3 Get studentsto write formal letters to each other as
A or B with their versionsof the decisionsreached. Fourth
quarter 95,106 100,471 89,423 102'500 F
Totaf 393,068 392,174 347,697 397,344
F
55 Salestargets -
Figures West West East East Central F
Introductian
in $US Central Central Central Central Revised
This activity is a straightforwardexchangeof figures lnitial Revised lnitial Revised Total F
betweenthe two partners.It may thereforelast rather
First
less time than a first glance suggests.Pocket calcu- b
quarter 46,0| 0 46,9l0 47,194 47,668 94'578
latorswill be useful.
Second F
quarter 48,763 48,963 51,309 5l'309 100'772
Lead-in -
Ask: Third F
o why settingtargetsis important quarter 49,345 49,727 5l,499 51,699 l0l '426 -
o what happensif targetsare not met. F
Fourth
quarter 49,557 50,847 51,446 50'230 l0l '077 -
Method F
Totaf 193,675 196,447201,148 200'906 397'353
Therearetwo setsof figuresto exchange:
l-
o each partner has a couple of figures missing for the
otherregions F
o eachpartnerhas only his/her own revisedfigures,so 56 Smalltalk 1
the proceduremight be: l-
Introduction
a) exchangethe missing fourth quarter figures for
This is difficult but the activity practisesa very import- -
the otherregions F
ant skill - steeringthe conversation'Eachbox contains:
b) calculate and agree on the totals for the other
r four nouns
regions F
o threeverbs
c) calculateown revisedtotal (strictly speakingit is )
r threeadjectives F-
not necessaryto exchangeall the revised figures l

unlesseach wants to check the other's figures in )

Method >/
- l
detail) Ten minutes for the activity. Comparescoresand ex-
d) add the two revised totals and comparewith the )
periencesat the end: which were the easiestand which ei
otherregionaltotals were the most difficult words to elicit and why? Then
. as you can seefrom the figuresbelow, your students J
reversethe roles. F
have indeedwon the pize - but don't give the game
J
awav: let them find out for themselves. Follow-up F
I Discussthe importanceof taking the initiative and )
steeringthe conversation. F
)
F
r8
F
L
l-/

l_
l4i

L-
l--/
Teachers'notes
l_
r^J
.\sk selectedpairs to perform in front of the others. feedback,suggestimprovements- thinking in particu-
L-
r-/
Get feedbackfrom the group on successfuland less lar abouttheseaspectsof language.
successfuI steeringgambits.
l_
t-J
Follow-up
A fax confirming the order from both sides.
l_
f-J 57 Smalltalk 2
U
L-a Intrduction 59 Teambuilding
l_
L.-J
Tell lour srudentsthat they have the opportunity to
temporarill' ,rssumea new persona.Encouragethem to Introduction

L-
rJ
rn\.entinterestingones. We usedto have leaders;now we have teams.Success
dependsmore and more on picking and developinga
l_
rJ
L.od-in
. Lead in u ith brainstormingon ways of opening a
winning team.

l-
bJ
!-onversationin a plane. Lead-in
This exerciseis designedto help studentsunderstand
r Encouragesrudentsto userealisticgambitsto open.
l-
ha
. Talli about balancebetweenthe two members:you that colleaguesmay work in very different ways, yet
each may make a vital contribution to meeting shared
do not want to hear one talking a lot more than the
U
rJ erther.lbu expectto hear lots of questionsfrom both objectives. Ask students about their experiencesof
working together with people who have a different
U
rJ
partners.
approachfrom their own.

U
rJ
.llethod
i Srudensfill in the form. Method
I Studentsmay wish to definewhat kind of project it is
l-
rJ
I Srudentstalk to eachother for ten minutes.
that they are working on. This in turn will influence
what kind of people they need to carry it through.
l- Follov-up
Crt t-eedback from all membersof the group,for example: Parametersfor the project could include:

u
rJ
o \r hat \r'asthe most interestingthing you heard? o objective
o time scale
u
g . $'hat was the most surprisingthing you heard?
. what future do you predictfor the personyou met? o budget
rJ o overallsizeofteam
L
g
o functionsof key teammembers.
2 Studentscandiscuss: \
58 Spareparts
U
rJ
o the functions(jobs) neededfor the project asa whole
o the roles they themselveswill play
Introduction
U The activity is a telephonedialogue,basedon informa- o the roles to be played by two or more other people

u
g
tion transfer. Both sides have information that they to be recruited to the team.
li-
needto convey.As purchaserand supplierthey needto
Follow-up
L reachagreementon an urgentorder.
1 Find out where studentsfeel they might be on the

u
g
Lead-in wheel and what kind of personthey feel is required
IJ Discuss: for thejob they currentlydo.
U
L-
r the relationshipbetweenpurchaserand supplier
o the importance of spare parts for certain types of
2 Discusswhetherthe wheel could be a useful tool in
creatingbalancedteams.
l-
L'
equipment. 3 Get studentsto write a job advertisementfor one of
the missing team members,describingthe character-
L-
t-
Method
Sameprocedureas in other telephoneactivities. Both
istics of the personthey are looking for.

1_ sidesneed to refer to the information they have, citing

L'
needsand production schedulesrespectively.The con- 60 Timemanagement
L
L'
versation will realistically include pauses while the
supplier checksinformation and the purchaserconsid- Introduction
L-
r- ers what he/sheis told. Stalling language,spacefilling Everybodyin employmentwill have an opinion on this
and supportingsilence is important in telephoning.In issue.The fairly simple matching exerciseis intended
L_
t-

L_
r-
19
 F

Teachers'notes =

)-
as a preliminary to discussionwithin eachpair of more 2 Then there are two stages:first to prioritize the nine
detailed and additional ways of managingone's time different training options,then to eliminate the least
=
more successfully. useful. They may also decide that others could be
postponeduntil later. l-
Lead-in
Ask studentsaboutthe importanceof:
o deadlines
Follow-up
Preparea short presentationto the board of directors,
F
o schedules outlining key training needs,requestingfull financial l-
o keepingappointments resources,time and full backing from the training
e time-management systemse.g. filofaxes. department.The presentationshould explain why the =
training is so important.
Method l--
I A presentsproblem 1 to B. B choosesthe most -
appropriatesolution from the four alternatives- a, b, 62 Transportation =
c and d - and proposesthis to A. Note that both the
D--
list of problemsand the list of solutionsfor A and B Introduction
are different. Quite a challengingrole play, involving a salespitch
2 A continueswith problems 2, 3 and 4 with B sug- from one side and an important comparisonof two offers
F
gesting the best remaining solution each time. If B followed by a decisionfrom the prospectivepurchaser. lEr
has chosenwrongly, it will finally becomeapparent.
A and B can now sort out any mistakesin selection Lead-in
together. Ask: =
-
3 Roles are now reversedand B presentsa new prob- o what types of transport are used for what types of q
lem 1 to A, etc. goods?
o what problemsface transportationcompanies? =- l

Follow-up o what problems face companiesusing transportation

I Elicit the time managementproblems that students services? q
have and the solutionsthat thev recommendto each
other. Method l-a

2 Get the group as a whole to formulate somegolden The activity requires a good level of preparationand -J
rules for time management.These might be along understanding of their roles from both sides.
the lines of: EssentiallyA has to listen to B trying to sell a particu- :
- do it now lr
lar transportationserviceand at the sametime compare
- getridofclutter it with an offer alreadyon the table from a Greek com- J
- plan your day. pany. A's role is the more complicatedone, and he/she
:
is also the decisionmaker.When readv.B calls with a
:r
l.r
preparedsalespitch.
61 Trainingpriorities tlJ

Introduction
Follow-up
Both sides can write a letter confirming their require-
J- -
This is a short activity basedon working together to
studya list of optionsandto agreeon their relativevalues.
ments(A) or their offer (B). J
l{

-I
Lead-in 63 Workenvironment D{
Ask leamerswhat kind of training they think is most
useful for companiesworking in intemationalbusiness.
J
H
Introduction
They shoulddraw up a list of optionswhich could then The activity is a face-to-facediscussion,involving a I
H
be comparedwith the training types presentedin this sharing of both information and opinions. The atmo-
activity. sphereshouldbe constructiveandpositive. -I
Y

Method Lead-in -I
l-
I To preparefor the activity, both studentsshouldfully Introduce the theme by talking about good and bad
understand the information on the company working conditions and their consequences for l
l-
involved. productivity,morale,staff tumover and sickness.
J
Y

20 J
-i
L
rrra

l_
r+r
l-
r{ Teachers'notes
l_
r4
Method
L
r+ 1 A beginsby outlining generalintentionsand remind- 65 Workscouncil
ing the employees'representativeof the company's
L
r*. concerns,while also not wanting to raise expecta- Introduction

L
f-
tions too high. Note the low budgetavailable.
2 T\e objective is to reach a satisfactory position,
A fantasy activity for general discussionfor all cat-
egories of businesspersonnel.Tell studentsthat they

L
f--
whereboth sidesfeel they haveachievedsomething.
3 Studentsshould note what they agreeand summarize
can choosemore than one option but that they must
decideclearly how all the moneyis to be spent.
l_
f-
it.
Lead-in
L
f-
Follow-up
o A can write a glowing account of improvements
Ask studentsaboutjoint decisionmaking in their com-
panies.Ask if there is a works council and in what
l_
f-
being made,either for companynotice boardsor for areas there is consultation between employer and
employees.
an in-housemagazine.
L
l-r
o B can write a letter supportingthe improvementsbut
Method
pointing out other areaswhere progressshould be
l_
l-J
made and requestinga longer term commitment to Opendiscussionwithin eachpair.
thesefurther improvements.
l--
f-/
Follow-up
1 Get feedbackfrom the group. Alternatively use the
L
f-J 64 Workrotas
method describedin the Teachers'notes to Activity
20, Follow-up 1, to get the whole group to reach a
l_
f-a Introduction collectivedecision.
2 Get feedbackon students'own ideas.Which of the
l_
rd
A fairly straightforward conflict in this face-to-face
informal meeting over holiday plans and production ideasgiven did they think were best and which were
l_
rd
schedules.There might just be room for compromise, worst?
3 Get studentsto write to the rest of the staff on behalf
or else B will simply refuse - but must explain why
l_
H
and get A to understandthe position. of the works council, explaininghow the money is to
be spentand giving reasons.
l-
rJ
Lead-in
Introducethe theme by asking about potential conflict
l_
v
of interest over holiday plans and company require-
ments. Family holidays and school holidays may co-
l_ incide with companies'busiesttimes. How can such

u
H
difficulties be resolved?
H

l_
rJ
Method
A, the boss,has a meetingwith B, a line supervisor,to
l_
v
see if he/she can change holiday plans. A should
explain why and offer some compensationor altemat-
l_
H
ive deal. B may simply refuseor enter into somekind
of negotiation.Of course,a further problem will be to
U
L-aa
presentthe family with the changedholiday arrange-
ments,which might be disastrous.
L
rJ
Follow-up
l_
r-
o Discussthe responsibility of a managerto think of
employees'generalwell-being,includingfamily cir-
l-
LJ
cumstances. Ask what would happenif the company

U
L4
decided to pay the holiday cancellationfee and to
insist on the supervisorchangingplans.
L
\-
o Discussthe extentto which companyneedsprevail
over personalor family needsin a given culture.
L-
L'

1_
E-
21
L
-
t
-
f- 1 ICEBREAKER StudentA
t
-
selfandothers;questioning)
(lntroducing
L
=
I

f- Eginning of a trainingcourse.
L-

2
L
= Get the following information about your partner. One of you can ask all the questions
L f.rst or you can take it in turns to ask each question.
=
L
=
L
t
L 1 Prolessional
1
outyourpartner's:
Find
L
-
o l101Tl0
L o COlTlpilll!
-
L r (inonesentence)
activity
cofilpafl!'s
r
-

1
.
.
jobtitle
department
jobresponsibilities
. (inonesentence)
L
- . officelocation.
L
-
L
-
l-
- 2 Personal
- Find yourpartner's:
outabout
- . home
!
. family
-. . education
-
. favourite
sport
. inmusic
tastes
- . languages.
-

. YOUSTART.
!
-

-
l-
1
I
--
i
1
I
L
4
I
L.
@PenguinBooks1996 25
=
I
 =
F1

D-.
2 ADVERTISING StudentA
=
I
(Measuring urging)
negotiating;
andcalculating;
F,
.-
l-a
* l

Advertising is one aspectof promotionat activity used by companies to increase consumer awareness of =
the company and itsproducts, and to improve salespertormance. I
=
I
<l

You work in the marketing department of a sports shoe manufacturer. You have contacted an >.a
!
advertising agency and asked for suggestions for a campaign to promote your brand, Sporto. You
want to *1u campaign within a budget of f250,000 - no more. L-r
I

-
:
: !
D-l

-l
-
-)
F-l

.-l
=

=
>{
_l
:

=
YOU: >r
sponsoredthe local football team last year but the team performedbadly and receivedvery :t
F-r
Iittlenationaltelevisioncoverage
J
think the footballteamwill do well this year- they havea rich chairman,five new players
and a new manager =

want the brand nameSporto to be promotednationally =

havelittle interestin a specificallylocal market
=
think internationalrecognitionwould be a good bonus H

want some guaranteein terms of increasedsales

_l
F-.

want to be involvedin planningthe detailsof any advertisingcampaign :l

think TV advertisingis too expensive. f
YOUSTART.
f
>.{
:l
H

26 @ PeneuinBooks 1996
_l
- l
D...r
L
rr 3 AGENDAS A
Student
I
rt (Agreeing/d
isagreeing
; iudging)

I
t
rr An agendacons,bfsof the pointsthat will be discussedin a meeting,in orderto reachagreed
^lotall meetingshave writtenagendas,but everyone
d objective:
objectives.
shouldunderstandthe objectivesof a meetingan.
<tow whatr.ssueswill be discussed,withinan agreedtime.
and

rr -.h projectleaderfor a new quality programme,you have sent the following agendato various
: -,lleaguesand have askedfor comments.One of them telephonesyou to discussthe planned

rr
.genda.

llepartmental Development
Ouality Group

r Agenda
Time:
forMeeting
9.30- 11.00
-

rr Date:
Place:
January
Head
14,19-.
Room
Office. 2*17.

= 1. Customerfeedback
L 2. lnternal
suggestions
= 3. Quality
standards
L
=
Gomments - Please
welcome call
L
!l
I
YO U:
I

= . have recentlybeen abroadand have not had time to preparea full agenda- you specifically
i- welcomesuggestionson improvingthis one
I

; . thinkqualityimprovementis the keyelementfor businesssuccess

I
o ?rworkinghardto createa totalqualityethosin the company
I
= . welcomeideason qualitybut youaresurethata separatepublication
or newsletter
is not
r- nEOeSSary.
I

:
= YOURPARTNER
WILLSTART.
I

L
I

L
=
I
I
I

=
l--
I
I
L
r @PenguinBooks
1996 27
r
1
 =

4 BANKCHARGES StudentA l-

=
(Measuring correcting;obliging;
andcalculating;
regretting) l-

L-

Bankchargesare the feespaid to banksfor the variousseruicestheyprovide.Bankschargeintereston

the moneytheylend,but alsochargefeesfor settingup loansand overdrafts,or for assistingin funds, =
transfers,currencyexchange,the provisionof references,adviceand a widerangeof financialseruices.
L-

=
Your bank has sent you the following notification of a funds transfer from a Chinesecustomer.You
noticethat you havebeencreditedwith only f 1,995when it shouldhavebeenf2,020lessa f,10 L-
handling charge.You call the bank.
=

L-

CREDIT BAI\K INTERNAIIONAL =

l-
King'sCross Branch Datei24 Junel9-.
l-

Please youraccount.
notethatwehavecredited l-

Yourref. LeePen& Co - China =

l-
dated 2 MayI9-.
lnvoice total f,2.020.00
lnvoice
=
To F. PeterssonS.A. 00878654
Accountnumber:
f-

AM0UNTf t,ee|.00p -l

-
t
ForCreditBankInternational t'-J
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HLT FT
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28 @PeneuinBooks1996
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5 BUDGETPRESENTAilON StudentA
,-_
judging; hesitating
(Questioning; ; forecasting)
4

-
Budgeting involves combining sales forecasts with expected costs. Effective planning requires accurate
-
budgeting and also a clear understanding of the effects of variations in any particular figure, from raw
materialcosfs to unit price or promotional costs.
2

=
At a finance meeting you have to present the following sales budget for an existing product, a mobile
- telephonecalled the CX20.

- Invite intermptibns and questions. If you cannot give all the information that you are asked for,
promise to provide that information at a future meeting.
-

-
L
--

--

-- 150
100
-

- 0L
0

4 Fig.I Foreco$
soles fourquorfers
over
4 One200 Iwo:350 Ihree375 Four:25 |otol= 1,000
-

--
Fig.2 Unilsoles
forecost
overfourquorlers
--

- effedof l0%unifpriceincreose
Estimoted

-
Unilprice: fl50 fl65
-
L
Soles: fl 50,000 fl60,875
-
Iohlcoslofsoles: 150,000 r50,000
!
-, (ostofselling: t78,000 t78,000
t
t1 Totol
costs: fl28,000 fl 28,000
I profit:
Gross f22,000 t12,875
L-
-
IL
- effedof l0%unilpri(einffeose
Estimoted would dropinsoles.
beo 2.5%
I
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 =

5 (continued)
BudgetPresentation StudentA F

Sales Forecast l-
n Rtetso perunit
400 I Rtetosperunit =
|
350
| r
300
|
250 =
U)
o |
E 200
U) | L-
150l
100 =
|-
uof L-
0t
0 1 2 3 4
Ouarters =
Fig.3 htimoted ofl0%unilpri(einneose
effecl
L-

O ne :1 9 5 Two:341 Ihree:367 lourzf2 fslsl= 915

=
-
lE

Note: F
-
The costof selling coversall promotionalactivity, including advertising,salescommissions,fees t-
to agentsand distributors, distribution, and storageand transport. The costof salesincludes
fixed overheads(rent, heating,wagesand salaries)and variable costs(raw materials,overtime L-

payments). -
b-
--
YOU: F
. think marketshare is not going to be greatlyaffectedby a small price increase -
H
!
. have cut costs but cannot do so any more --/
!i.J
. think the marketis ratherprice sensitiveand that saleswill fall, but that a temporaryloss in
saleswill not be significantin the long term
J
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. feel that improvedprofits now will help to boost sales in the future <
li
. do not think competitorswill lowertheir prices. --l
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6 BUSINESS
ANECDOTE StudentA
I
L
(Telling
; sequencing
; emphasizing)
=
L
F
L An anecdoteis a shortstory whichyou tell,usualtyaboutsomethingwhichhappenedto
-
you or to someoneyou know.Beingable to tell a storyis a veryuseful skitt,bothgenerally
L and in business:whentalkingto thepersonsittingnert b you duringa ptanejourney,for
=,
example.Thisactivitygivesyou the chanceto practisetellinga storyin a business
t- context.
t
L
=
I
L You and your partner are goingto tell eachother a story about a company.Youwill
= begin the story using the first sentencebelow,then your partner will take over,then
L you will take over again,and so on.Try to talk for about one and a half minutes each
= time beforehanding over.
L
I

l!
-
L
1 When Jo Batsoukis and Les Chan left
businessschool,they immediately
L founded a company making . . .

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L 3 But they were beginning to have
=
L financialproblems....
t
)
i-
- 5 Then one morning came a telephone
call from the President of . . .
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:
=

- YOUSTART.
:
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7 BUSINESS
ETIQUETTE StudentA F

(Agreeing/disagreeing F
; questioning)
F

tr
Busrnessetiquette- formsof politebehaviour- can varynotjust fromone countryto another,but also
fromone professionto another,fromcompanyto company,evenfromdepartmentto department.This F
exercisewill helpyou measurehow far you and your partnerfollowdifferentcodesof etiquette.
=

>.
Five areasof businessetiquetteare listed below.In eachcase,tell your partner what the rules or
conventionsare in the companywhere you work, using the questionsto help you. Then get your =
partner to tgll you how his or her conventionsdiffer from yours and discussthe differences.
l-

=
I Shoking
honds:doyoushokehondswilhpeople:
. youfirstmeet
when fiem? L-
o ovor|
limeyoumeelftem?
. youhoven'l
when seenfiemforalong
time? =
. yousoygoodbye
when lothem? -
t-
o llgVOI?
Arefie rules formen
different ondforwomen? =
-
L-
2 l{omes:
doyou:
a collpeople
youknowbyfteirfirstnomeorbyfteirfomily
nome(using
Mr,Mrs,
MissorMsl? F
a collpeople
youhove
iustmetbytheirfirstnomeorbyfteirfomily (using
nome Mr,Mts,Miss
orMs)? -
b-
3 Men's
dress: -J

F
a wholdomen weor
lowork?
d
a oreftereonyrules
telling
men whol they
musl weor? tr
a domen olwoys
hoveloweor olie? -/
li
a doeswhol lhey
weorchcngeo((ordlng
lofieweofier? I

posible ,<
a wouldit be formen loweorshorb inveryholweother? td
=<
T Women's dress: E-
a whot dowomen weol towork? --
>r
a orefiereonyrulestelling
womenwhot |heymusfweur?
7.4
a orewomen freeloweor theylike?
onyiewellery F
I
a dowomen olwoyshove loweor$ockings0rfights? ,-/
a doeswholfieyweor chonge lofteweofter?
o((ording - l
Y
>J
IrJ
5 Conplimenls: )
. dofemole
work complimenl
colleogues eorh orgeneroloppeoron(e?
ofteronfiehdress
. domole
work (omplimenf
colleogues eoch
other orgenerol
onfteirdress oppeoronce? :
Y
(ompliment orgenerol
. dofemole
workcolleogues mole onfteirdress
colleogues oppeolon(e?
l
=
Now your partner will ask you about five other areas of businessetiquette.
f
YOU START. =

@ PenguinBooks 1996 l.i

=

' - g
!-

BUSINESS
GIFTS StudentA
=
(Agreeing/disagreeing; permitting
emphasizing; ;
-
vetoing)
i-

-
Businessgifts are sometimes sent to customers or clientsin the hope that they build goodwiil - and hetp
i- secure business.ln many cases the activity is pertectty reasonable and open - but in some cases the
practice of offering and receiving gifts is connected to dubious behaviour,malpractice or itlegal activities.
=

-_
You are one of two purchasing directors in a large manufacturing company with a $ZOmturnover.
-, One of your purthasers has been sent a caseof Grand Cru Bordeaux wine by a supplier. Someof
vour management colleaguesfeel he should not have acceptedthis gift. At present the company has
no policy on receiving grfts.
2
Together with your partner, decide on a new company policy on receiving grfts.
-
Prior to your meeting you draw up the following options:
-

=
MEMO
=

-_
Giffs - what to do??
4 - Nogifto ehouldbeaccepted.
- Onlyqifto up lo a certainaqreedvalueohouldbeaccepted.
--
Allgifto ehouldbe pooledand useda6 ?rizeoin the com?any
4 Chrietmaeraffre.

-, YO U :
. tend to think that gifts compromiseyour colleagues- they are morelikelyto buy from
4, companieswho supplythe best gifts, not those offeringthe best productsand the best
-_ service.

= YOURPARTNER
WILLSTART.
-_

=
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9 INITIALS
BUSINESS StudentA
(Knowing;correcting)

When reading the pressin a foreign language, understandingthe initialscan sometimes create almost
as many problems as understanding the words.

-
Here is a quizto test and increase your knowledge of some basic - and not so basic sets of initials
which you could meet when reading the business press in English. First test your partner on what
the foliowing sets of initials stand for. Then your partner will give you a similar test. Then compare
scores.Warning: each test gets harder as you go along!
I
Director)
(Managing l
I
I MD

7 YP (Vice-President)

1
3 R&D (Research
andDeveloPment)

4 PA (Personal Annum)
AssistanVPer

f
5 MBA Administration)
(Masterin Business

6 EU (EuroPean
Union)

7 GAIT (GeneralAgreement andTrade)

onTariffs J
I IBM Machines)
Business
(lnternational
J
1
J
9

lO
SAS

WP
AirlineSystems)
(Scandinavian

or word processing)
SNordProcessor
f
1

|| RAM AccessMemorY)
(Random
J
r{

l7 AGM (Annual Meeting)

General
J
l3 GNP Product)
(GrossNational
-l
{
_|
14 VAT (ValueAddedTax) i{

-|
l5 The 4 Ps Promotion,
(Price, Place)
Packaging, |.-

(lnternational
LabourOrganization)
-l
l-{
l6 ILO
I
=
l--
WILLSTART.
YOURPARTNER
-l
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-|
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3.+ @PenguinBooks1996
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II 1O BUYINGANDSELLING StudentA
t (Negotiating;
urging;declining;reiecting)
t
rr 3,wng and selling a product or seruice, especially abroad, often involves negotiation - an agreement
''lugh discussion

r
of the terms of the buying and selling arrangement.

rt r--u are an import-export agent specializing in high-tech consumer products. You want to negotiate
r:. agreement with the foreign manufacturer of an exciting new computer game. You are now going
. . rave a meeting with this person (your partner). Using the table below,negotiate an agreement

r
-
- ,';ering:
. th number of units that you will agree to take: although you think it's a good product, you are
careful about committing yourself too much to a small, unknown company
. the terms of payment
. your discount on the standard price.
-

rr
- Ouontity Distount

10,000 90doys 30%

points
Score:25 points
Score:Z5 points
Score:25

r 20,000

30,000
poinls
Score:Z0
60doys

3Odoys
points
Score:20
20%
points
Score:Z0
15%
-

rr 15poinls
Score:
40,000
15paints
Score:
Holfinodvonre
Holf
wifiin30doys
15points
Score:
ll%o

I
kore:l0 points Score:I0 points l0 points
Score:
I
50,000 lnodvonre 5o/o
points
Score:S points
Score:S points
Score:S

r
-

YOUwouldalsolike the manufacturerto provide:

-

r . a CD-Romversionof the softwareas soon as possible.Thereis hugedemandfor CD-Rom-

basedgamesin your country.Score5 pointsfor deliveryof a CD-Romversionin 6 months,10

r pointsfor deliveryin 4 months,15 pointsfor deliveryin 2 months

c Dwpackagingadaptedto the local market:score 5 points if the manufactureragrees

r
- . promotionalliteraturein the main languageof your region:score5 points if the manufacturer
agrees.
\egotiate an agreementwith the manufacturer.Aim to get as many points as possiblebut do not
- :er-ealyour scoringsystemto your partner.At the end of the negotiation,summarizeyour
= ,sreementunder all six headings(quantity,terms,discount,adaptation,packagingand literature)
L :nd compareyour scorewith your partner's.Remember: your objectiveis to get as many points as
possiblebut alsoto carry on doingbusinesswith the manufacturerafter the negotiationis finished.
-

- YOURPARTNER
WILLSTART.
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I @PenguinBooks1996 35
 r-

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11 CASHFLOW
PROBLEMS StudentA
=
judging; urging; negotiating)
(Forecasting;
h

=
Cashflow problems occur when a company has insufficient funds available to meet existing operating -
-
cosfs. A company may have full order books, but still suffer from funding problems while they wait for
customers to pay. F

F
You work in the finance department of a company which has received an urgent order for 150 -
trailers from the government of a Gulf state. The trailers must be custom-built to meet highly tr
specific reqtirements and must be delivered in only three months.
=
Your existing production budget is not able to meet this order on top of present cost commitments.
To raise the necessary funds would involve a 25Voincrease in expenditure to buy the materials and t-

to hire workers and a further f,200,000in other costs,making a total increase of f,550,000.This is -
well above the estimated closing cash balance for the year. t-
-
You have a meeting with a colleague in the marketing department to discuss the order. You have to F-
decide what to do. Here is a copy of the cash budget for the present year:
b-

-
l-
Openingcashbalance({) 220,500
Add rcraintc
a!-
Collectionsfrom customers
(Saleslessf | 80,000increasein debtors) 2,400,000 t-

Totalcashavailable 2,620,500 -
F-

Lesspayments
For materials F
(Purchases less{80,000 increasein creditors) 400,000 <
F
For sellingexpenses 380,000
For directlabour 600,000 t
F
Manufacturi ng overheads 500,000
2s0,000 d
For capitalequipment tr
For generalexpenses 92,000 J
F
Totalcashneeded 2,272,000
)
Closingcashbalance 398,500 tl

J
H
J
b{
YOU:
. think that the 9550,000requiredto meetthe order cannot be raisedwithin the existing cash
J
ltra
budget
o hsd to know the time schedulefor payment
J
palment with order + 25o/o
o would want the following terms: 25o/o
within threemonths,i.e.paymentcompletedwithin six months
on delivery+ the balance l
bt

e USUsll)schedulepaymentsfor your products over twelve months from the order.This would f
Fr
be unacceptable
. wonder if other sourcesol finance could help you to meetthis order. J
J

J
b{
YOURPARTNER
WILLSTART.
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36 @PensuinBooks1996
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 12 COMPANY
OFTHEYEAR StudentA
(Agreeing/disagreeing judging;urging)
; emphasizing;

3ne way of encouraging smallbusrnesses to grow is to organize competitions with prizes for young
:ompanies with special entrepreneurialflair.A money prize can be very usefulfor a company with
znbitions to expand but limited finance to do so. The only danger for competitors, successful and
-''rsuccessful,is for them to spend more time on the competition than on doing business!

\,:,u and your partner together run a successful small business. You have just won a regional young
::--iness competition sponsoredby the local press,television,local government and the local
:hamber of commerce.
Frrst decideon the following:

Company
activity:
!
at
L Mainmarkets:
=
I
t-
,J Turnover:
L
I Netprofitmargin:
L
1 Number
of employees:
L
q
L
I
\orr decidehow you are going to spend the f100,000 first prrze.Some suggestionsare given below.
1 Share your ideas with your partner and agree on a common plan. You should decide which options
:o go for and how much of the money to spend on each. Draw up a final investment plan for the
'.i-holesum of monev.
t
I
I
YOU would like to:
L
4 . organize a well-earnedand much needed holiday for both managing partners

- . lease new offices (since you feel that your existing offices are not very good for your image)
L r S?ve (some of) it
-
o upgr?dthe company'scomputersystem
=
. buy a marketsurvey from an agencyto researchnew markets
I o cotlltnissiona managementconsultancyto do a full audit of your company'sfinancesand
L managementprocedures
=
L . buy managementtraining for you and your partnerso that you are both readyfor the next
4 step in your company'sgrowth.
I
t-
4 List your own ideas.
I
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=
ORGANIZATION
13 COMPANY StudentA
F
iudging;likingand preferring)
(Declining/rejecting; -
=

Companyorganizationis sometimesdescribedin an organizationchaft or organigram,oftena simplified =

for keypersonnel.
diagramshowingareasof responsibility
=

Your company,Altman Kopp, is involved in negotiations with a competitor, KEP Ltd, over a possible F
merger. In an informal meeting, you discuss ways to combine the two businesses into a single -
f-
organization, allowing for the following facts:
-
--
l--
PresentStructureof AltmonKoPP:
M a n a g i n gD i r e c t o r ( f ) =

Chemicals Division Medical Products Division L-

F i n a n c (ef ) F i n a n c (ef ) -
S a l e s( f ) S a l e s( f ) F
Marketing(f) Marketing(f)
-
f-
Administration& Personnel(f )
CorporatePlanning(f )
=

Present Structure of KEP Ltd:

=
M a n a g i n gD i r e c t o r ( f )
F
Chairman of the Board (f)
Board of Directors
tr
F i n a n c (ef ) Marketing(f ) H u m a nR e s o u r c e(sf ) F
Administration(f)
Production
Production
( F e r t i l i s e r s( f) )
( C h e m i c a l s( f) )
F
CorporatePlanning (f) ---J

F
)
LT

YOU:
J
H

o w?rt to keepthe basic structure of your presentcompany,but would like to enlargeit to J

Lr
take in the new product areasthat your potentialpartnersspecializein _l
o plan to reducethe numberof Altman Kopp directorsfrom the presenteight to five or six trl

o woht approximatelyequal representationon the new board but would acceptfewer board
J
membersif the Chairmanof the Board is from your company l
H
o wort to reduceyour presentMarketingand Sales Departmentsto a single department
l
H
o wort to createa new Logistics Departmentinsteadof CorporatePlanning
. know that the Headof Personneland Administration,who is also on the Board,is retiring.
J
:
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t_-
t_ 14 COMPANY
t-
PRESENTATION StudentA
l-

t:
l-
(Questioning
; sequencing)
t_-
l-

L-
- Tradefairsare opportunitiesfor individualsand companiesto make contactswithpotentialcustomers
and otherprofessionalsin the industry.Whilemany companieshope to sign up ordersfor goods, most
L:
!- are happyto improveconsumerawarenessof the companyand to promotethe corporateimage.
t_-
5

t_- lbu
5
are at a trade fair. Introduceyour companyto someonewho visits your stand.Use the following
profile as a sourceof key facts about your company.
t:
l-

t_-
!-

t:
-
t_-
t- Deputy
Roberlo/a
Zofl
- Marketing
Vice-President
t-
l-l C0NTA(Florida)
Limited
Roosevelt
Building
L-
f
120-12424thStreet
Tampa
F133660-0047

t-
t-
Tel(1)81354679900

t-
r-
L. Name:
Sector:
C0NTA
Property
lnc.
l-1
development
L-
5
Markets: Japan, SouthKorea, Singapore,
Malaysia,
Taiwan,
Philippines, USA.
L-
t-
199-Sales: $93.3m
Hotel/leisure: $20.25m (21.7%)
L-
5
Management services: $7.sm (8.0%)
Engineering: $ 1 5 . 0 5( 1
m6 . 1 % )
L Property
trading: $ 1 . 4 5(m1.6%)
-
ProperUinvestment: $49.05m (52.6D
L
-
t
-
100
90
l-l Grosssales

L.
,- 80
I Netprofit

L
-
L-
5

L-
fl

L-
l-

L:
t-

L-
-
L:
l-

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 .E-

StudentA
-
(continued)
14 CompanyPresentation -
-
-

location of head office (osaka)' the -

Be prepared to add other information about the -
numberof direct employees (890)'
number of overseas subsidiaries (eigfttl a"a the
Ask about:
tfr"r, ask the other person about his/her company' E

o GOtnp?hy name'turnover,markets'sales
growth
r flaffie/locationof Americansubsidiary
. numberof emPloYeesin USA
r salSof USAsubsidiary
. if the companywas recentlyinvolved in a maior =
takeover.

wheneveryou like' =
Internrpt to ask for clarification or additional information I
t-

-l
Note: -
As an alternative' presentyour own company' J
=
)
YOURPARTNERWILL START. F

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15 COMPANY
TOUR StudentA
-_
\- (Greetings
andfarewells;sequencing;
questioning,
4 welcoming)
!-
-_
L-
4
i- Showing a visitor round your company can be a usefulway of winning customersas well as promoting
.= the image of your company.

4
b You work for a manufacturer of sweets and chocolates,a subsidiary of a major US food company.You
4 are going to show an important potential client (your partner) round your company.Before you go
! round, make a'short presentation of the main features of the tour, using the plan below.Your visitor
4. ,your partner) has a copy of the same plan.
4 Start by telling your visitor very briefly about the company's main products, its history and its
organization. Then talk through the tour which you are about to make. You want to impress your
-_
risitor with the quality of your products, the sophistication of your technolory and the good morale
ofyour staff.
=
L,

I
I
L,

4
1
>
4

I A This is where you are now: the product range.

B A million Munchy Crunchies (chocolate-coatedbiscuits) per day producedhere.
4 c Your medium-range box of milk chocolates- Lotsachocs- produced and packed here.
D Warehouse:in the processof being fully automated.
{l E Computer centre: company's local area networks and direct links with the US managed from
here.
4
F Personnel:includes mini-hospital, managed by company doctor,and company health and fitness
-, centre; you are very proud of your policies on health, safety and welfare.
G Very active: numerous sports clubs and leisure time activities for employees,their families and
- retired members.
I
Tell your partner that you'll be happy to answer questions during your talk. Remember that this is
4
I only an introduction to the tour you are about to make.
i-
tI -
YOU START.
r-
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 -

VISIT
16 COMPANY StudentA
=
; regretting)
(Questioning
=

Before you visita company, it is usefulto check with the personyou are visiting about how to get in.
you
Somecompanies, for'exaipte those involved in defence, can have strictsecurity procedures which
need to know about in advance. =

-
you work in a large company which sometimes does top secret research for the government. At the I

moment there are worries aLout losing these contracts and about sPFng, and security is tight. You -
are looking forward to receiving a visii tomorrow from someoneyou met recently at a trade fair and -
have already sent the fax below.You are about to call your contact for the information you need
when you receive a call.
-

EE
-

-
-
-
1
2
Gate A
Gate B J
3 Gate C =
4 Gate D
J
=
J
t-t Ringroad
southbound J
=
| |
J

[18
L@klV btuMd b %*g yutW^ond4.g.udLy vetyUilnYnail5oyotll haleto
-

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for +lc rrpufty ynfe' oo tlv gM"M1y..
bnnga W56Yt o( sqw forn4 idertb'fi:zrtton
a ryclw wt'aM corrvinabgaVD' Will
offiL A ne;cb blvwflrL- lll rcsorve
callyu for Wdctdib fvr *ttrt).
.l
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Alltrv WtE.fuy clLtc*..lo((o
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YOUNEEDTO KNOW: I
I

o lour contact'sfull nameand companyname I

I

. thcar registrationnumberand type of car so that you can reservea space I

{
. whot kind of identiticationyour contact will bring: passport,identity card . . . (it has to havea
photo)and the number.
I
I

you are embarrassedabout having to ask for all these details.Say you'll fax the numberof the I
I
parking space bY the end of the daY. t
t
WILLSTART.
YOURPARTNER I
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@PeneuinBooks1996
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17 CORPORATE
CULTURE StudentA
(Agreeing/disagreeing ; f orecasting ; hesitating)

-.e
culture of a company is the set of beliefs, valLtes,attitudesand organizationat characteristicswhich
-ake it unique. Some managers
and businessobseruersbelieve that changing the culture of an
:'Eanization is the best way to significantlyimprove its businesspertormance.

':
:,,uand your partner woke up this morning to find yourselves joint heads of a large international
: - mpany. Unfortunately, it is losing a lot of money.You both feel that a major transformation of the
:"lture of the company is needed and you have brainstormed ten possible policies below. Now go
:::rough the list and decidetogether which ones you will implement.

I You- fie loinlmonoging - should

dhectors giveupyourbig
offices
onfielopfloorsnde$oblhhyourbose
bythemoin
photocopieronfieground
floor.
2 Abolish poy,
individuol poybosed
infioduce 0nteom
peilormonce.
3 Aimfor50% ofmonogers
tobewomenwithin
fie nexttwo
(Al|hemomenl
yeors. 60%ofyouremployees
ond5%ofyour
senior
monogers
orewomen.l
4 Abolhh'senior'
monogemenf.
Reduce
thenumberofloyers
in
|heorgonizolion
0sfor0spossible.
5 Abolhh
fiePersonnel
Deportment.
6 Moke
ollmonogers
flyeconomy
dos.
(ompony
7 Abolish (ors.Poy
people
0nollowonce
whenfieyhove
on(ompony
todrive busines.
E Moke - yourselves
ollemployees - weor
induded 0(ompony
uniform.
9 Moke
meelings
shorler,
hoveeveryone
stund
up.
l0 In$eod
ofmonogers
opproising getsubordinotes
subordinoles,
loopproise
monogers.

-:--,u
may come up with your own ideas as well.

YOU START.

@PenguinBooks1996 43
 I
:
, '
SPONSORSHIP
18 CORPORATE StudentA :J
Y

judging;urging;negotiating)
(Forecasting; -J
-l
l-J

l-l

Corporate sponsorshipis big business.Companies give money to sporting, culturaland charitable

:J
organizationsas a way of biinging the company's name and products to the attention of a wider public. :

:
your company has decided to spend a large sum of money on some kind of sponsorship.Yoy-an-d
your partner have been made responsibl" for t".o-mending the bestoption to the Board. You have :J
>/
,rro"tiirt"a three possible organizations you could sponsor.The cost of each option is approximately
the same.Yori are now in a meeting with your partner to decide on the best option. :J
:
F-.

FILE T _l
The football club in the city where your company is based has just
lost its sponsor after going down from the national frrst to the :
second division at the end of the last season.Norr the club is
desperately looking for a replacement.The manager has been :
F-.
sacked and replaced by a well-kno\Mnex-international player with
no previous managerial er<perience.There are no new players in
J
the team. The club has large debts. Advanced sales of season
=
tickets are poor and some people Iresaying that the number of >.
spectators next season could be 20%odown on last ye.rr. Hovvever'
sponsorship would give your company excellent opportunities for
=-
l-a
advertising the company logo on the team shirt, in the weekly
match progrramme and around the ground.You can expect two or
_J
three home matches to be televised live during the season.There :
are also good opportunities for corporate hospitality at home
matches. :

fILE 2 :
The gwernment has reduced the grrantit normally gives to your lra

locJcity orchestra which as a result will have to disband if it is J

L-
unable to find money from another source.In fact, you have
already been approached by a committee of local art lovers, ft{
including some representatives from the city council, seeking
your help. The orchestra currently does not have a permInent J
lld
conductor.The average age of the players (who are emplqled on J*J
a part-time basis) is 49.The orchestra normally gives six to eight H
concerts per year, almost always in the TovrnHdl and another two
or tluee during the city's annual cultural festival. one or two of F.
these concerts might be broadcast on national radio each year. )
The orchestra has a reg:ional rather than a national reputation but L-
has traditionally been central to local cultural life. some people
)-
-l
say its progTarnmesare too conservative: it rarely plays twentieth
century music' sponsorship would put )rour comp'rny name on l
concert plogrranrmes and on all promotional literature.You would
have free tickets for all concerts to offer to clients and prospective f
)-
customers.
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@ Penguin Books 1996 Er
Ir 18 Corporate (continued)
Sponsorship StudentA
rr
rr FILE 3
Your city is the base for a young troupe of dancers who, in a short
period of time, have gained a reputation for exciting

rr choreogrraphyand irurorrativetechniqne. One national newspaper

critic hailed them as'the most exciting development in modern
ballet in the last twenty yeus.'Thetroupe is especially popular

r
with young people: some of their most enthusiastic fans had never
previously been to a performtrnce of ballet. So far they have
managed on a shoestring budget but are now receiving invitations
? to perform elsewhere in the country and even abroad, and they
L need money to invest in rehearsal rooms, to pay an administration
= manager, and so on.At the moment they have no permanent
L

F
r headguarters.The troupe uenow actively looking for a sponsor
and would be willing to incorporate the sponsor's name into their
own name.Their activities are not, however, without controversy:
there have been complaints about political bias in the themes
L
rr presented in the dancing and some people have been shocked at
what they see on the stage.You know that one of the Board
members is unhappy about his teenage children attending their

rr
performances. On the other hand, you have been advised
privately that the troupe could have an international reputation
within the next ten years.

? YOURPARTNER
WILLSTART.
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19 COSTSANDREDUCING StudentA -J
LJ
OVERHEADS -J
i{

(Judging ; forecasting)
; emphasizing -l
d

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Costs include production costs and the costs of selling. All aspectsof a company's J
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expenditure should be recorded as costs and good management aims to keep costs to a
minimum within an agreed budget.
-l
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d

You wqrk for a subsidiary of an international company.Your head office has sent
instructions that costs should be reduced by l|Vo next year.
-J
d

Discuss the following options with a colleague and decide which options you would U
J
introduce to meet the required savings. J
b{

. loyoffI 00workersodofototol (5%

of1,000 sovingl
-J
f-J

. (2.5%
loyoff50workers soving) J
l-{
. imporlmore rowmoleriok
in$eod fromdomestic
ofbuying (2%soving)
suppliels
o uselOw energy innon-essenliol
lighting offteploil(l%soving)
oreos J
lJ

.
.
reduceheofing
plons
fiom25"(to22'((2%
loupgrodeexisling
soving)
plodud
suc(essful ronge (3.5%
soving)
J
obondon F-.

. (d dividend (2%
by| % soving)
toshoreholders J
l-{
(2%
. employ (ontrodors
lomoinloin
equipmenl sovingl. -J
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F{
YOU:
a are very keento developthe companyin the mediumand long term
J
=
a know that the marketis very competitiveand customersare easily attractedto f-{
competitors'products J
i-{
are sensitiveto employees'opinionsand wishes
a

a think that the companyshould not reduceits workforce

J
f-{

a think the companyshould not changeto using contractorsfor routinework,

-l
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especiallywhere maintenanceis concernedand safety could be affected J
r{
realizeyou will haveto compromiseon some of these ideas.
J
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WILLSTART.
YOURPARTNER f
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46 @ Penguin Books 1996

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20 CUSTOMER
CARE StudentA
i-

L (Questioning
; iudging)
!
l-
i-
L Customercareis knowingyour customers,knowingwhatthey want,reactingto their
5
changingneeds,and keepingcloseto them.lt is importantfor all membersof business
L-
organizationsto thinkabout whotheircustomersare and how theycan improvetheir
l-
sruice to them.
=
L
=
\bur partner is a work colleague who is part of a special task force set up by top
L menagement to improve customer care throughout the company.The first job of the
I
t1 ta-.k force is to find out how customer-consciousstaffmembers think the company is
at the moment. (Later on, employeeperceptionsof customer attitudes will be
t= compared with customer attitudes themselves.)

tt lbur partner is going to ask you questions from a customer attitude survey to find out
trow _vouthink customers rate your organization's current performance.
L
,-
L YOU:
2
L
,1
r ?rrSrvrthe questions with reference to your own organization.

L
,-
YOUR PARTNERWILL START.
L
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- @PenguinBooks
1996 47
 =

21 CUSTOMER
COMPLAINT StudentA *J

=
judging;negotiating;
(Blaming; declining/rejecting)
=

=
Whena customercomplains,it is importantto resolvetheproblemas quicklyand courteouslyas possible.
=

=
You are the customer relations manager for a British company offering package skiing holidays. You
have received a letter of complaint from a dissatisfied customer. =

23 Pennylong Avenue -
London NW25PG
=
27 February I99-
-

Customer Relations Manager =

Super Skibreak Holidays
27 Porthill Road -
Oxford OX4 2AR
=
Holiday receipt n u m b e r F S B / 4 0 3 9 9 4 /0 2 / 7 8
=
uear )1rllvlaoam,
^ a . / ' '

=
"Fehrttarv
I have iust returned from one of vorrr so-enlIed
:-
cki'ino hroaks" ovtrpmaTrr d-iqnnnnintod r^r'ith \zn1rr .omn:nv'q

service for the following reasons. -

1 The two-star hotel described in your brochure as a
"comfortable family-run
hotel" in fact offered only =
basic facilities and was dirty. The food was poor.
2 Your brochure also says that " i f insufficient snow in =
I
your resort causes lifts andlor ski school to c1ose, -/
r-
we'11 do our best to arrange free coach transport to
another resort where skiing is possible." Although )
r{
skiing conditions were so poor on three days out of
six that the skiing was unsafe, as your own 1ocal l
.-
representative himself admitted, we were not provided
with the transportation promised. l
.-
The arral itv of +L rLr f. : D^

you should refund me the whole cost of the holiday.

L ^1.: r^--
rrvfau4y

I
-w- a S S o b a d that I feel that
l
.-
should therefore be grateful if you would arrange for me
to receive the sum of 8691.40 as soon as possible. If I
l
a
do not receive a satisfactory reply within seven days, I _l
.-
shall take 1ega1 advice.
l
f
Yours faithfullv
l
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l
/0u^
Cameron
{

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48 @PeneuinBooks1996
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t 21 Customer (continued)
Complaint StudentA
I

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t
I
\bu have talked to the local representative who says:

t
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1 that the hotel is indeed family-run and is usually appreciated for its friendliness.

t
I
This usually compensatesfor its fairly basic facilities. Unfortunately there was a
serious flu epidemic in February which led to staff shortages - hence the problems

t
I
rrith the food. The customer did not mention hotel problems to the rep.

t
I
2 although the snow was not good, there was no question of the lifts or ski school
closing. Most of the other holiday makers would have missed half or one day's
t
I
skiing at most becauseof the conditions. Your rep. denies admitting that the
conditions were very poor on three days out of six.
t
I Call the customer (your partner) to resolve the problem.
t
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I

=
YOU:

rr
L
. feelthat the claimfor a total refundof 8691.40is unjustifiedalthoughyou are
preparedto pay some compensation

rr
r wohtto satistyyour customer'sdemandsand convincehim/herof your
oommitmentto good customerrelations- at minimumcost to your company.

r
YOUSTART.

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49

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rl @PeneuinBooks1996
 b-

HOLDUP
22 CUSTOMS StudentA -

=
(Questioning;
urging;expressingamazement;
regretting) lf-

!-
-
l-
Frontierdelaysare usuallycausedby errorsin the documentationaccompanyinggoods.
Occasionallyotherproblemsarise wherethe goodsin a particularconsignmentdo not t-
matchthe descriptiongivento customsauthorities.
=

You are a director of a manufacturing company,AllenDeal Inc. One of your drivers t-.
has beenarrestedat an international frontier with a consignmentof printed circuit
boardsand other componentsthat he was bringing to your factory.The delivery is l-
vital for a major contractthat is alreadybehind schedule.Contactthe customs
=
authority at the frontier and find out:
-
. the reasonfor the delay l-r
o what is happeningto the driver
o when the lorry can continueits journey. F-
I

lE
YOU:
l-
. desperatelyneedthe componentsto be allowedto continuethe iourneyat once-
a massive$1.5mcontractis dependenton work beingcompletedwithin a tew t-
days.A holdupwill makethis impossible
o cohhot leaveyour office today - you are due to meet an importantcustomerthis L=
afternoon tr-
. know that the managingdirectorwent into hospitallast week,sufferingfrom
stress tr-

. knowthat if the companydoes not completethe orderon time,the contractwill b-

be lost and the companywill haveto sack 100workers
!-
. have heardthat this country frequentlystops lorries at its frontier and there is a
rumourthat the customsofficialsare corrupt.Youdon't know if this is true . . . !r
/__1

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50 @ PeneuinBooks 1996
Li
-

= 23 EMPLOYEE
MORALE StudentA
=
(Urging;sequencing
; agreeing/disagreeing)
-=

-
Many companiesare reducingthe size of the workforce,whileat the same time expecting
-=
theiremptoyeesto providea highlevelof customercare.Maintainingthemoraleof the
= staff is both difficultand necessary,and is becomingmoreand morea central
managementchallenge.
--

= You and your partner, in the Human Resourcesdepartment of a company which is in

> the process of reducing its workforce by 20Vo,meet to devise a strategy to ensure that
- employee morale remains as high as possible during the period of downsizing.
= Tell your partner about the following list of five strategic actions which you have
drawn up. Your partner will also tell you about the points which he or she has noted.
= Then, together, choosethe five key actions for your strategy in order of priority.

-
YOU want to:
-
-+ 1 introduce an annual employee opinion survey with responsibility tor analysis of
!- results and implementation of actions held by the Director of Human Resources
-q
L 2 introduceweeklyteam briefingsystemsfor all employees
r'
3 createa suggestionsschemewith attractivefinancial rewardsfor prize-winning
= suggestions
> 4 haveall staff attenda seriesof seminarsled by seniormanagementexplaining
t the businessobiectivesof the company
= 5 providean in-housecounsellingserviceto dealwith problemsof employee
> stress.
-

= YOURPARTNER
WILLSTART.

<
J

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!-
@ Penguin Books 1996 5l
-
J-
)
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-J
VISITORS
24 ENTERTAINING StudentA :J 4

(Greetingsandfarewells;introducingselfandothers; _t
4
questioning ; sequencing)
; welcoming -J
r<

]
4

Corporateentertainmentis oftenan importantpart of buildinggood rektions with

businesspartners.Enteftainmentmay be formaland highlyplanned,involvingprominent
-J
.-
- l
peoptefrom thecompanyor the region;in other cases,entertainmentmay be more 1
--|
personalandinformal.
:J
-l
- l

You hre about to receivea visitor from another city or country who has cometo your
I

:-
hometown for the first time. You telephonehimlher to plan a fairly detailed I
entertainmentpackage,lastingthree days.After this time, you plan to begin some H

informal businessdiscussions.
=-
YOU: -
-
. shouldoutlinesome ideason how your visitor could spendthe threedays
l-

. find out what would interestyour visitor

. learnwhat he/shelikes to do to relax l-

. try to work out a fairly detaileditinerarywith your visitor. !-

Remember- after three daysyou have to start informal discussionsaboutbusiness. :

f-

YOU START.
-
When you have finished,your partner invites you to visit his/her hometown in
return. You accept! :-

WILLSTART.
YOURPARTNER :-

!-

!=

+
=

1
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52 @PeneuinBooks1996 -
t_
-
t--
t: 25 ENVIRONMENTALLY FRIENDLY Student A
E

l-

t_- OFFICE
l-

t_- (Sequencing; urging;agreeing/disagreeing)

IJ

t:
t-

t_- More and more companies are becoming concerned about the effect their activities have on the natural
5
Some companies are carrying out environmentalaudits, others are publishing
t: environment.
5
environmentalaccounts which try to measure this impact. There is no doubt that this will become a major
t_-
5
activity of companies in the future.

t_- -\ part of a campaign to make your company more environmentally friendly, you and your colleague
z
t_- have
!J
been made responsible for improving the environmental balance in the office block where you
both work.
t_- Look together at the following suggestions and prioritize them.
IJ

t--
t-

t--
t-l I Seporole wosle forpoper
bins ondplosfics.
t-
IJ 2 Seporole woste
bins (before
forboileries recyding).
t-
II 3 Seporole woste fornewspopers
bins (before
ondmogozines recyding).
L-
f
4 Seporofe
wo$ebins (before
forgloss recyding).
t-
r{
5 Use poper
ofrecyded fff ftephofocopier.
t-
rd
plonl
6 Anindoor onevery
desk.
t--
tl
7 Adoily
record forollphobcopies
sheet mode.

L 8 Adoilyphohcopying
qu0l0perdepodmenl
loreduce
by250/,
fie number
of
r- phobcopies
mode.
t-
' t 9 Apolicy
oftuming
offollelectric
lights r00ms.
inuno(cupied
L
- | 0 Punishmenf
ofemployees
wholeove
lights
oninunoccupied
rooms.
L
LJ | | Use
oflowenergy
light
bulbs
firoughout
thebuilding.
L-
)- l2 Redudion
offielemperolure
by5'( firoughod
fiebuilding.
L-
)- | 3 In$ollofion glozing
ofdouble firoughoul.
t_-
l-
| 4 Incenlives
loencouroge
employees
totrovel bypublk
lowork fionsporl
rofierfion
t-
Y
bycor.
l5 Anyother
suggeslionsyouondyourporlner
which youroffices
conoffellomoke
L-
l-t m01eenvilonmenlollyploces.
fiiendly
L-
L'

t-
Y YOUSTART.
L-
rJ

L-
Lal

L-
Lal @PenguinBooks1996 )J
 J
=
-r
26 EQUALOPPORTUNITIES StudentA :J
lEl

(Agreeing/disagreeing; ; likingandpreferring)
correcting -J
F-l

-J
l-a

Equatopportunities,san area wheremanycompaniesand manysfateshaverulesor legislation -l

F-.
designedto protect specificgroups from discriminationor unfair treatment.Such areas as termsof
contract,wagesand salaries,career prospects, job securityand workingconditionsare affectedby equal _J
l-l
opportun itiespolicies. -J
E'

You are part of a discussiongroup which must producerecommendationsto the Board on ways to
:J
ts-l
improvethe.positionof womenin the company. I
L-a
Note that:
b-a
-J
of the 400 companyemployeesare women
. 58o/o
o onl! 5o/ool managementpositions are held by women
:J
bra

. thcompanyhas no policy on encouragingwomen to return to work after maternityleave, J

t-a
consequentlyonly a very small numberdo return J
. thChairmanhas said he wantsto improvethe positionof womenin the company. lha

In discussionwith a colleague,prioritize the following suggestions(from the most important to the

Jts
least important) to createan enlightenedand progressivepolicy for employment. J
:
hJ

. Aclively women
encouroge towork
lorelurn ofter
fuking leove.
molemifi E -J
. lmprove troining
inlernol women
en(ouroging
opporlunilies, promolions.
forinlernol
loopply E FJ

)
. [ncouroge
moreporl{ime etc.
w0*,iob+hodng, with ilghts.
fullemployee E =
. lnfioduce
flexible (flexilime).
timerobling E Fr
J
. Provide focilities.
a6che E lr.J

. lmprove
molernity wilhfulliobsecurity.
leove E J
b-

. Seloqu0l0
forfemole posilions.
inmonogement
represenfolion tl J
tsd

. (orporole tobeinduded
horossmenl
0nsexuol
sfolemenl conditions.
inemployment T J
. Apromise loinve$igole
frommonogemenf ofsexuol
reports immediotely.
horossmenl n ld

Jts
. More
liberol woment
lowords
ofiilude choice
ofdothing. E h-
)

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h-

YOURPARTNERWILL START. J
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54 @PeneuinBooks1996
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L
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r 27 FRANCHISING
l-
StudentA
r
E

r-
(Judging;knowing;hesitating;
declining/rejecting)
correcting;
L-
ts
L-
l-

t-
H
tranchising is running a business which appears to be part of a chain of similar businesses,each with
3e same name, image and ethos, similar products and a similarmarketing strategy.Afranchisee pays a
L-
E
+anchisor a fee and in return gets advice and support on how to run the business.

L-
L'
\bu are the manager of a franchised fast food outlet in a medium-sized town. Your relationship with
L-
H
:he franchisor, Eet Up, is not very good.You have scheduled a meeting with an Eet Up
representative to try to sort out some problems.
L-
L-
In preparation for the meeting you have written the following letter, which lists key points in order
L-
E
:t importance to you. You should aim to achieve some,but not all, of the improvements listed. Your
rand-r*ritten notes to yourself are added, showing your thoughts.
L'
L'

L-
L'
A. Cook
Area Manager (Franchise Agreements)
L-
LI
Eet Up
Park Grove
L.
t{
-ondon SW152RT 22 November 19-

L-
r- )ear Mr Cook,

L-
t-
following our recent conversation, I write to confirm the
points for discussion at our meeting next month. I would like
L-
,-
to talk about the following changes to our present agreement
which is due for renewal in the Spring of next year:
t-
-
- a reduction in the franchise fee from the present
per year $40^6,ooo-kev poinLlll
$ S O ,O O O
tl- - a
qn0/
Jwlo 5!drrL tLou w
w daf r
udb s tLhr ree costs
uL__- of d t r v p l o_ nr Ji _- I^I B +L ILl e^ ^j+^
s_LLg.
1 TncraneinTsatinqfrwn 2a0.
121gfe
L
, 1
- freedom-to buy i-ngredients 1oca11y. SaUe10%
- Eet Up to run more on-si-te staff trai-ning. It's benbad
t_
,^1 - preparation of a quarterly business r"pofa to Eet Up,

t_
--
not monthly.
- Eet Up to sponsor special promotions, such as

t_
' 1
combinations with theatres, cinemas, c1ubs, etc.
- Eet Up to send more information on market trends.
l-- Looking forward to a successful meeti_ng,
-,
Best regards,
4
!
4.

- YOU:
l- r w?Dtto remainwith Eet Up
- . think the expansionof your businessshould bring more benefitsto you, ratherthan to the
L franchisor.
-.
L
4 YOUSTART.
L @PenguinBooks1996
= 55
I
 -
=f

28 HEALTHANDSAFETY StudentA
J

(Obliging;
permitting;
emphasizing;
urging)
IJ

=
Companies are controlled by legislation affecting health and safety. ln addition, many have their own
-
policies to ensure that health and safety rssues are constantly monitored and improved where necessary.
4

Your company has a very bad record on health and safety. Employee representatives and I

government officials have demandedimmediate improvements;otherwise the company may be

forced to close. -
You have a'meeting with a colleague to discuss ways to improve the situation. =
The following is an extract from a report on incidents concerning health and safety in recent
months. =

-
-
i-
January 12: C a s u a Lw o r k e r e t e c t r o c u t e d b y f a u L t y
wiring.
-
F e b r u a r y 1 5 : F o r k L i f t a c c ' id e n t worker
hospitaLized. The operator was not -
-
quatif ied to use a fork Lift.
-
F e b r u a r y1 7 : W o r k e r f a L L s o f f a r o o f w h i t e c a r r y i n g -
out a repair.
A p r i[ 4 : ChemicatIeak f rom a fauIty waste pipe. =
May 19:. C h e m i c a tt e a k : u n d i L u t e d c h I o r i n e
agents pottuted nearby river. =
J u L y? = Roof bIown off storage depot in a
storm. Two workers injured. F
August 23= Fire on a rubbish tip.
l-
S e p t e m bre ? = N i g h t s e c u r i t y m a n a t t a c k e d b y
intruder. Not discovered for two hours.
F
Receivedhospitat treatment.
0ctober 16: Lorry crashes i n despatch area. -
F
W it n e s s e s s a y d r i v e r u t a s g o i n g t o o
f a s t . A I o t o f d a m a g ec a u s e d t o F
vehicLe: driver unhurt. -
l-

F
YO U :
=
o w?rt immediatedecisionson what must be done and a firm date for implementingany changes
. think that cost is not the issueas failureto improvematterswill resultin the closureof the F
factory
. know that the governmentis planningmuch stricterruleson healthand safety,including =
powersto fine companieswhich allow accidentsto happen
o w?ht an end to using untrained,casuallabour =
o wort a detailedtraining programmeestablishedto improveworkers'awarenessof safety issues
-
. think that a bettertrained,full-timeworkforcewould improveboth safetyand productivity
. think that maintenanceand house-keeping on site could be improvedwithout incurringmaior =
costs,e.g.by improvingdisposalof wasteproducts.
=
YOURPARTNER
WILLSTART.
=
56 @ PenguinBooks 1996 =
L
E

\-
H

L.
29 IN.HOUSE
MAGAZINE StudentA
t-

\
(Agreeing/disagreeing
; likingandpreferring
;
l-
measuringandcalculating)
\-
E

\-
5
An in-housemagazinecan be an importanttootfor internalcommunication.
tt can serueto
L.
5 informstaff membersof importantcompanydevelopmentsand encouragethemto identify
I
!
withcorporateobjectives.
5-
IL
=, You and your partner are membersof a small task forceformedto upgradeyour com-
I
L. pany'sin-housejournal.Youhavebeengivena free hand to draw up a set of
4 recommendations to submit to seniormanagement.
I
L

4, You must:
I
. identifythe objectivesof the magazine
4,
l- . decideon how oftenthe magazineshouldappear
4,
l-
. decideon the pagesize,numberof pagesand generallook
1 . thinkof a name
IL
= . draw up a budgetfor a magazinewith a circulationof 5,000(editorial,designand
t- productioncosts).
4
For the content,decidewhich of the following you think shouldor shouldnot appear
4 in eachissue:
-4 o o hesSsgefrom the Chairmanof the company
L o rec|rtsalesfigures
1
. otherfinancialinformationrelatingto the company'sperformance
I r nwSand photographsof new recruits
t- o hews and photographsof recentretirements

1 . featurespresentingindividualemployees
. featurespresentingthe work of individualdepartments
I
o colrlp?hysports news,socialclub news,newsfrom the company'svariousclubs
-- and associations
- . interviewswith seniorexecutives
. tradeunion news
-a
o ? sulrllrlaryof coverageof the companyand its productsin the nationaland
4 specializedpress
d_ . future plansfor expandingor contractingthe workforce
o reGerltacquisitions,ioint ventureagreements
4
r rechtproductlaunches,newsof futureproductplans.
-_
Can you think of anythingelsewhich shouldbe included?
d

YOUSTART.
=.

a_

- @ Penguin Books 1996 57

 -F
<

TECHNIQUES
30 INTERVIEW StudentA I=-

F
ng)
(Judging; agreeing/disagreei F

F
questionsasked'Many
lnteruiewingtechniqueaffectsboththe styteof an interuiewand the typeof F
b discoveras muchas aboutthe applicant'
possible
interuiewsusea combinationof approaches
E

Look at the followingjob advertisement:

F

MAilAGER
MARKEilNG =

F
E

developmenlcompony a-
Anexpondingyoung softwore
wilh950employees,wifiitsheod inLondon
office F

ondwifiproduction inLondon,
sites ond
Rotlerdom -
F
forodynomic,
islooking
Poris, ombitiousgroduote
-
indired
wiftexperience ond
selling $rolegic F
inorelevonl
preferobly
plonning, seclor.
=
-
F

08005656ondoskfor
Telephone F
forfurther
Professionol
Freephone
F
form.
ondonoPPlitotion
detoils I

F
-
I

into three groups: Personav

with your partner, classify the following interview_questions l:
psychological (pp), Academic and Profe-ssionalBackground (AP), Hypothetical (H)' Then assess
-
and 5 = rot useful at all' Give
them on a scale of L to 5: where 1 = most useful in ajob interview'
I

reasonsfor your assessments. -

F
in conflict with colleaguesin your
1 Can you give an example of a situation where you have been I

presentjob or in a Previousjob? =
II
2 bo you enjoy working alone or do you prefer teamwork? J
in this company?
B How does your op"ri"rr." until now pi"p."" you fol the work
I

4 How does your family feel about your relocation to London?

- your backgtound is in the food sector - is =
5 Given your lack of experience in software development
this likely to be a Problem? a
6 What do you do when you need to relax?
in a particular market, what would you
7 If aproduct you were responsible for was obviously failing J

do to resolve the situation?

years'time?- -
8 How do you see the future of the computing industry in ten t
involved with in your present job?
9 Can you describe a particul., pro5".lit at y:ouhave Leen closety
!
{
YOU START. I
-
@ Penguin Books 1996 !
Il
|-
f
!
31 JOBAPPLICATION StudentA
f
f
(Questioning;
urging)
f-
f-
f- A job apptication is a formal request for a job. You usually make an application by replying
to an adveftisement. People who apply for a iob are iob applicants.
\-
2
t= You are the personal assistant to a well-known film director, planning to leave for a
s'ell-earned rest after five years in the post. You placed the job advertisement below in
L
-_ the national press and received several good applications, including a very interesting
one from your partner. Although you acknowledged this some weeks ago, you have
L been too busy to invite him/her to interview. You now receive a call from him/her to
=
L find out what is happening and to get more information about the job. You can tell the
4 applicant (your partner) about:
t-_ . travel: you travel constantly, to all parts of the world, and are away on location
sometimes for monthsat a time
L
f_
. hours:from0 to 24 hoursperday- thereareno typicalworkinghours
L
IJ r po|: the basesalaryis nothingspecial,the performance-related elementis
L relatedto the successof the latestfilm
td

t-
td
o problems:livingout of suitcases,the director'sterribletemper,actorsand
actresses whofall ill, etc.. . .
t-
-
You can invent other details about the job but you are not at liberty to reveal the
director'sname.
L
rd In turn, you would like somemore information about this applicant:
t
ld . languagesspoken?
L
1
.
.
typing?
driving licence?
L
>J
.
.
tough?
adaptable?
L-
4-
o
.
coh get on wellwith all sorts of people?
experience?
L
,1
. availableas from when?
o plus otherquestionsof your own.
L
4

L
V HELP! MY PA IS LEAVING ME!
L
Y

L-
Ld
In fact,we'repartingon goodtermsafterflve
yearsbut I needa replacement FASTlf you've
L
}J got whatit takesto be PAto a well-knownfilm
L
Ld
writeto BoxXPA14T5
director; at thisnewsPaPer
now Goodsalary(performance-related).
l-
}J

L-
ld
No previous required.
experience
filmindustry

L-
Y

L
ld

t_
ld
@PenguinBooks1996 59
 =
4

31 Job Application(continued) StudentA d

l
rd
l
J
t-

,-/
MEGA MEDIA ENTERTAINMENT :-
-
-
7l GracechurchStreet
London N1 1QA =
-
T e l :01 7 12227548Fax:01713586037 -

Berlin - London - Paris - New York - Rome - San Francisco =

rl1.rnn1. rznt
- L n a n Ky o u frnor r y1o6 u1 1rr rrter eceen tn t
1 arp- -pl l l- -i ^c- +ai l L ^o* n ^
A r o- r the -
-
advertised post. You will hear from us very
shortly =
-
Yours sincerely, -

/ ' - r t l A
=
/-!^ru Jh,4*- -d
Linda Devito H

-J
irf

WILLSTART.
YOURPARTNER J
t{
J
>r
J
trd

J
)r
J
:

J
fr
J
Ld

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rfl

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60 @PenguhBooks1996 J d
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t_
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l-
32 LARGEVERSUS
COMPANIES
SMALL StudentA
t_-
l-
judging;correcting)
(Likingandpreferring;
t_
b.

t_
l-

t_
l-
A company's workforce may range in size from one employee to tens of thousands of
people. Some people prefer to work in small companies, others prefer to be part of a large
t_-
-
organization.

t_
r
,d
In this activity, you are going to debate with your partner the advantages of working
for large and small companies.You prefer small companies,your partner prefers
L-
,d
large. Use the arguments below to help you win the argument. Add your own
arguments to the discussion.
t_
L-J
YOU believe the following arguments:
L_-
d

L-
td
1 In a small company,you know everyone. Small companies are friendlier.It's good to
be able to get to know the people you work with really well.
t_
L-a
2 In small companies,you can sort out problems face-to-face.

L-
L-i
3 There's more variety to your work in a small company.You have to be ready to turn
your hand to more or less anything.
L
ld 4 You are more independent in a small company.When you want to do something, you
L
IJ
don't have to wait for permission from all kinds of people above you.
5 When you work for a small company,you feel proud of making a direct contribution
L
\4 to the successof the organization.
L
)4
6 People who work in big companies are too ready to conform.

L
)4
7 You know where you are in a small company: you're not afraid that you'll suddenly
lose your job without warning.
L
)4
8 The advantages of working in a small company are freedom, flexibility and
L
V
openness.
9 You've got more chance of realizing your full potential in a small company.
L
IJ You also think that . . .
L
4
YOUR PARTNERWILL START.
L
4

L
rd

L
IJ

L-
rd

l_
L-,

L
u
IJ

IJ

U
rd

L
L-a
@PenguinBooks1996 6l
 I
-J
'r-l

:J
OF INVOICE
33 LATEPAYMENT StudentA :J
r-
negotiating)
(Urging;emphasizing; :J
td

:J
- l
d

may sometimescreatedifficultieswherenaturallyone companywants

Cashftowconsiderations :J
d
immediatepaymentbut the otherprefersto delayas long as possible.
:J
- l
d

It is now January 7th. Your companysent the following invoicefive weeksago,plus a reminder a
4
- l
I

week ago.You have still not receivedpayment. .d

=
--
d
KWAN SERVICES
1
-- l
450-58Jalan Bukit Bintang
55100Kuala LumPur, MalaYsia
Tefephone(03) 77878779 Fax (03) 77878562
:
- I

INVOICE
=
ArndalePromotions -
112DepotRow J
ed
PO Box4567
NewZealand
Auckland, J
H

199-
2 December -J
tfd

Ref.Yourorderdated24 September
Report
J
SingaporeMarketAnalysisConsultancy
:
Fee: $us4'ooo
Expenses: $US 567 :
H

J
t-
TorAL Now DUE $us4'567 J- l
'bl

Bankdetails: 4
KWANSeruicesCurrentaccountNo.70852406 -
LT l
BranchSortingCode:20-99-56 J
CreditBankInternational, E
JelanMelaka200,KualaLumpur,Malaysia' )
Terms:
30 daysfromdateof invoice. )
lr
)
-
TelephoneArndale Promotions. _.
H

YOU: l
H
. havea seriouscashflowProblem
r ur$entl| need payment
J H

o remird your partnerof the terms stated on your invoice. J t-

YOUSTART. f- l
Y

1
62 @PenguinBooks1996
=
a

I
i
34 MANAGEMENTANDLEADERSHIP StudentA
a
SKILLSFORWOMEN
-
(Urging; negotiating;
agreeing/disagreeing)
aa

=
Companiesand trainingorganizationsare increasinglyofferingcoursesespeciallyfor
J women,for examplein leadershipskillsand assertiveness, in orderto help women
increasetheirself-confidence
and theirbeliefin theirown ideasand actionsin
= professionalandpersonalsituations.
-

;- You and y'our partner are helping with the design of a new training programme which
will eventually be followed by alt female employees who are managers or who have
= management potential, as part of the company's overall employee development
progTamme.
= You have identified five problem areas to look at during the course.
= 1 Dealing with a team member who is not pulling his or her weight.
-t
2 Handling former colleagues who are jealous of your success.
I

!- 3 Managing employees who are older than you.

I

L 4 Managing men.
I
- 5 Supervising a close friend.
, Decide with your partner:
i

= . the best way to handlethese problems

i

its . a trainingidea(roleplay,simulation,
game,discussion, casestudy. . .)to help
the courseparticipantsto learnhowto handleeachsituationbetter.
=
> YOUR PARTNERWILL START.
-

a
I

t
u
I

t
t
-

-
I
)
I
I
@PenguinBooks1996 63
-
I
 !-

35 MANAGEMENT
QUALITIES StudentA =
-
; judging;agreeing/disagreeing)
L-r
(Sequencing
-
=

t-r

It is difficultto find universalagreementon the specificpersonalityand professional -

characteristics whichmakea good manager.Teambuildingusuallyaims to covera range t-
of qualitiesas one individualcannothaveallthe positivemanagementattributes. -
I-

=
Discussthe following characteristicsof what makesa goodmanagerand, with your
partner,rank them in order of importance: L-

l--

. obility
logelonwell
with
rolleogues T =
. lerhnicol
knowledge E il

l-

. experien(e indifferenl
ofmonogemenl industriol
seclors E l-
. obility people
fomoke lough E =-
t-
. willingnes upto60hours
lowork oweek tl ;-
F
. confidence
inmoking
decisions E .-
tr
o (0n(0r1t
forwell-being
ofevery
employee of0norgonizolion
fromfietoplofie bofiom E {

. obility of(ompony
detuils
tounderstond oclivity E F
fl

. obility
toplon corporole
ondunderslond obiectives E ar-

r-

. knowledge
oftheworld E F
_ 'I
. highly
educoted wifiwide
individuol
ondcultured 0fpelsonol
ronge inleresfs E li
J
I

. (ommilmenl
tomoking
money E F
J
. $oble
heolth
ond psychologicolmoke-up E tg
)
. supporlive
fomily tl ts
)
. obility
lomolivole E tH

J
. obility
todelegole l
:
Fr
)
lr
WILLSTART.
YOURPARTNER
J
a
,-
)
F1
I
/
F.'l
I
-1
F,l
I
4
F.
64 @PenguinBooks 1996 ,J
F
-

-
36 MARKETRESEARCH StudentA
E (Questioning;
likingand preferring)

-_

= Companiessometimesemployexternalconsultantsto carryout marketresearchto help themtarget

> productsand seruicesbetter.Somemarketresearchis veryuseful,but the techniquesused to gather
informationhave to be carefullydesigned.
=
> \bur company owns a chain of hotels and restaurants. You receive a market research report from an
- agencywhich has investigated guests'opinions in some of your hotels.
-

-
PRELIMINARY REPORT
-,
Number of respondents:1,147
-l
Survey technique: Customers staying in your hotels were asked to complete a
-l form which was left in hotel rooms.

4 Analysisbypurposeof visit:
Business:787o Private/tourism:22Vo
-
Analysisby duration of visit:
d
One nght: 48Vo 2 nghts:33%o 3 niehts: ljvo More than 3 nghts:9%o

J
Analysis by servicesused:
Bed & Breakfastonly:65Vo Evening meal:35Vo
1

1 Quality Assessment:
I = outstanding 2 = very good 3 = average { = poor 5 = very bad
I
Welcomeon arrival : 2.5
4 Quality of serviceat reception: 2.I
F acilitie s available from reception: 3.0
J. Rooms,comfort,decor,etc.: 2.4
Beds: 3.0
I Room service: 2.6
Valuefor money: 3.4
1 Breakfast: 2.8
Dinnerlrestaurant: 2.9
1

-
> YOU:
J -
. are not happywith the survey
= . think it needsmuch moredetailedinformationto be useful,for example:what does it meanto
- say the welcomeon arrivalwasrated2.5?Howcould it be improved?Whatdo customersexpect?
= o also want to know what needsto be done to improvethe beds,if they are ratedonly as average?
E . want to know how relevantit is that the survey respondentswere self-selected,i.e.they chose
-- to fill in the forms.Whatpercentageof guestsactuallycompletedthe forms?
! . wantto know what variationtherewas betweendifferenthotelsin the group.
4

= YousrART.
L
@PenguinBooks1996 65
=
I
 -

=
37 MARKETSURVEY StudentA -
-
likingand preferring)
(Questioning;
-

-
-
Market research is the activity of collecting information about consumers and what consumers want and :-
need. This information is used to help produce the goods and seruices which will ensure success for the -
company. =

F
You work for a market research organization. You want to find out more information about
consumer needs in the camera market. You are out on the street conducting interviews using the
following questionnaire.
=
Introduce yourself and explain what you are doing. Then, if your partner agrees to help, ask the
L-
questions.Fill in his/her answers on the form.

AUDIOVISUATEOUIPMEilT t-
MARKET
SURVEY- SECT0R:
CAMTRAS -
F
-
I Doyouown ocomero?YES/I'|0 F
2 lf YES,
howoldisil? -
F
fion3yrs
o)lesfionI yr b)l-2 yn c)2-3yn d)more
lf N0goonfoquesfion
5. F
3 Whol mokeisil?
(pleose
slole).
CAN0]|/KODA|(/MI1'l0WNlK0t'l/0LYMPUS/PANAS0l'llUPMlfil|(VS0NY/Zt]'llTH/other a-
-
4 How much
diditcost? F
o) lesthonSl50 b)Sl5l-250cl 5251-350 dl morethon5350
tobuy0(0mer0
5 Doyouplon infienexlyeor? YtS/l'|0 F
-<
6 How doyouplon
much lospend? e-
o)lesthonSl50 b)Sl5l-250c)$251-350 d)morethon5350
7 Whidmoke(s) doyouthink
ofcomero oreftebest formoney?
volue C-
(pleose
knoVother $ole)
ON0N/K0DA|(/MlN0tWNl|(0N/0LYMPUS/PANAS0IIIVPRAKIIWSO}'|Y/Ztl{lTH/don'l 7a
t
8 l|owmony useinoyeor?
rollsoffilmdoyounormolly
o)fewerfton5 b)6-10 c)I l-20 d)more fton20 F
Nume ofrespondenl:
F
Age:Under1616-18 19-24 25-30 3l-45 46-60 0ver60 -:1

single monied divorcedseporoted

Morilolslalus: F
11
Addres: .ts
-J
.=
Dole: Iime:
.z
=
.1
F
Finally, ask for the respondent's name and address. If he/she gives you this information, his/her
name will automatically be placed in a prize draw. The first prize is a two-week holiday in the -=
Seychelles. -_J

=
YOU START.
=
-{
66 @PensuinBooks1996 .a
-

-_
38 MEETING
ARRANGEMENTS StudentA
; urging;judging)
(Obliging; declining/rejecting

= Onedefinitionof a meetingis:the gatheringtogetherof a groupof peoplefor a controlleddiscussionwith

_ a specificpurpose.The essentialelements of i meetingaie,
- o d purpose:problem-solving,idea-gathering or training
= c dDagenda:the listof pointsto be discussed
. the members:the chairperson,the secretaryand the othermembers
= o d ESult:the outcomeof theprocess
o 2 rpottiusuallythe minutes(writtenby the secretary).
>
-

4 Your company exports its electrical goods around the world. Unfortunately one of your overseas
E agents is not selling many of your products. You want a meeting next week to discuss ways to
- improve sales.Telephoneyour agent to ask for a meeting.

=
> YOU:
J t . think a meetingis absolutelynecessaryto relaunchthe partnership
4 . wdllt to show a videoabout new sellingmethodsused by your company
= r w?rt to discusssalesperformance,lookingat graphsand other illustrations

= o w?ht the meetingnext week!

> . haveheardthat your partneris doing very well sellingother products.
J
Here are your appointments for next week:
4

4 l3 Monday l6Thursday

4
DepartmentMeeting
1 1 0a . m .

4 | 4 Tuesday l7 Friday
-,

--

4 | 5 Wednesday | 8 Saturday

4 Showtraininqvideoto
- re4ional
ealesteam | 9 Sunday

I
I

1
I
\-- YOUSTART.
-
r
l-
- @PenguinBooks1996 6'7
I
 =

=
39 MISSIONSTATEMENT StudentA
=
permitting)
(Knowing;iudging;urging;sequencing;
=

=
-
A missionstatement is a statement of the aims, purpose and future activities of an -
organization. The objective of the missionstatement is to define - for the company's
employees, its customers and its shareholders - what kind of organization it is, what it =
believes in, and in which direction it wants to go.

You and your partner both work for the same international company.You have been
given the job of producing an effective mission statement for your company.Your task -
is to draft a first version of the statement for circulation, about a dozen sentenceslong. !-

Your draft could include statements about: =

. the usefulnessof the company'sproductsandservicesin the community F-
. the company'sobjectives
t-
. thcompany'svalues -
F
. thcompany'spolicieson qualityandon customercare
-
. thcompany'sprincipleson personnel a-
-
. the company'spolicyon the environment
andtowardsthe countriesof the l-
developingworld
l-
o anythingelseyou thinkis important.
a-
YOUSTART.
F

ll-
-/
l-
-r'
Fr
I
il
-
I
F'i
;*2
I
lrr
.-./ I
r
- l
I
-t
C.,'l
I
--1/
Y
I
-/
-lr i
I
-/
-
-=./
I

-/ I

ts
.J
)
.F
_/
68 @PeneuinBooks1996 .F
-

-_
40 PAYVERSUSBENEFITS StudentA
(Negotiating;declining/rejecting;
urging)
-l

=
',lost employees get some benefits from their
= employer in addition to their basic pay. Some senior
nanagers receive very generous fringe benefits from their companies, which together are worth much
- nore than the salary alone. Some people prefer to receive just money for the work they do; others prefer
:c receivepay plus other kinds of benefit. The totalof what you receive is cattedyour remuneration
-t- sackage.

-L
In this exercise,you play the role of a personnel manager talking to your partner who is an
4 =recutive in the company where you both work. Until now, the company has offered its more senior
-a :nanagers a wide range of benefits in addition to basic salary. Now, however, the company wants to
::rt the range of benefits being offered and wants to bring earnings under tighter control. Look at
-- :he information below and discuss with your partner how his or her remuneration package can be
altered.
-4

1
Current package per annum
4
Base salary $20,000
- Performance-related bonus last year 910,650
J
(Note: ma:rimumpossible PRBwas s,20,000)
Company car and private use of petrol s3,600
J
Long-term disability cover 91,500
Subsidized lunches s1,250
I
Employer contributions to company pension fund 91,200
J
Private medical insurance s1,200
I
Parking s950
Life assurance s300
I Annual health screening 9200
J Financial planning s200
Health club membersNp sl50
4 Total $41,200
J

1 YO U :
J . wsrt to keepthe new packageas close to 840,000as possible,and preferablybelow it, unless
justified by performance
4
r ?re empoweredto increasethe performance-related elementof the packageaccordingto your
4 judgement,but you cannot increasebasic salary by more lhan 25o/"
. wdr|tto reduceyour administrationcosts and thereforewant to minimizethe numberof fringe
1
benefits you offer
4 o w?rt to keepyour managershappy.
J,
YOUSTART.
J

J
@PenguinBooks1996 69
 =

=
41 PERFORMANCEAPPRAISAL StudentA
=
(Emphasizing; your
blaming;telling;expressing =
fearlworry;vetoing)
=
-
=
Evaluation and appraisal are used to ensure that employees develop their full potential within the
company.Accurate assessment is vital in determiningpay, career development and the company's =
commitment to individuals.
=

=
You are a manager in a production company.You have a meeting with a colleague to discuss an
employee who is doing badly at work. Last week he failed to arrive on Monday and Tuesday, he was =
late on Thursday and on Friday he incorrectly completed work record forms.
Here is an internal report on the employee involved:
-

F
EMPLOYEE PERFORMANCE EVALUATION
-
& HEALTH REPORT F
STRICTLY CONFIDENTIAL T
F
Name: John Casenove
F
Sex: M
Position: Lineoperator/Chargehand =

History F
John Casenovejoined the company three years ago. For eighteenmonths -
t-
his record was above average,with a good level of performance,low
absenteeismand excellent inter-personalrelations. He was promoted to
t-
chargehand18 months ago.
{
For six months he respondedwell to the promotion and continued to be a F
valued employee. -
F
Recent problems
Casenovebeganto arrive late for work and was frequently absent.A L.

supervisor'sreport said he appeareddepressedand uninterested.He was

offered counselling by the company counselling service.The offer was F
refused.
F
Three months ago he was disciplined for assaultinga colleague.He was
fined one week's wages.He was wamed as to his future conduct. l=

YOU: F
o ?rtired of the problemssurroundingMr Casenove
t=
. think the companyhas everyiustificationfor giving him the sack
F
. think the minimumactionshould be to replacehim as chargehand,puttinghim at a lowerlevel
of responsibility. =

F
YOURPARTNERWILL START.

@PenguinBooks1996 F
70
J.

=
43 Pressand PublicRelations(continued) StudentA
-

b YOU:
-
. think KAD has a good recordon health,safetyand pollutioncontrol
;'
. know that t45,000was spent on the plant last year - all directly linked to safety
= and the environment
. soy this is the first maiorincidentfor fifteenyears
=
> . believeKAD is always looking for new ways to protectthe environment- within
4 (confidential)cost limits

= o ore inriestigatingways to ensure no repetition

-. . know KADwill pay t5,000for the clean-upoperation
-4
b . think manyother localcompaniespollutethe river
J
. know that KADemploys600 people
-! . know (confidentially)
that KAD is under-insured
for industrialpollutionaccidents.
-!
YOURPARTNER
WILLSTART.
4

I
-a
-t

-4

J_

-t

J,

-t

-t

-,

-,

-,

-t

-t

-t

-t

-,

- @PensuinBooks1996 73
J -

44 PRODUCT
ENDORSEMENT StudentA
=
(Negotiating
; forecasting
; urging)
=

=
When famous people endorse products, they say in advertisements that they approve of them and -
=
encourage people to buy them.
=

You work for an international agency representing leading sports personalities. On your list you =
have a rising young Swedish tennis star. You are now going to have a meeting with the
representative of a sports footwear company (your partner) to discuss the possibility of your tennis =
player endorsing their goods. -
-

=
-
-
CLIENT
FILE
International Promotions
Sporting -
-
Name: Wahlstrdm
Christina :-
Age: 17
-
Nationality: Swedish !-
Profession: Tennisplayer
Coach: BoWahlstrtim (father) ::r

Professional: Swedish Junior0penChampion at14,

Swedish Women's Champion at 16, F
Wimbledon QuafterFinalist
and
Australian at17.
Semi-Finalist F

Personal: 'TheJohnMcEnroe ofwomen's tennis.' -

Stormy with(i) herfather;
relationships
(ii)numerousboyfriends(iii)tennis F
umpires. -
ts
Potential: asa player.
Stilldeveloping Coulddominate
women's
international withinthree
tennis F
years.
ts
F
YOU: -
F
r w?ht a dealworth $1mfor your client
r ote convincedof her tennis potential E
. think she has greatmarketingpotential:the first Swedishfemaletennisstar F
r woht more informationaboutthe productwhich the footwearcompanywantsher to endorse:it F
has to havethe right imagefor her and it has to be reliable.
Persuadeyour partnerof your views. F

F
YOUSTART.
!-

=
.1

F
,1
74 @PenguinBooks1996 F
 45 PRODUCTION
DELAYS StudentA
(Obliging
; expressing
fearlworry;urging)

- Productiondelayscan be causedby manyfactorsfrom the non-deliveryof partsto planningmistakes.

Theconsequences can be small,suchas a littleinternaldisruption,or considerable,
suchas lossof
- importantbusiness.

Your company,DGS Holdings,has a subsidiaryin Portugal which produceselectroniccomponents

for your main productionsites in Taiwan and Korea.Unfortunately the Portuguesesubsidiaryhas
beenhaving sorheproblems,as shownby the fax below.

-1
EUSEBIOTORRESS.A.
-l PASODO TOQrrl\[HO 200
TORRESVEDRAS
-,!
OO7893FORTUGAL
-,
FA)G3516t 3Z4Zee
t TEL 35161567344
I

I
FOR THE ATTENTION OF: Robin Keeler,DGS Holdings-
ProductionDept.
J

J
MESSAGE
I
I am sorry to reportthat the orderdatedMay 22 for a consign-
-4 ment of part numbersDR 56821 and TR 55901 has been
delayeddue to productionproblems.We cannotship the parts
J
on Junel0 asrequested. Delayby threeweeks,to July 1.
J
Weregretthe inconvenience
this may cause.
J
Bestregards,
J

J
l\m;a 7,";'1" /li >rn;., '
4
./
4
MariaPintoandLuis Deias
J

J
You are very concerned about this. Contact your Portuguese subsidiary to find out the reason.

- @ Penguin Books 1996 75

 =

45 ProductionDelays(continued) StudentA
=

=
YOU:
=
. know that delays like this can affect productionschedulesfor the whole
organization =
. have receivedfive similar faxes in recentmonths
=
o w?rt to visit Portugalwith top level colleaguesto examinereasonsfor
continuingproblems =

r lll?g as a compromise,insist on sendingone individualfromheadoflice to help -

resolveproblemsat the Portugueseplant
-
. have heardthat there is a strike on at the moment
o lll?| haveto stop using your Portuguesesubsidiaryas a supplier- but naturally L-

you do not want to do this.

!-

YOUSTART. -

-
-
=-

ts
F

ts-
F

ts-
t-

F
F-
_- l

I-i
l
-)
tsi
2
F-i
- l
I

D-r
- t
I
=-J
lrf
- l

)
FJ

)
76 @PenguinBooks1996 - l
}J
J

--
46 PROFITANDLOSSACCOUNT $tudentA
-
(Knowing;
sequencing;
measuring
andcalculating)
-,

= A pr.ofi.t
and lossaccountis a statementof incomeand expenditurefor a businessrn a particulartime
period,normallyoneyear. lt showstradingpertormancein termsof what hasbeen spentand what has
= beenraisedthiough iates and otherrene-nue generatingactivities.
J

L At the end of the financial year, a colleague from a sister company asks you for details of the profit
- and loss account for your company,which has interests in retailing,leisure and property.
= Use the abbreviated profit and loss account below to answer his/trer questions.

YEAR
TO31MARCH
19_
-
Previous
--
year
Trading (before
surplus depreciation) $8.0m (9.5m)
-
Income
fromproperty $2.5m (a.6m)
- Less:
depreciation $+,om (3.sm)
- profits
Pre-interest $6,sm (10.6m)
Less: payments
interest $2.sm (3.am)
-tl
Pre-tax
orofits $+.om (7.2n)
- Less:
tax $1.3m (2.3m)
- Available
toshareholders $2.7m (a,9m)
-
YOU:
-
. thinkthefall in profitis dueto a crisisin the locateconomy
' ' believethe mainfactorwasa fall in incomefrom rentingofficespace.A lot of propertyowned
= by thecompanyis standingempty
. thinknextyearwill be worse- you do not expecta quickrecoveryin the propertymarket
' knowthat interestpaymentsaredownbecauseseverallong-termmortgageswereredeemed in
= the previousyear
. thinkthe companyhasdonewellto showa profitin verydifficulttradingconditions
=
' knowthatall propertycompanies
arein thesamesituation- mostotherleisureandretailing
- companieshavealsosuffered.

YOURPARTNER
WILLSTART.

@ Penguin Books 1996 77

 L

=
MANAGEMENT
47 PROJECT StudentA
=
judging;measuring
(Agreeing/disagreeing; and F
calculating)
h-

=
Project management is an important businessactivity which involves putting plans into practice. lt
requires the coordinationof various activities,each within a specified time frame. =

You are project leader for a company that is planning to build a new f,2m production site. You have -
produced an outline of the project proposal. You have a meeting with the senior member of your
i"urrr, the assistant project leader. Ask him/her for comments and get approval for your outline ti

schedule.
L-

t-

ts
F

ts
Week Phase Action
F
G7 I Settingobjectives
L.
definitions
Establishing
cations
specifi
Establishing
' F
8-9 ll Organization
Decidingprojectleadersandteams ts
l0 lll Costestimating andbudgeting
F
|| lV Puttingout to tender
12-15 V Detaileddiscussions F
| 6- | I Vl Decidingon allocationof work
Meetingswith tenderers F
19 Vll Contracts
l-

2C_i2l Vlll scheduling

Planning.md
l:Sitepreparation >
22-24 lX Construction
25-28 X ll:Foundations
Construction
lll:Above-groundstructure F
79-34 Xl Construction
35-38 Xll work
Finishing l-

'18 @ Penguin Books 1996 =

--
!

=
L,
47 ProjectManagement
(continued) StudentA
-

i
YoU:
=
> ' have basedthis scheduleon your experienceof building a similar production
= site at a subsidiaryin Australia
. ' are absolutelyconfidentaboutthe accuracyof the schedule:16 weeksplanning
> + 16 weeksconstruction= 32 weekstotal
-
. will acceptonly minimalchangesto the schedute
= o ?rs responsibleto the productionmanagerand the managingdirectoronly

= ' understind that the companyrequiresthe project to be finished as soon

as
L Possible
-
J
. naturallydo not wantto upsetmembersof yourteam.
-
L YOU START.
=

4
J

a
a
a
-

a
a
a
a
a
-

t
t
a

a
@ Penguin Books 1996 79
 =

48 QUALITY
I

StudentA
=
; judging)
(Agreeing/disagreeing
b

b-

Quality improvement is the process of improving allthe systemsand procedures within your organization =
so that you produce better goods or seruices for your customers. Quality is not an absolute. The quality
of your goods and seruices is defined by what your customers expect. =

=
Your company has asked you and your partner to draw up a list of proposals for improving quality
within your organization(s). =

Select six of the following which you both feel should definitely form part of your company's new -
commitment to total quality:
b-

. oppoinlment
ofquolity
confiol
inspeclors
forrondom
checks goods
onfinished n :-
. (reolion
ofquolity
circles fte(ompony
throughoul E F-

. estoblishmenf quolity
oforegulor wifiprizes
compelilion forbest quolity
forimproving
suggeslions
ondsoving
money E E

. infoducfion quolity
oforegulor feoture
infiein-house
mogozine n F

. decision
loseek quolity
internofionol (e.g.
stondord lS09000) T b

. drofling
ofoquolity
chorfer
lobesenf
loollcusfomers T F

. reolion
oftelephone
hotlines (0ngelimmediote
sofiol cusfomers withproblems
help ondgive F
immediofe 0ny0ur
feedbock producb/services T F
. ofoquolity
inlroducfion improvemenf progromme
lroining forollstoff
members E F
. oppoinfment
ofolopmonogerlohoveoveroll forthequolity
responsibility progromme E
improvemenl
F
. ofquolity
theestoblishment (zero
torgets inproducfion
defeds) T >-
. lheprominent ofquolity
disploy notices
ftroughodfiecomponybuildings. tl F

F
Is there anything else you might like to add?
ts
YOUR PARTNERWILL START. ts
F
F

F
F
l-

F
.1
80 @ Penguin Books 1996 F
+
F F ^ A
: + Y QUIZl StudentA
F (Questioning)
t

+-
L Quizzesare usuallyfairlylight-heartedbut theycan alsotell us quiteinterestingthingsaboutourselves
- and aboutotherpeople.
L

= -\k your partner the following business quiz questions and then get him/her to ask you. You can
either answer each question in turn or each of you can go through the whole list in turn.
3

= 1 Do you work mainly: 6 In meetings,do you normally:

> a) for money? a) say less than the others?
-r bt forpower? b) say more than the others?
- c) for fame? c) say as much as the others?
-
d t for self esteem? d) chair the meeting?
J
2 If you won a lot of money,would you: 7 In your opinion, should the averagebusiness
= a t invest it in your company? meeting last:
b t start your own company? a) no more than an hour?
r Cr feElref b) no more than an hour and a half ?
c) no more than two hours?
4 d) as long as it takes to completethe
> 3 If someoneasked you how much you earned, businessproperly?
r rvould you:
> a' tell them the right figure? 8 Do peoplein your company normally arrive
r b r tell them the wrong figure? at a meeting:
a) before or on time?
1 first? b) less than five minutes late?
= dt refuse to tell them? c) between five and ten minutes late?
d) more than ten minutes late?
= -l Which is most important for you in your
rvork: 9 Which of the following would most increase
= a) chancesto meet people? your own productivity at work:
> bt friendly colleagues? a) more autonomy?
r c) a sympathetic boss? b) more time?
> d) a good physical working environment? c) more computers?
I d) more money?
L 5 If you found your new boss very difficult,
r would you:
-- a) try to discuss the problem with him/her?
t
b t try to tolerate the situation?

d) leave the company?

,4

= YousrART.
I

4
@PenguinBooks1996 81
=
 F

50 QUtz2 StudentA =

=
(Questioning)
F

=
Askyour partner thefottowingbusinessquiz questionsand thenget him/herto askyou. Youcan either =
answerelachquestionin turn or each of you can go throughthe wholelistin turn.
=

Do you socialize with colleagues outside i How much time do you norrnally take for =
work time: lunch at work:
a) often? a) less than 30 minutes? F
b) sometimes? b) 30-60 minutes?
c) occasionally? c) 60-90 minutes?
d) never? d) more than 90 minutes?
=
If your boss told you that you were wanted 7 Do you think an employee should be sacked
F
to represent your company on a stand at a if caught in the workPlace:
trade fair for five days, would the prospect: a) stealing? -
F
a) excite you? b) smoking in a no-smoking area?
b) horrify you? c) taking drugs?
F
c) frighten the life out of you? or d) sexually harassing a colleague?
d) would you ask for extra moneY? (You may wish to choosemore than one.) F

, 3 8 Do you prefer to be Paid:

Which is most important to you in your F
work: a) a high base salary with no fringe benefits
a) yourtelephone? and no performance-related bonus? =
b) your computer? b) a low base salary with good fringe
benefits? F
c) your fax machine?
d) your desk? c) a low base salary with perfonnance-
related bonus? F

4 In your opinion, should your company be: d) a low base salary with perforrnance-
F
a) research-driven? related bonus and fringe benefits?
b) product-driven? F
c) market-driven? 9 Do you prefer to work:
d) customer-driven? a) mostly in an office? F
b) mostly at home?
5 How many days'holiday (including public c) mostly travelling around? L
holidays) do you think people should take off d) a mixture of working at the office, at
work per year: home, and travelling around?
a) fewer than 15?
E
b) between 16 and25?
c) between 26 and 35? L
d) more than 35?
t

YOU START. t

82 @PenguinBooks1996 t
-

rF
I
51 RAISING
FINANCE StudentA
L
(Questioni
ng; forecasting)
=
L
I

L Jcmpaniescan raiseextrafinanceto hetpmeet their needsin severalways.Threeexamplesare by a

' ilation (the sateof shares),a rights issue(setlingsharesat a specialtowprice to existing
F
L- s^areholders), or takingout a loan froma bank througha moftgageor debenture.
J
I
!
= .:'-u
- represent Chapman Whitney Ltd. The company needsto invest in new plant to meet expansion
- :.ans. You arrange a meeting with your company'sfinancial adviser to discussyour plans to raise
L =rira finance.
rl
- .tii 1'our adviser for his/her opinion on the expansion plans, and on the potential for raising extra
I :-':'ne]' to support the plans, either through a flotation, or through a rights issue, or through loans
| ::rm a bank or other lending institution.
l-

Here is a part of the company balance sheet for the last financial year.
=
L
=
L
rt OTTIl{AilG
SOURGS Sm
L
I
Shore
ropilol
4million
shores
ot$1.0 4.0
profih
Retoined 8.0
L
= funds
Shoreholders' | 2.0
L Debt
finonce
=
(3yeorsl
6%mortgoge 6.0
L Bonkoverdroft 4.0 10.0
=
L Totol
funds 22.0
=

4 Asels
employed
Fixed
oseh
= Properly t 0.0
Mochinery 2.0
= Vehicles 2.0 14.0
= J{el
currenl
ossels 8.0
Tololossets 22.0
=

-
tig. | ftopmon
Whitney
[d. Abbreviohd
bolonce
sheet.
=
! YOU:
-
! . admitthat the companyis not tradingdynamicallyat the presenttime - salesare static in a
= contractingworld market

- . believethat you have the expertiseto build new and innovativeproductsfor the next 25 years.

' YousrART.
-

-
II
\- @ Penguin Books 1996 83
-
 !-

52 RECRUITMENT StudentA I
=

lE
(Likingandpreferring;urging;declining/reiecting)
!-

!-
can be a --
Recruitmentis the processof tooking for and finding peopte to do particulariobs. Recruitment :-
mistake'
time-consumingand cosily process.-Recruitingthe-wrongperson can be a very expensive --
!r-

You are an American up-market designer of men's clothes, running your own medium-sized t-
your partner
company jointly with yourAmerican partner. You provide the creative inspiration and -
Your company has
Iooks after the business side of thingr. Yoo have a good working relationship. t-
You are
traditionally operated in the US and is now tryrng to break into the European market'
phoningeach other
based in New york and your partner has been in Paris for three months. You are :-
should get the new job of sales and
(at 10.00French time, 17.00us time) to decidewhich candidate
Each of you has shortlisted
marketing manager for France (and potentially for the whole of Europe).
is not
two candidates whom you have personally interviewed. Unfortunately your fax machine F-
the phone'
working, so you have to describe yoo" o*., shortlisted candidates to your partner over
-
1 Read the two profiles below and decide which of your own two candidates
you prefer. >-
2 Describe them both to your partner.
t-
3 State your own recommendation.
C Persulde your partner of the advantages of your preferred candidate' F-

YOU: h-

. strongly tavour an American choice because you feelthat an American will integrate much F
roteluickly and easily into the company team and into the company's culture. -
F

F
Name JeromeMcGraw
Age 27 l-
Nationality American -
F
Marital status Single
-
Education BA BusinessAdministration, MBA Hartford tr
Experience Marketing posts with Apple Computers and Coca-Cola
(4 years total). Excellent references F
Languages Native English, intermediateSpanish,a little French
'for peanuts' F
Salary expectation Very reasonable:would go to Paris
Interests All sports:captainedchampionship-winning university F
basketball team; Politics; clothes
Other relevant Comes from poor working classbackground; of F
information African-American origin; well-balanced,very J

attractive personality,intelligent, ambitious; he F

obviously has enormouspotential for progressup to
t:
senior managementlevel; wants to make big impact on
smaller company; desperatelywants international =
experience
!.

84 @PenguinBooks1996 t=
4
I
L-
4
I
(continued)
52 Recruitment StudentA
\-
I
t
L-
4

-
! \ame NancyGuscott
= Age 40
E- \ationality American
-
\larital status Divorced(3 yearsago)
Z Education MA (andPhD incomplete)in Frenchlanguageandliterature
.L Experience 15years'marketingpostsin the US andEurope,specializing
4 increasingly in up-market women's fashion: clothes and accessories-
! very good contactsin this sector.Currently Marketing Director for a
'4
reputable US mail order clothes company: $300m tumover per year.
i Some spin-off knowledge of men's fashion market
Languages Native English, fluent Hebrew, fluent spoken French, good written
_
= French, some Italian
! Salary expectation Reasonable
1 Interests Fashion,food, antique furniture

- z
information spent severalyears in Paris with her French (now ex-) husbandwho has
L custodYof their three children
,1
!
ar.!

-
YOUSTART.
4

--

--

.=

-_

-,

,4,

=,

-_
@PensuinBooks1996 85
-t
 -
F

53 RECYCLING StudentA =
-
ts
(Agreeing/disagreeing; i udging)
l-

-
Recyclingis the activityof sortingout wastematerialso that it can be reprocessedby -
speciatistcompanies.Recyclingis broadtyconsideredto be a sensibleway to reducethe F
exploitationof the environment. -
-

F
Your companyproduces25,000tons of wasteproductsfrom its officesand canteen -
areaseveryyear.At presentthere is no policy on recyclingand you think there should -
be qne. -
-
Togetherwith a colleague,decideon the three most important advantagesof recycling
and whether there are any important disadvantages. Then decideif you want to =
recommendthe formal introduction of procedureson recyclingand any related
-
considerations. F
-
F
YO U :
-
. think the introductionof systematicrecyclingwillfinally bring the companyinto F
line with governmentrecommendations -
-
. think recyclingis a'good thing'and givesa good impressionto everyonein the
company F

. fear that more spacewill be requiredfor containersfor differentmaterials =

. think employeeswill haveto wastetime sorting out differentmaterialsfor {
recycling,i.e. paper,cardboard,metal,glass :i

. think that the companycould save money by encouraginggreaterreuseof paper

I

-
- especiallyfor rough working, notes and internalmessages -
F
. think the companyshould use moredouble-sidedprintingand copyingand so
-
save paper. F
il

F
YOU START.
=
-
F
-
F

Lr

86 @PenguinBooks1996
)-
I
I
t-
r
I
l-
54 RELOCATION StudentA
I
I
t-
(Judging
; negotiating)
)a

-
I
Relocation means moving your home, office or factory from one place to another.
I

,
You are a manager with a European company which has recently entered into a joint
- venture agreement whose head office will be in Brussels. You have been offered a
fantastic job by the new boss in Brussels. But your wife/husband and teenage children
rl are very settled where they are and you don't want to move.
L You therefbre propose to commute from your home to Brussels on a weekly basis,
t
travelling out every Monday morning and back every Friday evening.
I
YOU:
rl
. think you will be more productive away from your family and will not have the
rl extra worry of their adjusting to a different environment
rl . will save the company a lot of money in relocation costs
I
L . will,if necessarygiveup yourcompanycar in Brusselsto payfor thecostof the
I
I
weeklyreturnplanefare(youalreadyhavea companycar at home).
L
= Discuss the question with your new boss at a meeting.You must reach an agreement.
I
I Although you want the job, you will not sacrifice your family's interests to keep it.
I

I YOUR PARTNERWILL START.

- @ PenguinBooks 1996 87
I
 I
>-r
l
)
tr
-- l
55 SALESTARGETS StudentA
tr
(Measuring correcting)
andcalculating; )
_
t-r _
-/
D-

-:
When you fix sales targets,you predict the quantity of goods or seruicesyou will sell during a future time !-
period.
r-
t:r
<
Your company's sales operation is divided into a number of regions, and you and your partner have >-
joint respottribility for the Central region: you manage the West Central area and your partner t

managesthe East Central area. >-

-
Last year the company's management announced a new incentive scheme for sales staff: the F
winning sales team wbuld win a week's holiday in the Caribbean for themselves and their spouses.
Althouth you made big efforts to sell more than the other regions, you saw the other teams pulling !:-
ahead of yon. In addition, computer problems made you late with the figures for the last quarter of t

the year. F
- -
Your computer manager now tells you that some of the original figures for your area are wrong: the tr
new figures are on the whole higher than you thought. Fl
F
1 Calculate your new total sales for the year. I
r.J
2 Callyouroppositenumberin EastCentralandseeif, together,yourfiguresarenowgood F
I
enoughto win the Prize. J
c-r
-
Figuresin $US North West South East !-
a{

Firct nr rerfcr 93,137 94,005 85,2| | 93,140 l-

-
Secondquarter t 0t , 1 0 4 85,439 99,505 t-

Third quarter t03,721 aa 411 87,674 107,099

t-.
Fourth quarter 95,r06 |
t00,47 )
F.l
J
Total Fr
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Figuresin $US West West East East Central J
)d

Central Central Central Central Revised

Total )
lnitial Revised lnitial Revised tsi
)
ld
Firct nr rerfer 4 5 , 0r 0 4 6 , 9t 0 47,194

Secondquarter 48,763 48,963 5r,309

f
)-

Thir/ nr rerfer 49,345 49 7)7 5t,499 J

H

Fourthquarter 49 qq7 50,847 5t,446 f

H

Total
l
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YOU START. ll

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-/
88 @ PeneuinBooks 1996 )d
!
4
I
\-
SMALL TALK 1
- FtA

a c o StudentA
4
L (Welcoming; greetingsandfarewells;
4 introducingself)
!
4
!
r-

! Smalltalkis a vital skillin business.lt can be difficultto initiatea conversationand then to

1 keep it going, but it is very importantto be able to do so - in Englishas well as in your
> own language.
4

4 1 A visitor to your companyis waiting to seeyour CEO (chief executiveofficer)and

! you have been asked to look after him/her for ten minutes. It is your job to keep
4
the conversationgoing.
!
1 Spend ten minutes talking to the visitor. While you are talking, try to direct the
conversationso that the visitor uses as many of the words below as possible.At
-
the end of ten minutes, count up how many of the words in the box below he/she
! used.
4
L

4
!
-
/ pHOTO(cRAPH)
THrNK/ TRtp/ MOUNTATN
PORTABLE
/ EAT/ COUNTRY/
FAST/ HOLD/ GREEN
-

'- YousrART.
4
> 2 When you have finished,repeatthe activity. This time you take the role of visitor.
4

7 YOURPARTNER
WILLSTART.

4,
-_

4
al

-_

-t_

- @PeneuinBooks1996 89
 h

57 SMALLTALK2 StudentA -
-
F
self; questioning;
(lntroducing expressing -
F
amazement)
-
-
l-
Fill in the form below to invent a new indentity for yourself! -
l-

-
-
tudt Ittr. -
E

Nationality: -
l-

,A1n9ot 'r . . , . , . , . . . . =
-
b
Address:
-
l-
Company: I
l-

activity:
Company -
t-
-
Position: a!-
-
=
........
Responsibilities:
il

t-
ofservice:
Length -
-
tripto:
Current -
F
{
Reason: F
il
tr
rdil ilry.
{
=
Interests: _
F
........ /
information:
Other F
J
H
--l

J
Now imagine that the'new you'is sitting in a plane next to another businesstraveller E1
and that you begin to talk. Tell the other person (your partner) as much as possible J
about yourself. And find out as much as possible about your partner. t=
)
=
YOU START. J
=
J
F
J
=
J
l=
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90 @ Peneuin Books 1996 =
a
tt
I
r 58 SPAREPARTS StudentA
t (Obliging;regretting;measuring
andcalculating)
t
Il
I
t _
)afts,
i or components,are put togetherin manufacturingor assemblyprocessesto makeproducts,or
a :'e usedto replacefaultyor damagedpartsin existingproducts.

F
= I -'ur companyneeds a special delivery of some parts to meet your production target for next month.
> !-,u contact a supplier and ask for the following products. Your preferred delivery times are stated.
I
-
I
iI Porlnunber Ouontity
required When
required
i
tR400l 220 immediote
delivery
I
- immediote
delivery
i 140 7doys

tI t00 7dop
L 250 7doys
t
I
L l4 doys
I
I HTIO 750 I 4doys
I

I XTI
O 100 I 4doys
I
-
I

I
YOU:
-
. prefernot to haveany early deliveriesas you operatea just-in-timeproductionsystem
= . G?hrottolerateany delays in meetingyour fourteen-dayrequirements

= . coUldacceptone or two days'delayon up to 50%of the GA components

. know that you are a very importantcustomerlor this supplier
=
> o eXPGt
to pay on your usual terms: 60 days from deliverywith 10olo
discount
I
. coflsiderthis orderto be vitally important
-t
. do havean atternativesupplier,but the quality is slightly lower
= . prefernot to use the alternativesupplier,but you would if there was any risk of not getting the
goodsyou need.
=

i You START.
-

r
-

I @PenguinBooks1996 9l
 -

59 TEAMBUILDING StudentA -
h

=
judging)
(Likingand preferring; -
E

=
More and more work is project work and more and more project work is done in teams. ln the future, you -
:
could be a member of several teams working on several different projects at the same time. Team
members play different but equally important roles and a good team is one with a good balance between -
-
roles.
=
-
You and your partner are forming a special team to work on a major new project. You are looking for !-
two other people to join you to form a dynamic and balanced team. -
=
Look at the brief descriptions of team roles below.A well-balanced team will have
people with different preferences situated in different places on the wheel. =
-
-
g0ininformolion
Reporler-Advisers before
tuking
oclion;
inlerprel a

ondgive
siluolions odvice, F
I

fteolor-lnnovoton
findnew
ideos
ondopprooches;
reseorch; F
explore
fiefuture. -
F
[xplorer-Promolers
lookfornew findnew
opportunilies;
F
(onlods promole
ondresources; sellideos.
ond
=
Assessor-Developers
moke workinproclice;
ideos develop
protolypes
le$plons.
ond f-
{
Thru$er-0rgonizers
mokethings
hoppen;
orgonize
whol =
hos
lobedone;
ensure
obleoives
oremel. {
F
(onduder-Producers
(0rythings
through;
work plons
loorderly -
ondsyslems;
meetdeodlines. F
--
(onfioller-lnspeclorsprocesses;
confiol inspect
shndords;
ensure t-
pro(edures
orefollowed.
Margerison-McCann F
Upholder-Mointoinerspurpose,
cloilfy ondprinciples;
volues TEAM MANAGEMENT WHEEL r'
provide
supporl;
moinloinslondords. F
=-/
F
The Team Management Wheel and role descriptions were developed by Charles Margerison and Dick McCann of Team Management SystemsUK Ltd.

The Margerison-Mccann Team Management Wheel is a registered trade mark of Prado SystemsLtd. For precise pinpointing of a person's preferred role, it is necessaryto complete J
the Team Management Index, a questionnairedeveloped by Margerisonand Mccann, which also providesa detailed personal profile for referenceduring discussions aimed at
improvingteamwork.
l
y

)
Discusswith your partner: aa
-l

r which role you think you would preferto play in the team J
>ra
i
r which role your partnerwould preterto play ,./
)r
r which other two roles you needto makea balancedteam. -/
I

tr
- l
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--J
YOUSTART. =
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>1
92 @PenguinBooks1996
t=
.
I
L
-
L-
60 TIMEMANAGEMENT StudentA
-
I (Blaming
; agreeing/disagreeing
; urging)
,

=
. .
',tanaging
:- your time wellis one of the mostimportantskillsthatanyonein businesscan learn.lf you do
^it. the resultsare frustrationfor yourselfand your colleagues,and lossof moneyfor your company.
a

= tselo*'you can see several common problems for anyone who works in an office. Tell your partner
t-
=cout each problem in turn and see what solution he or she recommends.
I

= 'fhe
- m l
problems
L
! I My phoneneverstopsringing.
!- 2 Peoplearealwayscomingin andout of my office.
" 3 I spendfar too muchtime in meetings.
4A I| can
^^-
manage-my time -perfectly
--- ^:-^^ -J--:r-- ----r,
well. tIt's
^, ^ , : 1 |
technical r I
andconstant
breakdowns
=

F p r o b l e m s w i t h c o m p u t e r s w h i c h m a k e i t d i f f i c u l t f o r m e t o m n a g e m y . * " .
L
F \ts- 1'ourpartner is goingto tell you about someother typical time managementproblems.Choose
!- :,im the list of suggestionsbelowthe solution which you think is best for eachproblemand tell your
I
= : a-rtner about it. Add your own comments.
-

|l The solutions

I a Prioritize.Delegate.Block time for importanttasks.Keepthingsin proportion.If

theproblempersists,discussit with a superior.
- b Don't be afraidto tell peopleyou're too busyright now.Standup whensomeone
comesin anddon't sit downagainif you don't wantthemto stay.
-
c Don't alwaysagreeto seepeoplestraightawaywhenthey askto talk to you. Plan
I
your day so thateveryoneknowsthatthereis a time whenyou needto work alone
anda time whenyou arehappyto seeotherpeople.
- d Neverhandlea pieceof papermorethanonce.Eitheracton it, passit on or put it
in thebin.
-

= YousrART.
-

I
I
I
I @PeneuinBooks1996 93
l-
 -

StudentA
E

PRIORITIES
61 TRAINING
=
(Knowing sequencing)
; agreeing/disagreeing; {
-

L-

prioritizing is deciding on an order of importance for a number of possibleactions, by comparing their -

=
usefutneis. The moit useful are often urgentty required, while the least useful may be disregarded. -
=

your company produces high quality audio equipment for use by professional sound engineers in the =
music, film and television industries. You are planning a major sales and marketing drive in several fl

new export markets in Europe and Asia. Your colleague is the new marketing director with =
responsibility for this major initiative. -
F
Together with the marketing director, set priorities for training a staffof five marketing managers
and 20 sales representatives and agents. =
-
Decide on an order of one to nine;eliminating the lowest three or four areas of training depending
il

F
on vour assessmentof their value. a
F
-
t-
. foreign forreps
lroining
longuoge ond (on(erned
infiecountries
ogenfs E -t

. foreign foryour
lroining
longuoge monogers
fivemorketing T F
-

. lroining monogers
forfivemorkefing
oworeness
inculturol tl F

. troining new
indeveloping ondmorkefing
morkefs direclor
foryou0smorkefing
strolegy E F

. lroining forreps
slrolegy
inmorkefing ogents
ond E F

. lroining producl
innew ondofier-soles
technology ondogenls
folreps
servi(e E F

T
U
F
. froining producl
innew service
ondofter-soles
technology monogers
formorkefing
. lroining supporf
innew formorketing
sofMore monogers
formorketing
compoigns E F

. produdion guidelines
ofdetoiled lepsondogents
forsoles longuoges.
invorious E -{
F

E=

F
YOU START.
F
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94 @PenguinBooks1996 E
 62 TRANSPORTATION StudentA
(Judging
; agreeing/disagreeing)

I
- : stnbutionis concernedwithmovinggoodsfrom the producerto the customer.
I
I
I -,--,n.
companywants to export goodsfrom Spain to Greece.You have asked a colleaguein Spain to
I7 : jsgest the most appropriate way of moving 120 tons of goodsto Greeceevery month. In the
:---eantime,another colleaguein Greecehas sent you a proposal,details of which are shown below.

FAXMESSAGE
From (30)31
laxnumber: 547699
(33)1-44567321
Tofaxnumber:
Cie(Paris)
T0:ARANT FortheAttention
of Export
Dept.

ofgoods
Re.Transpon toGreece
Herewith costproposalfromBarcelona
toGreece,
I suggest Andropolis - roadhauliers.
S.A,ofThessaloniki Road transport
is betterasmoreflexible.
Wecanget
goods movedaroundmorequickly.
Alsoeasy distribution
toAthensandThessaloniki
bysame lorries.
Estimaled costs:
Barcelona- Athens.
1 x 5 toncontainer
@$1,000each
per30toncapacity
6 containers lorry= $6,000.
Totalfourlorries = $24,000.
permonth
Cost of10%perlorry
reduction forevery'10hourdelay
if caused
by
accidenttolorryormechanical
failure.
Additional
lorries
canbearranged.
Alldocumentation
taken
careofbyAndropolis.
Normal - Marseille
route:Barcelona - Milan- Bari- transfer
byshipto
-
Greeceonward toThessaloniki
orAthens.
Time:live
days.
Alternative
route:overland
takes7 daysandcosts$1,000 perload.
dollars
Notrecommended - subject
todelays.

I'
Comparethe two proposalsand decidewhich is moreconvenient.
I
. YOU:
I
o wort to movethe goods as economicallyas possible
I . think the companycan be flexibleon deliverytimes- any time in the first weekof the month is
. okay
I . needflexibitity- variationsin the consignmentsmust be possible.

I YOURPARTNER
WILLSTART.
I
a PenguinBooks1996 95
I
 t=.

63 WORKENVIRONMENT StudentA =

!=-
(Negotiating;
measuring
andcalculating; -
forecasting) =

ts
-
l--
The workingenvironmenthaslongbeen recognizedas a key factorin improvingproductivity,employee
satisfactionand in reducingdays lostthroughsickness. E

ts
Youare a managerresponsiblefor the telesalesofficein a companywith a turnoverof f,1.25m.You -
havea meetingwith an employees'representative to discusspossiblewaysof improvingthe F
working environmentfor your team of eight people. -
!-

YOU: +
. believethat productivitywill increaseif significantimprovementsare introduced -
F
r heedto decideon variousimprovementswithin an overallbudgetlimit of 816,000.This
spendinglimit is confidential Fr
. havereceiveda memofrom a managementcolleagueshowingthe followingcost estimates. -
Thesecosts are also confidential. F
-
t-

MEMO ts-

CONFIDENTIAL
ts
t-
To:D-office
{
From: HT F
Re:Officeimprovements
t-
Redecoration 84,500 74
F
lmproved sound proofing between desk areas f,z,200 jd
\t-
New triple -glazedwindows f,3,800
.1
F
Improved workstations, hands-freetelephones/screens/
footrests,etc. f,4,850 F
f,3,600 /.
Replacementof neon strip lighting F

New ergonomicallydesigneddesks f,4,400 >=/

F
More office space f15,000 7/
Ei
New ventilation system f5,200 .._/
New chairs 1,000 t=
../
E:
Call if you want to discuss. ./
t=
,-.1
HT E
>1
l=
YOUSTART. .-1
l=
96 @PeneuinBooks1996 14
l=
=
l-
=
l-
64 WORKROTAS StudentA
=
!
(Regretting; declining/rejecti
ng; agreeing/disagreeing)
1

=
-clrday entitlement is establishedin employees'contracts but the exact time when holidays are taken
= is
'sually negotiated between the company and the individuals concerned. The company naturatty has to
-ake sure that there is sufficient cover
1 when employees are away on holiday.

4
!-,u are responsiblefor the implementation of production schedulesand work rotas in a fresh food
- :.ctory Here is a chart showing production schedulesfor July and August and work rotas for your
:-.1'(l
line supervisors,LSl and LS2. The production capacity is 7,000 units per week, but this volume
4 : production requires both line supervisorsto be available for work as an additional smaller line
:rasto be operated.
1

4 week M T w T F s/s
1 27 4 5 7 9lt0
JULY b

4t5oo 5V'.L31 / t-92t

4
78 't/: t2 l3 t4 t5 |6 | 7
- 51ooo Lg\ L92,
1n
I Y t8 tg 20 2l 72 23t24
4
7t@o 5V: l"-s2J LS1. \futatiou/
4 25 26 77 28 29 30/3|
3n
4
/,om S V : L ( 2- L 5 1 - V a>atioru
I 2 3 ^
.+ 5 6t7
AUGUST 3I
4
b,aoov : Lgl/ L32J
1 32 8 t0 t l t2 t3|4
5,soo V: L31, L32J
4
33 t5 t6 t7 t8 t9 20t21
I 5to@ Y : L 5 1 L3L- Vt mttistt
34 72 23 24 25 26 27t28
I
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4 29 30 3l 2
35 3t4
4
b,ooo v: L31 L92'
SE PT EM B E R 5 o 7 B t 0 /|
4
b,ooo 5 y : L S 11 L32J
4

= In March oneof your line supervisors(LSl) requestedholidaysin weeks29 and 30.You

provisionallyagreed.Try to persuadehim/her to have holidaysat a different time.
=

= Y O U:
. know that all productionhas to be for immediatedeliveryas the companymakesfresh foods
= c realiz9you have madea mistakeand that the supervisorwill haveto be compensated
-_ . knowthat the ordersfor July are from your most importantcustomers.

4 YOUSTART.
i- @ Penguin Books 1996 97
 J
I

:J
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65 WORKSCOUNCIL StudentA :J
L.J

; hesitating)
(Urging;agreeing/disagreeing :J
d

:J
d

Many companies in the industriatized world have works councils: committees of

:J
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representativesof both management and staff which meet regularly.However, the powers
of works councils can vary widely from country to country and from company to company.
:J
lJ

ln Germany and Scandinavia, for example, employees'representativesmay participate in

decisionsabout the company's financial, marketing and human resources strategy.
:J
L.-a

Elsewhere, the works council may have a much more limited role. -J
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You and your partner serve on the works council of the medium-sized company where
you both work. The company employs 100 people. Each year the council is given a :J
LI
f5,000 Christmas present by the company'sowners to spend in whatever way it
wishes. You and your partner are meeting to brainstorrn your ideas before the full
-J
bd

council meeting to discuss the subject. You have jotted the following ideas down on the
back of an envelope.Compare your notes with your partner's and try to reach a joint
-J
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decision on what you would like to recommend. (You can add your own ideas to the
list below.)
J
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YOU think the money could go on:
lor each
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o a Chrislmaeparty for lhe childrenof allstaft: food,queot,enlerlainer,anda 7reeent'
child :J
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. a L5O caohgift per employee -J
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t Lhedonationof LheenNiresum Nolhe com?any'e
roomobadlyneedrefurbiehinq
chanqinq
companyeoccerclub'e
eVorteaeeocialion.The
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whichwouldlikelo orqanizea
to the companyeTAA (ThirdAqe Aeeociabion)
c a conLribution -J
homevieilinqeervicefor elderlyex-eLaffmembere
=
. your OwnAeaO. Fi
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14
4
i-
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i>
ICEBREAKER StudentB
-
l-
(lntroducing
selfandothers;questioning)
1
L-
4
lce breakersare shortactivitieswhichhelppeopleget to knoweachotherat the
{
beginningof a trainingcourse.
l-
1
i-
1 Get the following information about your partner.One of you can ask all the questions
L first or you can take it in turns to ask eachquestion.
.{
L
1
L
1
L 1 Professional
1
outyourpartner's:
Find
t-
1 o 110fi10
'a
l-
o C0lTlpilll!
L o c0rTrp?n!'s (inonesentence)
activity
r- . jobtitle
L . department
5 . jobresponsibilities
(inonesentence)
L . officelocation.
-
L
{
I
L
{
L
1 2 Personal
trtt Find yourpartner's:
outabout
L
{ . home
t- .
.
family
journey
towork
L
5
. leisure
timeactivities
L . favourite
holiday
location
f|l . favourite
restaurant.
L
l-
T YOURPARTNER
WILLSTART.
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2 ADVERTISING StudentB :J
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(Measuring urging)
negotiating;
andcalculating; )
HJ

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Advertising is one aspectof promotional activity used by companies to increase consumer awareness of :J
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the company and its products, and to improve sales pertormance.
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You work for an advertising agency.You specialize in the sportswear sector.You have received the
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following letter: _J
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You prepare the following notes:
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You prepare the following notes: -J

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REGIS & BENNETT SPORTSCOMPANY

halvertiseus.tlt _J
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9-10 HouchenIndustrial Estate
Coventry CY3 2TH iWqa-etLetc{-
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^amu-chtafel l-a

L. Barker ,
Telephone01203542181Fax 01203 542281
t$e U- thal- _J
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,6TtbilL s4&norsh'/2'
Arrnr^r

114 Kings Road

Adrrorticino ^
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Dear Lee,
Wortsddinsts. _J
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-^epnt meeti np - T Write

your
tO
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confirm that we look forward to hearing
suggestions for a new campaign to Promote our
W-WWTnqeaseitt
atilMneSS.
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Please
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6CMuL1I4S r :l
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Kind rcoerds
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tooo'wnsir'4@-
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YOU:
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o cohhot give any guaranteeon increasedsales but you can guaranteeincreasedGonsumer F-

awarenessof the brandname,Sporto,if your clientagreesto your suggestions J

|}-
. have useful contactswith famous Olympicathletes- they are looking for sponsors
r c?nrot, of course,be sure that they willwin gold medals J
D-
o ?ccptthat TV advertisingis expensive- but it is the most effective
o would like your clientto agreeto spendmorethan 8250,000 - perhapsup to 8100,000more. _l
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t02 @PenzuinBooks1996
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F
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I .r rA
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l-
.' AuENDAS B
StUdENt
I
judging)
(Agreeing/disagreeing;
r
f

=
I
i An agendacons,btsof the pointsthat will be discussedin a meeting,in orderto reachagreedobjectives.
- \ot all meetingshave writtenagendas,but everyoneshouldunderstandthe objectivesof a meetingand
:s <nowwrrat
<nuw whatrSuues
rssueswilt
willue
be (Jr$cu5.5ect, withinan
discussed,wtuuIl an agteeu
agreedurIle.
time.
L
=
lL \bur company is planning a new quality programme. You are new to the company and you feel that
,rcmmunications within the company are not very good.You have received the following agenda.
F
L
?
L Departmental
OualityDevelopment
Group
=
L
ll AgendalorMeeting
I; Time:9.30- 11.00
Date:
January14,19-.

rr
L
Place:
Head 0ffice.

1. Customer
Room2-17.

feedback
= 2. Internal
suggestions
t
1'
3. Ouality
standards
L
I Gomments - Please
welcome call
t-
= Ring the project leader with your questions and./orsuggestions for ways to improve the agenda.
I
! YOU:
I
. leel that the agenda is too vague - it should be more explicit. Make suggestions
!
I . think the order of the three items is wrong - the questionof standardsis the most importantso

r-_ . believethat communicationswithin the companywould be improvedby havingan internal

1 quality newsletter
. insistthat your suggestionis discussedin the meeting.
f
-
YOUSTART.
4
=

4
I
!
=
I
t-
=
I
=
I
@PenguinBooks1996 103
=
I
 -

4 BANKCHARGES StudentB
|r-

(Measuring obliging;
correcting;
andcalculating;
regretting) l-

t-

_
Bankchargesare the feespaid to banksfor the variousseruicestheyprovide.Bankschargeintereston
the moneytheylend,but aisocharge feesfor settingup loansand overdrafts,or for assistingin funds F
transfers,currencyexchange,the provisionof references,adviceand a widerangeof financialseruices. <
ts
You are a clerk for Credit Bank International. A small business customer calls with a query about a !-
funds transfer that you have handled. Here is a copy of the notification of the funds transfer: =

-
CREDIT BAI\K INTERNAIIONAL --
!-

King'sCross Branch Date:24JuneI9-. l-

youraccount.
notethatwehavecredited
Please l-

l-
Yourref. LeePen& Co - China
l-
dated 2 MayI9-.
lnvoice total f.2,020.00
lnvoice
F-

To F. Petersson
S.A. 00878654
Accountnumber: E-

AM0UNT{t ,e95.00p E:-

I
l-
ForCreditBankInternational
HLT t:-
lH
Below is an extract from the agreement between the bank and the customer regarding international
funds transfers. l-r
l

16.InternationalFundsTranslers F
l

CBIwilllevya standing 0f t10 onallinternationalfunds

charge Inaddition,
transfers. fromcer-
transfers -)
tH- t
taincountriesmaybeliable to anadditionalchargeof 2%of theinvoice soaffected
total.Countries I

andseveral African Please

states. . '
includeChina, North
lran,lraq,Japan, Korea,
SouthKorea,Malaysia ts
thebank
contact forthecompletelist. l
I

e-
YOU: )
F
o realizthat the t25 deductionwas wrong- it should havebeen810
r realizethat becausethe transferwas from China,the bank should have chargedan extra 2o/oot l-
the invoicetotal (t40.40)
o calculatethat the customershould only have been creditedwith t2O2Oless t10 less t40.40 = >r
- l
t1,969.60p D-r
. explainthe mistakesto the customerand decidewhetherto debitthe customer'saccountfor a - l
I
further25.40p. li
l
I

WILLSTART.
YOURPARTNER -li l
-/
104 @ Penguin Books 1996 !J
L
-t
L
BUDGETPRESENTATION
r--
-
L
5 StudentB
r-
\ (Questioning
; iudging; hesitating
; forecasting)
=
L
1
L Budgetinginvolvescombiningsalesforecastswithexpectedcosts.Effectiveptanningrequiresaccurate
= cudgetingand also a clearunderstanding of the effectsof variationsin any particutarfigure,fromraw
L naterialcosfsto unitprice or promotionalcosts.
1
I

L
-
L \bw partner presentsa salesbudgetfor an existingproduct,a mobiletelephonecalledthe CX20,to
1 a financemeeting.He/sheis proposinga unit priceincreaseof t\Vo.He/sh"o."r the following
L illustrationsto showthe effectsof the priceincrease:
I
L
4
!
1
!-
I
!
I
I
L-
1
I\-
1
L
4
L
4
L
-4
tig. I torecosl
soles fourquorfers
over
-
One:200 Iwo:350 Three:
375 Four:75 lotol= 1,000
I

-
--f Fig.2 Unilsoles
forerosl fourquorters
over

-
lstimoted
effedof l0%unilprice
inaeose
-
-

- Unilprice: fl50 fl65

Soles: fl50,000 fl 60,875
=
Totol
coslofsoles: f50,000 t50,000
-
[oslofselling: t78,000 t78,000
-,-..-
4 Totol
cosls: fl 28,000 fl28,000
- profit:
Gross 822,000 832,875
!-
- Estimoted
effecof | 0%unitprice
increose
would
beo2.50/o
ilopinsoles.
-
-
-

- @PensuinBooks1996 105
 -

5 (continued)
BudgetPresentation StudentB -

l-

SalesForecast -
E Rtttso perunit
I Rtet0s perunit -

250 -
o
-g
(g 200
a F
150
100 t-r

=-
2
Quarters >-
ofl0%unilpilce
effecl
Fig.3 htimoted in(reose ts
0ne:195 Iwo:341 Ihree:367 loutzl2 lolol= 975 t-
l-

tr
YOU: *-
Discussthe price rise.Ask the following:
t:-
r wh! is the cost of sellingso high? 5

. how importantdo you think marketshareis? E-

o drthere other ways to makethe return on this product greater,insteadof raising the price? E-
. how price sensitiveis the market? F
r ?re thereways to increasethe pricewithout losingsales?
l-
o could salesbe increased?
=-
o wh?t if competitorsloweredtheir pricesduringthe year?
E-
WILLSTART.
YOURPARTNER
t-
-1
F

F-

l:.

*.

ts
E-

106 @ Penguin Books 1996 F

I

L
5
L
BUSINESS
5
i::::-

L
6 ANECDOTE StudentB
t-

t-
5
(Telling
; sequencing
; emphasizing)
L
l-

t-
i-
An anecdote is a short story which you tell, usualty about something which happened to
you or to someone you know. Being able to tell a story is a very useful skill,both generalty
L
t1 and in business: when talking to the person sittingnext to you during a plane journey, for
t,1 example. This activity gives you the chance to practise telling a story in a business
context.
L
{
L You andyour partner are going to tell each other a story about a company.Your
1 partner will begin the story and then, after two or three minutes, you will take over,
t- using the first sentence below.Then your partner will take over again, then you will
1 take over again, and so on. Try to talk for about one and a half minutes each time
!-
,1 before handing over.
!
1
L.
2 The big breakthrough came when . . .
1
L
1
L
1 4 Jo and Les began to have different
l- ideas about how the company should be
1 run...
l-
I
!
-
-
6 Now Jo and Les are
-

--
YOURPARTNERWILLSTART.
-1

-2

-,

-.

-_

-_
L
- @PensuinBooks1996 t0'l
 F

7 ETIQUEfiE
BUSINESS StudentB -

-
isagreeing; questioning)
(Agreeing/d
-f:-

-
'-
Business etiquette- forms of polite behaviour - can vary not iust from one country to another, but also -
from one pro;,fessionto another, from company to company, even from department to department. This
exercise wilt hetp you measure how far you and your partner follow different codes of etiquette. frr

li-

your partner is going to tell you about five areas of office etiquette. In each case' your partner will -
first tell you how peJple behave in his or her company or department and will then ask you what
>-
the rules or conventiorr, ."" in the company or department where you work. Discuss the differences.
!=
Now do the same for the five areas below. First tell your partner how people behave in your company
or department, then ask him or her about his or her workplace, then discuss the differences. F
--
F-

conlod: -
cords:
I Business yourbusiness
doyoupresenl t00new
cord business F-
c 05S00fl0syOUmeef?
your
. during meeting? :-
. olfieendofyourmeeting? F-

2 Kissing: l-
. isil ever o(ceptuble
sociolly lf so,when?
workcolleogues?
lokiss
workcolleogues? lr
. doyouevel emblo(eorhug
. dowomen kiss women
other morethontheykissmen? -
>-
. domen ever ofiermen?
kiss ----
F-r
3 doyoumeel
Sociolizing: colleogues fieworkploce:
outside --/
Fr
. forlunch? i
. ofierwork?
fordrinks lr
. inyourownhome
infie evening orinfie homeofc colleogue? J
I
. oltheweekends? F.r
. fieolreff some
cinemo,
formusic, olhersporling ocfivity?
0rcultulol -- l

F.r
-1
I
4 Hours: dopeopleinyourcompony
lendfo: l-f
I
. sloileorly eorly?
ondleove -/
loh?
o slorlloteondleove lH
I
. slorl
eorly lole?
ondleove --z/
-rr
eorly?
o sloilloteondleove -/
I

Whol Whol
is'eorly'? h'loh'? -
II
-/
(onlocls,
doyou: >r
5 Businersot lumh:when wifibusines
lunching
. firoughod|helunch? -/
tolkbusiness -
. only
tolkbusiness theend
towords ofthemeol? _-/
. ofier
tolkbusines themeol? >r
l
. ololl?
noffolkbusiness -l
Lr

_-/
-
WILLSTART.
YOURPARTNER .-/
Fr

108 @PenguinBooks1996 F
L
1
tt!
t= I BUSINESS
GIFTS StudentB
t1 (Agreeing/disagreeing permitting
; emphasizing; ;
vetoing)
t
1
L
1
Businessgifts are sometimes sent to customers or clientsin the hope that they build goodwilt- and help
I
,1 to secure business.ln many cases the activity is perfectly reasonable and open - but in some cases the
practice of offering and receiving gifts is connected to dubious behaviour, malpractice or illegat activities.
-
-
4 You are one of two purchasing directors in a large manufacturing company with a $70m turnover.
One of your punchasershas been sent a case of Grand Cru Bordeaux wine by a supplier. Some of
1 vour management colleaguesfeel he should not have acceptedthis gift. At present the company has
z no policy on receiving grfts.
Together with your partner, decide on a new company policy on receiving gfts.
-
Prior to your meeting you draw up the following options:
1

I
MEMO
I

I
- Gifte policy-choiceo
I - Any kindof qifLohouldbeacceptedwith a smilet.
- lf a new
1- Volicyio adopted,all emVloyeel
and ouVVliere
shouldbe
told by letter.
-1 - Onlyeeniormanaqerlshouldaccew qifNo.

1 YO U :
4 o persor?lly like the idea of gifts - you have receivedsome good ones in the past
o receiveda case of GrandCru from the same companylast year - but you didn't tell anyone
-
. think you and your colleagueswould only iudge supplierson purelyobjectiveand factual
- considerations.
-
YOUSTART.
4

--

-_

- @PenguinBooks1996 109
 -
=

9 INITIALS
BUSINESS StudentB =

=
(Knowing;correcting)
=

=
When reading the pressin a foreign language, understandingthe initialscan sometimes create almost -
:=
as many problems as understandingthe words.
:-
{
Here is a quiz to test and increaseyour knowledge of somebasic - and not so basic - sets of initials -
which you could meet when reading the business press in English. First test your partner on what -
the following sets of initials stand for. Then your partner will give you a similar test. Then compare =
scores.Warning: each test gets harder as you go along! -
!-

=
-
I cEo Officer)
(ChiefExecutive !r

-
2 VtP (VerylmportantPerson) -
-
3 H R (HumanResources) l-
-
4 P R (Public
Relations) l-
-
5 PhD (Doctorof PhilosophyT l-

5 ECU CurrencyUnit)
(European -

7 OECD (Organization
for Economic andDevelopment)
Cooperation F
r-

8 ABB (AseaBrownBoveri) -
J
9 'AL (japanAirlines) =
J
IO DTP Publishing)
(DeskTop F
I
I cPu (CentralProcessing
Unit) F
<
12 AOB (AnyOther Business) :-
-
I3 GDP (GrossDomesticProduct) -
/
14 USP Proposition)
(UniqueSelling hr

,J
I5 TQA fl-otalQualityAssurance) -
J
16 IMF MonetaryFund)
(lnternational Fr
J
-
J
YOU START. -
'
F
-/
F
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ts
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t10 1996
@PenguinBooks F
L
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L{
10 BUYING
ANDSELLING B
Student
l{

L' (Negotiating;
urging;declining;reiecting)
rl-
L'

l- Buying and selling a product or seruice, especially abroad, often involves negotiation - an agreement
t_
l{
through discussionof the terms of the buying and selling arrangement.

t-
L- You are the owner of a small company manufacturing computer games.You have just designed an
L
L.
exciting new game which you want to sell abroad. You have arranged a meeting with a potential
agent (your partner), who operates in a region where there is a good market for new games. Using
L
g
the table below,.negotiatean agreement covering:

L-
g
. the number of units that the agent will agree to take
. th terms of payment: you are a small company and have the usual cashllow problems
L
L-
. the discounton the standardpricewhichyou agreeto paythe agent.

L
L- 0uontity Terms Disrount
L
L.{ 10,000 90doys 30%
L.
l-
5 points
Score: 5 points
Score: paints
Score:S
20,000 60doys 20%
L.
}J l0 points
Score: ftore:l0 points kore:l0 points
t
f.d
30,000
15points
Score:
30doys
15paints
15%
Score: kore:15points
L
g 40,000 Holf
inodvonce l0%
L-
g
Score:2|points
Holf
wilhin
30doys
Score:2?points Score:20pints
L
g 50,000 Inodvonce 5%
L
g
points
Score:25 points
Score:Z5 painls
Score:25

L
g
The agent may also ask you to provide:
L
g . a CD-Romversion of your sottware.The current version is on disk and is |BM-compatible,and,
L
rJ-
althoughyou have begunthe adaptation,you don't expect it to be readyfor at least six
months:score 15 pointsfor deliveryof a CD-Romversionin 6 months,10 pointsfor deliveryin
L
g
4 months,5 pointsfor deliveryin 2 months
o Dewpackagingadaptedto the local market:score 5 points if you resist
L
Y
r promotionalliteraturein the target language:score 5 points if you resist.
L
Y Negotiatean agreementwith the agent.Aim to get as many points as possiblebut do not reveal
L
Hl
your scoringsystemto your partner.At the end of the negotiation,summarizeyour agTeement
under all six headings(quantity,terms, discount,adaptation,packagingand literature) and then
L-
V
compareyour scorewith your partner's.Remember:your objectiveis to get as many points as
possiblebut alsoto carry on doingbusinesswith your agent after the negotiationis finished.
L
4

L
Y
YOUSTART.

L_
Y

l_
r-
L-
rr- @PenguinBooks 1996 tll
 F

ts
11 CASHFLOW
PROBLEMS StudentB
F
judging;urging;negotiating)
(Forecasting;
F
4

=
Cashflowproblemsoccurwhena companyhas insufficientfundsavailableto meetexistingoperating {
-
cosfs.A companymay have full order books,but stillsufferfromfundingproblemswhilethey waitfor
customersto pay. =

F
You work in the marketing departmentof a companywhich has receivedan urgent order for 150 il

trailers from the governmentof a Gulf state.The trailers must be custom-builtto meet highty t-
specificrequirementsand must be deliveredin only three months. fl

!-
Yourcolleagueis in the financedepartmentand is not keenon the orderbecausethe presentcash
budgetcannotaccommodate it. Discussthe orderand the presentcashsituationand decidewhat to -
do.Find out from your colleague: {
L-
. how much cash is available
. the estimatedcost of completingthe order. A

t-
{
F'
YOU:
-
. believeyour companyshouldacceptthe order- it could be a good lead-into other business D-
. think that the existingcash budgetshould be redraftedto take into accountincomefrom the d
lr
saleof a further150trailers- remindyour colleagueof this ;<

o estimatethat the ordercould add t700,000to sales F

-{
. think your companyshouldask the bankfor a short-termloan(aboutt250,000)to meetthe ts-
costs of production ._-
F
. think therewould be no practicalproblemin meetingthe order if supportfrom the bank can be r.-
arrangedquickly l-
. imaginethat the customerwould accepta tight paymentschedulein exchangefor a discount {
lr
on the unit price- you can promiseto negotiatethis with the client
i-

. think that a discounton the unit pricewould help securethe contract,if you can guaranteea F-
threemonthdelivery. {
t-
{
YOUSTART. e-
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lg
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L
rr 12 COMPANYOFTHEYEAR StudentB
rr (Agreeing/disagreeing;
emphasizing;
iudging;urging)

!l
t- )ne wayof encouragingsmatl businesses to grow is to organizecompetitions
withprizesfor young
. :tmpanies withspecialentrepreneurialflair.
A moneyprize can be veryusefulfora companywith
! =nbitionsto expandbut limitedfinanceto do so. Theonly dangerfor competitors,stJccessfuland
- -lsuccessful,is for themto spendmoretime on the competitionthanon doing business!
l-
tt
I
i Yru and your partner together run a successfulsmall business.You have just won a regional young
-.:siness competition sponsoredby the local press,
L television,local government and the local
,1 :tamber of commerce.
i
tq First decideon the following:

- Company
activity:
!

1 Mainmarkets:
I
1
!
Turnover:
1
Netprofitmargin:
I

- Number
of employees:
-

1 \ow decidehow you are goingto spendthe f,100,000first prize.Somesuggestionsare givenbelow.

-_ Shareyour ideaswith your partner and agreeon a commonplan.Youshoulddecidewhich options
-- to gofor and how much of the moneyto spendon each.Draw up a final investmentplan for the
u'holesum of moneY.
Z
--
YOUwouldlike to:
= . expandthe workforce(how manypeople?who?)
-_ . establishan office in your mainforeignmarket
I
L . pay off the company'soverdraft(t27,000)
-
. put the moneyinto a specialfund for eventuallybuyingout your maiorlocalcompetitor
'4 . organizea marketingtrip to a part of the wortdwhich was previoustytoo far and so too
expensiveto visit
=
> . give a specialbonusto all membersof staff
-
. boostthe trainingbudgetto provideall staffwith increasedtraining.
4 List your own ideas.
4
YOURPARTNER
WILLSTART.
4

=
- @PensuinBooks1996 113
 F

13 COMPANY
ORGANIZATION StudentB F

l-
; iudging;likingand preferring)
(Declining/rejecting <
t:-

!:-
Companyorganizationis sometimesdescribedin an organizationchart or organigram,often a simplified -
tor keypersonnel.
diagramshowingareasof responsibitity t!-

=
Your company,I(EP Ltd, is involved in negotiations with a competitor, Altman Kopp, over a possible =
merger. In an informal meeting, you discuss ways to combine the two businesses into a single
organization, allowing for the following facts: =

Present Structure of KEP Ltd: =

M a n a g i n gD i r e c t o r ( f ) r-
LT
C h a i r m a no f t h e B o a r d ( f )
Board of Directors
-i
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Marketing(f ) H u m a nR e s o u r c e(sf )
-)
F i n a n c (ef ) H
Administration(f)
Production(Fertilisers)(f )
(f )
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l-r
Production(Chemicals)
CorporatePlanning (f)
-J
Fr
-J
L-.

PresentStructureof AltmonKoPP:
-J
lr-r
Director (f )
Managing J
Chemicals Division =
Finance(f ) F i n a n c (ef )
S a l e s( f ) S a l e s( f ) :
Marketing(f ) Marketing(f) >ra

Administration& Personnel(f )
_J
trJ
CorporatePlanning(f )
I
=
YOU: J
Fr
o walrt to reduceyour Boardfrom eight to four members J
}{
. believethat your companyshould be a separatefinancialand cost centre :J
. alreadyintend to mergeFinanceand Administration
o plsn to abolish the Sales Department,incorporatingit into Marketing
f
. for the purposesof the organizationchart, you plan to mergeyour productionactivities,with =
L-
everythingunder one director :t
l-
o woht to abolishCorporatePlanning,bringingit underthe MarketingDepartment.
:I
l-

YOURPARTNERWILL START. -l
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tt4 @PenguinBooks196 f- l
D-
tt 14 COMPANYPRESENTATION StudentB
tt (Questioning
; sequencing)
L
I
L rrade fairs are opportunitiesfor individuals and companies to make contacts with potentialcustomers
II and other professionals in the industry. While many companies hope to sign up orders for goods, most
t_ are happy to improve consumer awareness of the company and to promote the corporate image.
,
I
-
I \bu are at a trade fair. You visit the stand of a company called Conta Inc. You talk to someonethere
iI a'oout Conta. Ask in particular about:

|l . where the company is based

o ovrS&ssubsidiaries
= . number of employees.

I
Intermpt to ask for clarification or additional information whenever you like.
Then talk about your own company,Edile S.p.A., using the following profile as a source of key facts.
i
I
I
- THEO/A MARTIN
Sales& marketing Department
i
-
Edile I nternational (Singapore) Limited
: 48 TanneryRow, Cencon Building,
=
Singapore 1336
- Tel747 7676Fax747 7688

:
=
Name: Edile S.p.A.
- Sector: Property development
: Markets: Italy, Europe, South East Asia, United States,Argentina.
= 199- Sales: $373m.

)
@ 250
-
! zoo
I
150

= 100
-

I
I

I @PenguinBooks 1996 115

|-
I
 )

=
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(continued)
14 CompanyPresentation StudentB )
>J
:J
lrJ

Include any of the following additional information: _J

>.d

:J
>-a
Head ffice: Milan,ItalY' -J
-_J
>.-a

Subsidiaries: Edile International in France,Germany' UK' Argentina'

liJ
Singapore,United Statesof America (Chicago and New
York) and (planned for next year) Brazil and Japan' :J
>-a

WorTdwideemployees: more than 4,000' :J

>-a

Current major project: new SpaceResearchCentre in Houston, Texas.

-J
>-l

Recent takeover of Bab Ltd (UK).

:J
>-r
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Note:
As an alternative, present your own company.
-J
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Fi
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I

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I 15 COMPANY
TOUR StudentB
It (Greetings questioning,
andfarewells;sequencing;
welcoming)
I
tL
tI S"owing a visitor round your company can be a usefulway of winning customers as well as promoting
:-e mage of your company.
I
I
a
I : : u are a potential client of a manufacturer of sweets and chocolates,a subsidiary of a major US
t :,--d company.You are at the main plant of the company and one of its managers (your partner) is
::,rng to show you.round the site.
?
I 3efore you start, the manager is going to make a short presentation of the main features of the tour,
i --:urg the plan below. He/she will tell you about the company's main products, its history and its
>
,rganization. Then he/she will talk through the tour which you are about to make.
,

i
7
L
P
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F
I
-
.I
iI
i
B
- ProductionArea 1:
ItlunchyCrunchleg
:
=

:
-

t Y O U:
:
= are lookingfor a companywhich:
- . manufacturesquality products
. is technologicallysophisticated
: . has progressivehuman resourcespolicies.
=

I
ask for as much detailas you can on:
: . the company'sproducts
= . its computerand telecommunicationssystems
. its health,safety and welfarepolicies
I

:
whileyou listento your partner'sinitialpresentation.
=

I
YOURPARTNER
WILLSTART.
:
=
I @PenguinBooks1996 tt7
a
 )
L.J

)
>J
16 COMPANY
VISIT StudentB _l
rJ
(Question
ing; regretting) :J
I
r
Before you visit a company, it is usefulto check with the person you are visiting about how to get in. :J
Dd
Some companies, for example those involved in defence, can have strictsecurity procedures which you
need to know about in advance.
-l
=
>-l
You are planning to visit a contact whom you met at a trade fair and who works in a large company
which has recently tightened up its security becauseof industrial espionage.Your contact has faxed
:J
>.f
you a plan of the premises but the bottom half of the page of the fax was eaten by your machine. The :J
>-l
meeting is tomorrow. Telephone your contact to ask how to get inside.
:J
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:J
=

=
'l
sati ,. =
2 GaFB Fd
I Grbc
4 GalD J
=

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a explainthat there was a problemwith the fax :J
a find out whereyour contact'sofficeis =
find out whereto park
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=
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17 CORPORATE
CULTURE StudentB
r{

t_ (Agreeing/disagreeing; hesitating)
forecasting;
1
I
L
1
I
-
| nake it unique.Somemanagersand businessobseruersbelievethat changingthe cultureof an
= crganizationis the bestway to significantlyimproveifsbusinesspertormance.
L
,4
i_ \bu and your partner woke up this morning to find yourselves joint heads of a large international
,1 company.Unfortunately, it is losing a lot of money.You both feel that a major transformation of the
L culture of the company is needed and you have brainstormed ten possible policies below. Now go
I through the list and decide together which ones you will implement.
t-
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l- | You- fieioinlmonoging - should
direclors upyoulbig
give
1 onthetopfloor
offices ond your
estoblhh bosebyfiemoin
= onfieground
PhotocoPier floor.
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= 2 Abolish poy, poybosed
introduce
individuol 0nleom
t- pelformon(e.
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3 Aimfor50% ofmonogers
lobewomen thenexllwo
wilhin
4 (Atfie momenf
yeors. 60% ond5%ofyour
ofyoulemployees
1
monogels
seniff orewomen.)
'senior'
4 Abolish Reduce
monogemenl. fie number in
ofloyers
4
0sfor0spossible.
fteorgonizolion
1
5 Abolish Deporlment.
thePenonnel
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6 Moke flyeconomy
ollmonogers dos.
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r- (ompony
7 Abolhh (ors.
Poypeople fieyhove
when
0nollowonce
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todrive
oniompony
business.
8 Moke - yourselves
ollemployees - weor
included 0(ompony
it
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t_
1 meelings
9 Moke shorler,
hove shnd
evetyone up.
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= ofmonogers
| 0 In$eod opproising gelsubordinofes
subordinoles,
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looPProise
5
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l-- You may come up with your own ideas as well.
-
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- YOURPARTNERWILL START.
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 )

=
18 CORPORATE
SPONSORSHIP StudentB :
ld
judging;urging;negotiating)
(Forecasting; -J
:

Corporate sponsorship is big business.Companies give money to sporting, cultural and charitable :J
ld
organizationsas a way of bringing the company's name and products to the attention of a wider public.
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Your company has decidedto spend a large sum of money on somekind of sponsorship.You and >{
your partner have been made responsible for recommending the best option to the Board. You have
shortlisted three possible organizations you could sponsor.The cost of each option is approximately
:J
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the same.You are now in a meeting with your partner to decide on the best option. I
FILE T
f
The football club in the city where )rour company is based has just J
F--
lost its sponsor after going down from the national first to the
second division at the end of the last season.Now the club is J
F-
desperately looking for a replacement.The manager has been
sacked and replaced by a well-knorrn ex-international player with
_J
no previous managerial experience.There rreno new players in
the team. The club has large debts. Advanced sales of season
l
tickets are poor and some people are saying that the number of
spectators next season could be 2Oo/odovrn on last year. However,
f
sponsorship would give your company excellent opportunities for =
advertising the company logo on the team shirt, in the weekly
match programme and around the grround.Youcan e:rpect two or =
three home matches to be televised live during the season.There
are also good opportunities for corporate hospitality at home f
- -
matches. :J
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FILE 2 I
The government has reduced the gnant it normally gives to your
local city orchestra which as a result will have to disband if it is
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unable to find money from another source.In fact, you have already :I
been approached by a committee of local art lovers, including
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some representatives from the city council, seeking your help. The
orchestra currently does not have a permanent conductor.The -J
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average age of the players (who are employed on a part-time

basis) is 49. The orchestra normally gives six to eight concerts per -)Ir-
year, almost always in the Toum Hall and another two or three
H
during the city's annual cultural festival. One or two of these
concerts might be broadcast on national radio each year.The -l
r-
orchestra has a regional rather than a national reputation but has
traditionally been central to local cultural life. Some people say its -I
r-
progrrammesIretoo conservative: it rarely plays twentieth
century music. Sponsorship would put your company name on
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concert prograrnmes and on all promotional literature.You would

have free tickets for all concerts to offer to clients and prospective
customers. --r
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18 Corporate (continued)
Sponsorship StudentB
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FILE 3
l
Your city is the base for a young troupe of dancers who, in a short
1
period of time, have gained a reputation for exciting
1 choreography and irurovative technique. One national newspaper
critic hailed them as'the most exciting development in modern
1 ballet in the last twenty years.'The troupe is especially popular
with young people: some of their most enthusiastic fans had never
1 previously been to a performance of ballet. So far they have
. managed on a shoestring budget but are now receiving invitations
1 to perform elsewhere in the country and even abroad, and they a
need money to invest in rehearsal rooms, to pay an administration
1 manager; and so on.At the moment they have no permanent
headguarters. The troupe are novvactively looking for a sponsor
4
and would be willing to incorporate the sponsor's name into their
own name.Their activities are not, however, without contrwersy:
4
there have been complaints about political bias in the themes
-t presented in the dancing and some people have been shocked at
what they see on the stage.You knor that one of the Board
I members is unhappy about his teenage children attending their
performances. On the other hand, you have been advised
-q privately that the troupe could have an international reputation
within the next ten years.
1

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19 COSTSANDREDUCING StudentB
OVERHEADS
I

4
(Judging ; forecasting)
; emphasizing
J

-
J

Cosfs include production costs and the costs of selling. Allaspects of a company's
expenditure should be recorded as costs and good management aims to keep costs to a *d

minimum within an agreed budget. rd

-
You.work for a subsidiary of an international company.Your head office has sent -
instructions that costs should be reduced by LUVonextyear. =
Discuss the following options with a colleague and decide which options you would rd
introduce in order to meet the required savings.
-
+
. loyoffI 00workersoutof0lotol (5%
of1,000 soving) =
. loyoff50workers (2.5%soving) -
. imporlmore rowmoleriols
in$eod fromdome$ic
ofbuying (2%soving|
suppliels =
. uselOw energylighfing
innon-essenfiol offteplonl(l %soving)
oreos -
=
. reduceheotingfrom25"(to22C(2% soving)
. obondon plons
toupgrode exisling produd
su(cessful ronge (3.5%
soving) -
. rutdividend byl%(2%
toshoreholders soving) H
. employ conlrodors
lomoinloin (2%
equipmenf sovingl.
H

YOU: =

. think the companycan savemoneynow beforea maiorinvestmentin new l{

venturesin two years'time

-
. think your marketshareis very safeand that customerloyaltyis high
o ore sensitlveto shareholders'opinions
and wishes H

. think that the companygenuinelydoes needto reduceits workforce r-

. think usangoutsidecontractorscould be usefulfor many(but not all) -

maintenance tasks
. think safetywould not be affected H

o realizeyou will haveto compromiseon someof theseideas. -

H
YOUSTART. -/
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L- 20 CUSTOMER CARE StudentB

r-a
L- (Questioning
; iudging)
rL-
Lra

\ra
Customercare is knowingyour customers,knowingwhatthey want,reactingto their
changingneeds,and keepingcloseto them.lt is importantfor all membersof business
L-
\-{ organizationsto thinkabout whotheircustomersare and how theycan improvetheir
L-
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seruiceto them.

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You are part of a specialtask forceset up by top managementto improve customer
carethroughout the company.Your first job is to find out how customer-conscious
colleaguesthink the companyis at the momentso that later on you can compare
your

L-
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employeeperceptionsof customerattitudes with customerattitudes themselves.

L
IJ YOU:
L.
r< . explainthe rating system belowto a fellow employee(your partner),then
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o ?sk the questionsin the customerattitudesurvey below to find out how he/she
thinks customersrate his/hercompany'scurrent performance.
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RATII{GS: Excellenl 5
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Good 4
Sotisfocfory 3
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Unoccepfoble I

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t4 doyouthinkyour(uslomers
How roleyour(ompony
inlemsof:
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IJ I produc
quolity T
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)1 2 ofter-soles
service T
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3 efficiency T
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4 friendlines
ondcourlesy T
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ofconloct T
.z
L 6 undentonding
ofcuslomen'needs n
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L 7 personolized
service l
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long-ferm loyolty
tocurlomers T
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| 0 onlicipolion
ofcuslomers'
future
needs T
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For any rating lower than excellent, what can your company do to improve the way
customers see the company?
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21 CUSTOMER
COMPLAINT StudentB >-J
:l
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(Blaming;
iudging;negotiating;
declining/rejecting) :J
l-/

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l-/

Whena customercomplains,it is impoftantto resolvetheproblemas quicklyand courteouslyas _J

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possible.
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You have just returned from a skiing holiday and have written the following letter of complaint to
:J
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the company which organized the package. _J
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7 . 3 P e n n v '* l- o n p -A- ' v e n u e
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London NW2 5PG r- l
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Customer Relations Manager
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Surl r/ un! o r S L ' i h r o eulqrr \ E I ^ ' l jl u; q6) \ r a I
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27 Porthill Road >.r
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Fr
H o l i d n v r t r e t r - i n tn u m b e r F S B / 4 0 3 9 9 4 / 0 2 1/ 8 -l
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t 1 ^ t / r ,

uear 51r/ Ivlaoam, .1

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"February
I have just returned from one of your so-ca11ed ..j
Fr
skiing breaks" extremely disappointed with your company's
=1
service for the following reasons. -
1 The two-star hotel descrj-bed in your brochure as a _)
"comfortable family-run hotel" in fact offered only
_-
basic facilities and was dirty. The food was poor. ''''''''
"if insufficient snow in lr
2 Your brochure also says that
your resort causes lifts a n d /o r s k i s c h o o l t o c 1ose, t
we'11 do our best to arrange free coach transport to _-
another resort where skiing is possible." Although _1
|E.
skiing conditions were so poor on three days out of
sj-x that the skiing was unsafe, as your own 1ocal LI
representative himself admitted, we were not provided
1
with the transportation promised.
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The a r r a l i t LvJ
yuqrr of +L rLI I.D: ^ L ^ 1 jf r u- a- J. , , awS
lrvf so bad that I feel that
./
you should refund me the whole cost of the holiday. I rv
should therefore be grateful if you would arrange for me -J
to receive the sum of 8691.40 as soon as possible. Tf I -u
do not receive a satisfactory reply within seven days, I -J
shall take legal advice. -
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Yours faithfully
4

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t24 @PenguinBooks1996 H
 21 Customer (continued)
Complaint StudentB

YOU:
r ?re unhappybecauseyou had really neededa breaklrom a very stressfuljob and
found the hoteland the skiing conditionsbelowyour expectations
. definitelyfelt that it was unsafeto ski at least half the time you were there
e would settle for less than you have claimedin your letter,but want Super
Skibreakto offer significantcompensationfor the inconvenienceyou have been
caused.

YOURPARTNERWILL START.

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 F

HOLDUP
22 CUSTOMS StudentB =

-
(Questioning; urging; expressingamazement;
regretting) ts-
:-
-
>
Frontier delays are usually caused by errors in the documentationaccompanying goods.
Occasionattyother problems arise where the goods in a particular consignment do not Ir-
match the description given to customs authorities.
-

L-
You are a customs official at a frontier check.A lorry from Allen Deal Inc. has been
stopped. The lorry is carrying electronic components and printed circuit boards. The >.
driver has been arrested and is now in police custody.The lorry has been held for
further examination of the cargo. -
-
lE
YOU:
discoveredthat the electroniccomponentsinvolvedrequiredan export licence t-
and the driverdid not haveone <
L<
intend to searchthe lorry to examinethe cargo in detail in the next few days. You
-
are very busy at the moment l-r

a do not know where the driver is - the police havetaken him away l<

a will not releasethe lorry untilyour boss says you can.This processsometimes
takes severalmonths F

cannotdiscussthe possibilityof speedingup the releaseof the vehicleover the i-

phone,althoughyou could be willingto arrangea face-to-facemeeting.

WILLSTART.
YOURPARTNER !-

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23 EMPLOYEE
MORALE StudentB
(Urging; sequencing
; agreeing/disagreeing)
-
t
=
l-_ Many companiesare reducingthe size of the workforce,whileat the same time expecting
9 theiremptoyeesto providea high levelof customercare.Maintainingthe moraleof the
--
managementchallenge.
a
Z You and your partner, in the Human Resourcesdepartment of a company which is in
!_ the proces.sof reducing its workforce by 20Vo,meet to devise a stratery to ensure that
,1 employee morale remains as high as possible during the period of downsizing.

U- Tell your partner about the following list of five strategic actions which you have
drawn up. Your partner will also tell you about the points which he or she has noted.
- Then, together, choosethe five key actions for your stratery in order ofpriority.

4 YoU want ro:

Z 1 introduce full consultation with the trade unions on future redundancies
I
Z 2 introduceperformance-related
pay for all staff
-_ 3 promisetraining-for-all programmesfor all staff
and training-for-life
-
> 4 createcareerdevelopmentplansfor all staff involvingfull consultationwith each
I individualstaff member
7 5 increasefundingfor the Communications in particularfor the in-
Department,
housemagazine.
4
7 YOUSTART.

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@PensuinBooks1996 127
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24 ENTERTAINING
VISITORS StudentB >-.
I_l
>-l
(Greetings
andfarewells;introducingselfand
others;questioning;
welcoming; sequencing)
:
F-.

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Corporate entertainmentis often an important part of building good relations with I

businesspartners. Entertainmentmay be formal and highly planned, involving prominent .)

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people from the company or the region; in other cases, entertainmentmay be more
personaland informal.
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You are visiting a business partner for the first time. It is the first time you have gone -J
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to his/rer home town.
Your partner telephones you to discuss a three day social programme, before you
I
finally begin to talk about business. -J
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YOU: -J
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o ?hSWeryour partner's questions. -J
=
YOUR PARTNERWILL START.
=
Some weeks later, you telephone your partner to invite him/her to your home town.
Plan a single day's formal entertainment for your guest. Offer some top quality =
F{
corporate entertainment, including a private concert by local musicians sponsoredby
your company. :J
Check that your guest is pleased with your ideas. Change any aspects of the :
programme that your partner is not happy about. l{

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r 25 ENVIRONMENTALLY
FRIENDLY StudentB
r OFFICE
r (Sequencing
; urging; agreeing/disagreeing)
r
r
rr More and more companies are becoming concerned about the effect their activities have on the natural
environment.Some companies are carrying out environmentalaudits, others are publishing
environmentalaccounts which try to measure this impact. There is no doubt that this will become a major
activity of companies in the future.

r
r As part of a campaign to make your company more environmentally friendly, you and your colleague

r
have been made responsible for improving the environmental balance in the office block where you
both work.

r Look together at the following suggestions and prioritize them.

,r t I Seporole
wo$e forpoper
bins ondplosfics.
L
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2 Seporole
wo$e
3 Seporofe
bins
wosle
bins
(before
forbotteries
fornewspopers
reryding).
(before
ondmogozines lecyding).
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1 4 Seporote
woste
bins (before
forgloss reryding).

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L 5 Use poper
ofrecyded forthephohropier.

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7 Adoily
plonl
6 Anindoor onevery
record
desk.
forollphotocopies
sheet
8 Adoilyphotocopying
quolo
mode.
perdeporlment
loreduce
by25%the
number
of
, .'
pholocopies
mode.
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9 Apolicy
ofturning
| 0 Punishmenl
offollelectric
ofemployees
wholeove
lights
lights
inuno(cupied
r00ms.
oninunoaupied
rooms.

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| | Use
oflowenergy
12 Reduction
lighbulbs
throughod
ofthelemperofure
fiebuilding.
by5"(ftroughout
thebuilding.
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| 3 In$ollofion

byror.
glozing
ofdouble
| 4 Incenlives
loencouroge
ftroughouf.
employees
lofrovel bypublic
lowork fionsporl
rofterfton

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| 5 Anyoftersuggeslionsyouondyourportner youroffices
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whkh
environmentolly pl0(es.
friendly
conofferlomoke

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 -

!-
26 EQUALOPPORTUNITIES StudentB
F-
(Agreeing/disagreeing ; likingandpreferring)
; correcting
F

F
Equatopportunitiesis an area wheremanycompaniesand many stateshave rulesor legislation >-
designedto protectspecificgroups from discriminationor unfair treatment.Such areas as termsof
contract,wagesand salaries,career prospects, job securityand workingconditionsare affectedby equal t{
opportun itiespolicies.
E

You are part of a discussiongroup which must producerecommendationsto the Board on waysto l-

improvethe.positionof womenin the company.

E-
Note that:
>-
of the 400 companyemployeesare women
. 58o/o
of managementpositionsare held by women
o onf| 5o/o >.
. the companyhas no policyon encouragingwomento returnto work after maternityleave, E-
consequentlyonly a very small numberdo return
. the Chairmanhas said he wantsto improvethe positionof womenin the company. E-

In discussionwith a colleague,prioritize the following suggestions(from the most important to the t-

least important) to createan enlightenedand progressivepolicy for employment.
E-

E-
. Actively lowork
lorelurn
women
en(ouroge ofler
loking leove.
molernity E t-
. lmprove fioining
inlernol women
encouroging
opportunilies, promolions.
forinternol
loopply tl
. [ncouroge
moreporl{ime
work, dghts.
wilhfullemployee
elc.
iob-shoring, T E-

. Iniloduce
flexible (flexilime}.
fime{obling E E-

. Provide fodlifies.
crdche E F-
. lmprove
molernily
leovewififulliobsecudty. tl F-
. Seloqu0l0 represenlolion
forfemole posilions.
inmonogemenf T lf-

. (orporole
slolemenl
0nsexuol tobeinduded
hotossmenl condifons.
inemployment E --
. Apromise reporls
l0inve$igole
frommonogemenl ofsexuol immediotely.
horossmenl E
T
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. More
liberol woment
lowords
ottitude ofdofiing.
choice
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130 @ Penguin Books 1996 f-

L-
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27 FRANCHISING StudentB
L
f{
L (Judging;knowing;hesitating;
correcting;
- declining/rejecting)
L
-
L
- ;ranchising is running a business which appears to be part of a chain of similar businesses,each with
L :ne same name, image and ethos, similar products and a similar marketing strategy.A franchiseepays a
- ',anchisor a fee and in return gets advice and support on how to run the business.
L
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\bu are an area manager for a franchising company,Eet Up, which has over 300 fast food outlets.
\bu have a meeting with the manager of one of them, in a medium-sized town. You need to sort out
someproblems.
L
l{ \bu have received the following letter - you have added some points showing your thoughts. You
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realize you will have to compromise on some issues, but do not want to give much away.

- A. Cook
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Area Manager (Franchise Agreements)

L Eet Up

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Park Grove
London SW152RT 22 November L9-

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Dear Mr Cook,
Following our recent conversation, I write to confirm the
L
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points for discussion at our meeting next month. I would like
to talk about the following changes to our present agreement
L
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which is due for renewal in the Spring of next year:
- a reduction
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in the franchise fee from the present
$so, ooo per year . Av pre*vrt sizc, no rduottbn po*ible.
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(^0/ ^e^h+ +L^ ^:+^
a J W / O
E ! 4 I r L tLoV w
W AaI rU d
Ds tLhI Ieg Costs
U V o L r of devploni..^
u u v u r v l / f l r B L I I E D I L s .

t4 llow wcln exbra, seating? Grqnt poosible.lhen 5'1ooh less

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fee - depeMe on size.
- freedom to buy ingredients 1oca11y. Inpxeibbl: grand
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idenbi\
- Eet Up -to run more on--site staff
and unifprnity is e*enbial!
training.Oky
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P ! L f v I I n
v !f sn ynu lsl ! a T | ,L a
U r! l r fr J lrrrcinoqe !r ou np v^ ! r t L tLnv E
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combi-nations with theatres, cinemas, clubs , etc . Posoiblet
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- Eet Up to send more information on market trends . O.rc.

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Looking forward to a successful meeting,

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Ld @PenguinBooks1996 131
 F

28 HEALTHANDSAFETY StudentB =

=
permitting;
(Obliging; urging)
emphasizing; l-

>-

Companies are controlled by legistationaffecting heatth and safety. ln addition, many have their own F
poticiesto ensure that heatth and safetyissues are constanttymonitored and improved where necessary.
t-

Your company has a very bad record on health and safety. Employee representatives and F
gorr"rr*urrt officials have demanded immediate improvements; otherwise the company may be
forced to close. F

You have a meeting with a colleague to discuss ways to improve the situation. F
The following is an extract from a report on incidents concerning health and safety in recent =
months.
F
-
F-
J a n u ar y 1 2 = C a s u a I w o r k e r e L e c t r o c u t e d b y f a u t t y
wiring. E

>-
February15= Fork tift accident worker
-
hospitaLized. The operator llas not F-
quatified to use a fork Lift.
February 17:. ttorker faIts off a roof whiIe carrying F-
out a rePair.
ApriL 4: C h e m i c a Lt e a k f r o m a f a u L t y H a s t e p i p e ' F
t4ay 19= C h e m i c a LL e a k : u n d i t u t e d c h L o r i n e
a g e n t s p o Lt u t e d n e a r b Y r i v e r - F-
JuIy 2; Roof bLown of f storage dePot i n a
F-
storm. Two trorkers injured-
August 23= Fire on a rubbish tiP. F
Septembe r 2 = N ight security man attacked bY
intruder. Not discovered for two hours' F-
ReceivedhospitaI treatment-
-
0ctober 16= Lorry crashes i n desPatch area- t\r
W it n e s s e s s a y d r i v e r u t a s g o i n g t o o
f a s t . A L o t o f d a m a g ec a u s e d t o >-
vehicte: driver unhurt.
F

YOU: F
. basicallyagreethat maior improvementsare necessary
o ?re not keen on spendinga lot of money F-
. think casuatlabourand fart-time labouris much cheaperthan employingfull'time,trained
F
workers
e orpreparedto make radicalchangesit there could be improvementsin productivitywhich !-
cover the increasedGosts
o orreluctantto makemanyshort-termcommitmentson improvementsin workingconditions !-
or training.
.. l-

YOU START. _E

Lr

r32 @PensuinBooks1996 L
t-
1
t4
L 29 IN.HOUSE
MAGAZINE StudentB
4
L (Agreeing/disagreeing
; likingandpreferring
;
F measuringandcalculating)
t-
I
L
1
t An in-house magazine can be an important toolfor internal communication.lt can serue to
e inform staff members of important company devetopmentsand encourage them to identify
f_ with corporate objectives.
I

1 You and your partner are members of a small task force formed to upgrade your com-
!- pany's in^housejournal. You have been given a free hand to draw up a set of
I-
recommendationsto submit to seniormanagement.
I Youmust:

= . identifythe objectivesof the magazine

!- . decideon how often the magazineshould appear
I
>. . decideon the pagesize, numberof pagesand generallook
I -
. think of a name
'1 . draw up a budgettor a magazinewith a circulationof 5,000(editorial,designand
productioncosts).
i
! For the content,decidewhich of the following you think shouldor shouldnot appear
I in eachissue:

= o ? trless?gefrom the Chairmanof the company

! r teChtsalesfigures
I
> o otherfinancialinformationrelatingto the company'sperformance
-
. news and photographsof new recruits
V o news and photographsof recentretirements
Z . teaturespresentingindividualemployees
. featurespresentingthe work of individualdepartments
i
> o colrlp?lly sports news,social club news,news from the company'svarious clubs
I and associations
= . interviewswith senior executives
. tradeunion news
V
L o ? sulrllrlaryof coverageof the companyand its products in the nationaland
- specializedpress
= . future plansfor expandingor contractingthe workforce
o rGer|tacquisitions,ioint ventureagreements
4

: r roGehtproductlaunches,newsof futureproductplans
-
Can you think of anything else which should be included?
L
4
L YOUR PARTNERWILL START.
-4

= @penguinBooks
1996 r33
 fl
t-
-a

TECHNIQUES
30 INTERVIEW StudentB =
J
ts
ng)
(Judging; agreeing/disagreei J
F
l-

tnteruiewingtechniqueaffectsboththe styteof an interuiewand the typeof questionsasked.Many =

interuiewsusea combinationof approachesto discoveras muchas possibleaboutthe applicant.
F

Look at the followingjob advertisement: F

{
F
-
F

IUIAI{AGER
MARKEIING F
{
F

young developmenlcompony l-
Anexponding sofhvore
-
wilh950employees,wiftib heod inLondon
office F
ondwifhproduclion inlondon,
siles Rofierdomond -
F
forodynomic,
islooking
Poris, ombitiousgroduole
indirecl
wilhexperience ond
selling sfiolegic F
preferobly
plonning, inorelevontseclor.
l-
-
F

08005656ondosklor
Ielephone -
F
Freephone forluilher
Professionol I

form.
ondonopplkotion
detoils F
-
F
-
F

L-
With your partner, classify the following interview questions into three groups: PersonaV
psychologicat(PP),Academic and Profes-sionalBackground (AP), Hypothetical (H). Then assessthem
reasons F
ona scale of 1 to b: where 1 = most useful in a job interview, and 5 = Dot useful at all. Give
-
for your assessments. F
in your
1 Can you give an example of a situation where you have been in conflict with colleagues
F
present job or in a previous job?
2 bo yon enjoy working alone or do you prefer teamwork? F
3 How does yoot "*p"rience until to* p""pure you for the work in this company?
4 How does your family feel about your relocation to London? F
- food sector -
b Given your lack of experience in software development your background is in the
is this likely to be a problem? F
6 What do you do when you need to relax?
would
n
I If a product you were responsible for was obviously failing in a particular market, what F
you do to resolve the situation?
8 i{ow do you see the future of the computing industry in ten years'tfme_? !-
your present job?
I Can you-describea particular project that y6u have been closely involved with in
=

YOURPARTNERWILL START. F

134 @ Penguin Books 1996 )-

L
r.-t
L-
f-l

L- 31 JOBAPPLICATION StudentB
L-a
L'
} .
(Questioning;
urging)
U
t-a
U
E{
A iob applicationis a formalrequestfor a job. Youusuallymake an appticationby replyingto an
advertisement.Peoplewhoapply for a job are job appticants.
L
L-a
L-
L-a You saw the followingjob advertisementin the newspaperfive weeksagoand immediatelysent
L'
rJ
your letter of application.Sincethen you have heard nothing apart from the acknowledgement
below.Call the current personalassistant(your partner)to find out what has happenedto your
L-
rJ
application.You alsowant to know more about the job:

L
rJ
.
.
travel:how much and whereto?
hours:typicalworkinghours?
L-
rd
o
o
p?|: bonusesdependon what?
wh?t are the main problems?
U
rd
r
.
the nameof the director!
ary otherdetailsyou would like to have.
L
rJ And remember:this is the chanceof a lifetime - sell yourself!
L-
rd
o |ou speakyour own language,Englishand one other languagefluenily
o |ou can type, and have good word processingexperience
L-
f.-a
o |ou havea cleandriving licence
o |oU are hard-working,flexibleand havegood communicationskills
L
IJ o |ou can start tomorrow.
L
rJ
L-
H
HELP! MY PA IS LEAVING ME!
In fact,we're partingon good terms after five yearsbut I need a replacement
L
tE
FASTlf you'vegot what it takesto be PA to a well-knownfilm directo; write
to Box XPAl475 at this newspapernow.Good salary(performance-related),
L
4 No previousfilm industryexperiencerequired.

L
rd
L
r MEGA MEDIA ENTERTAINMENT
L
Ld
7I GracechurchStreet
L
H LondonN1 lQA
L-
H
Tel: 01712227548Fax: 0171 358 6037
L-
H
Berlin - London - Paris - New York - Rome - San Francisco
L
rJ
Thank you for your recent
advertised post. You will
application for the
hear from us very
L-
H
shortly.

L-
H

L-
H

L-
tLd
Linda Devito

L'
-d YOUSTART.
L'
ld @PenguinBooks1996 135
 =

l-

32 LARGEVERSUS
SMALL StudentB
=
COMPANIES
=
(Likingandpreferring;
iudging;correcting) l-

=
A company's workforcemay range in size from one employee to tens of thousands of =
peopte. Some people prefer to work in smatt companies, others prefer to be part of a large
organization. =

=
In this activity, you are going to debate with your partner the advantages of working
for large and small companies.You prefer large companies,your partner prefers =
small. Use the arguments below to help you win the argUment. Add your own
arguments to the discussion. =

F
YOU believe the following arguments: -
F.
1 In a big company,there are more people to meet. It's more stimulating.
-
2 Inabig company,if you don't get on with one group of people,you can get a transfer F
to another department. E-
F
3 There's more opportunity for specialization in a big company.And there's more -
mobility within the organization. F

4 People in big companies earn more money. !r

5 You feel proud of belonging to a company which has a national or even an
t-
international reputation.
6 People who work in big companies are not afraid of competing with large numbers t-
ofother able and talented people.
tr
7 Big companies are stronger during downturns in business.You're less likely to lose -
your job becausethe company is less likely to go bust. F
8 The advantages of working in a big company are more resources,bigger F
responsibilities, more opportunities.
9 You've got more chance of realizing your full potential in a big company' t-
You also think that . . . F
-
F
YOU START.
F

t!

ts
F

t=

136 @PeneuinBooks1996 E
t_
l-J

L-
L- 33 LATEPAYMENT
L-J
OF INVOICE StudentB
l-a

t-
l-a
(Urging;emphasizing
; negotiating)
t-
IJ

t
La Cashflowconsiderations
may sometimescreatedifficuttieswherenaturallyone companywants
immediatepaymentbut the otherprefersto delayas long as possible.
L_-
tJ

t_-
g It is now January 7th. You have not paid the following invoicefor servicesreceivedin November.
t-
!-,
The creditor calls to ask about your intentions regardingthe payment.

t--
t-a
KWAN SERVICES
t--
l-a
450-58JalanBukit Bintang
t_
'J
55100Kuala Lumpur, Malaysia
Telephone(03) 77878779 Fax (03) 77878562
t--
!-I

t--
IJ INVOICE
t_-
IJ ArndalePromotions
t--
' t
112DepotRow
PO Box4567
t_
IJ
Auckland,
NewZealand

t-
1
2 December199-

t_
4
Ref.Yourorderdated24 September
SingaporeMarketAnalysisConsultancy
Report
t_-
4 Fee: $Us4,ooo
t_
4
Expenses: $US 567

t_
'J

t_
\J
TOTALNOWDUE $US4.567

t-
d
Bankdetails:
KWANServicesCurrentaccountNo.70852406
t_
4
BranchSortingCode:20-99-56
CreditBankInternational,
L
4
JefanMelaka200,
Terms:
KualaLumpur,Malaysia.

L-
rd
30 daysfromdateof invoice.

L-
t4

L YOUnotethat:
,4

L_- r |ou havecashflowproblems

t4
. report supplied by KWANcametwo weeks later than they promised
L o th
IJ |ou havea policy of paying60 days from invoicedate(but sometimesyou agreeto pay before
L- 60 days).
4

L YOURPARTNERWILLSTART.
Ld

L
\-J @ PenguinBooks 1996 t3'7
 l
F{

-l
X

34 MANAGEMENTANDLEADERSHIP StudentB :t
F{
SKILLSFORWOMEN _J
T{

; agreeing/disagreeing)
(Urging; negotiating :I
t{

:I
FJ

Companies and training organizationsare increasingly offering courses especially for

:J
women, for example in leadership skittsand assertiveness,in order to help women
=
increasetheir setf-confidenceand their belief in their own ideas and actions in D{
professional and personal situations. -J
=
-{
You and your partner are helping with the design of a new training progTammewhich
will eveniually be followed by all female employees who are managers or who have J
F{
management potential, as part of the company's overall employee development
progTamme. :t
You have identified five problem areas to look at during the course. f
L Dealing with a team member who is not pulling his or her weight.
=
2 Handling former colleagues who are jealous of your success'
=
3 Managing employees who are older than you.
=
4 Managing men.
5 Supervising a closefriend. =

Decide with your partner: =

e the best way to handle these problems
=
. a training idea (role play, simulation, game' discussion' case study . . .) to help
the course participants to learn how to handle each situation better. =

=
YOU START.
=

=
H

:J
=

=
F-

-J
=

=
'H

_l
l-

-J
- -
_)
1 _

J
138 @ Peneuin Books 1996 'i
=
t-
-1
L
1
35 MANAGEMENT
QUALITIES StudentB
I
L-
(Sequencing
; judging; agreeing/disagreeing)
1

1
l!!\ditficult to find universalagreementon the specificpersonatityand professional
=
characteristicswhichmak3 a good manager.Teambuitdingusuatty aimsto cover a range
= of qualitiesas one individuatcannothavi att thepositivei"r^ge^"nt attributes.

,4

1 partner, rank them in order of importance:

- . obility
togetonwellwifi
colleogues r
I . technicol
knowledge E
1 . experience
ofmonogemenl
indifferenl
indu$riolseclors tl
1 . obility people
tomoke lough T
-
. willingnes
towork
upto60hours
oweek E
I
. confidence
inmoking
decisions E
,1 o Gon(err
forwell-being
ofevery
employee
fiomthetopb fie boflom
ofonorgonizolion E
-
. obility
tounderstond
detuils
ofcompony
ottivity E
I
. ability
toplon
ondunderstond
corporote
objecives T
I
. knowledge
oftheworld E
I
. highly
educoted
ondcuhured
individuolwith
wide ofpersonol
ronge interests E
-
. (ommilmenl
lomoking
money tl
-_
. shble
heolth
ondpsychologirol
moke-up T
I
. supporlive
fomily tl
. obility
tomotivote tl
4

4
. obility
todelegote r
4
YOUSTART.
f-
a

I
J

Y @PenguinBooks1996 r39
 =
J

36 MARKETRESEARCH StudentB
h

=
(Questioning;
likingandpreferring) {
-

=
Companiessometimesemployexternalconsultants to carryout marketresearchto help themtargef =-
to gitner
productsand seruicesbetter.Somemarket researchis very useful,butthe techniques'used =-
informationhave to be carefullydesigned. =

-
You work for a marketing consultancy.A hotel chain with several hotels and restaurants has asked
you to run a survey of custcmer opinions on the quality of service provided in their establishments. =
You carry out a survey using a questionnaire left in hotel rooms. After receiving more than 1,000 E
completed forms, you analyse results and send a preliminary report to the Marketing Manager of !-
the hotel group.Here are the preliminary results:
=
-
PRELIMINARY REPORT l-

Number of respondents:1,147 =

Survey technique: Customers staying in your hotels were asked to complete a l-

form which was left in hotel rooms. --

t-
Analysisby purposeof visit:
Business:787o Private/tourism:22Vo tr

t-
Analysis by duration of visit:
<
Onerught:48Vo Zngh'a: 33Vo 3 nghts: lU%o More than 3 nghts:9%o tr
-l
Analysis by servicesused: F
Bed & Breakfast onlv: 65Vo Evening meal:35Vo
J
>-f
I
Quality Assessment: -)
I = outstanding 2 = very good J = average { = poor 5 = very bad >r

Welcomeon arrival: 2.5

-J
F.1
Quality of service at reception: 2.1 -)
F acilities available from reception: 3.0 F-r
Rooms, comfort, decor, etc.: J
ll
Beds: 3.0
Room service: 2.6 J
:ir
Valuefor money: 3.4
Breakfast: 2.8 J
}{
2.9
Dinnerlrestauront:
:J
YO U :
:
e Seethis researchas only a first step and think more researchis needed
o would like to conduct telephoneinterviewswith hotel guests a week after their stay :
F-a
. havethe addressesand phone numbersof 825 of the respondents
. think that in your experiencethe scores should be around 2.F25 to indicatea satisfactory :J
l-
levelof performance
. do not havedetailson what percentageof the guests completedthe forms but you think more :J
td
than 50olodid :)
. did not detect much differencein results betweenhotels in the group. -
)
Ld
YOURPARTNER
140
WILLSTART.
@PenguinBooks1996
:J
=-
t-
I
I

t
I 37 MARKETSURVEY StudentB
=
I
I (Questioning
; likingandpreferring)
t
!

t
Marketresearchis the activityof cottectinginformationaboutconsumersand what consumerswantand
t need.Thisinformationis usedto helpproducethe goodsand seruiceswhichwill ensuresuccessfor the
L
a company.

a
lbu are walking alongthe street and are not in a greathurry. Someoneis conductinga market
t survey.You agteeto answerhis/her questions.
t
1
-

t
=

a
t
t
t
a
=

t YOU:
- o wdrt to know who is asking you the questionsand why they are asking,what companythey
represent,if the surveyis anonymousand if you will receiveany junk mail
7
. don't like giving informationawayfor nothing
a . don't like beingaskedanythingpersonal.
=
YOURPARTNER
WILLSTART.
-

i
I
J

i
t

I
i. @PenguinBooks1996 141
 -

ARRANGEMENTS
38 MEETING StudentB
Y

-
L

(Obliging; urging;iudging)
declining/rejecting; -
-

=
One definitionof a meetingis:the gatheringtogetherof a groupof peoplefor a controlleddiscussionwith -
-
a specificpurpose.The essentialelementsof a meetingare:
-
c a purpose:problemsolving,idea-gathering or training -
o dDaQelda:the listof pointsto be discussed -
. the members:the chairperson,the secretaryand the othermembers :-
o d ESUII:the outcomeof the process il

F
. a report: u,suallythe minutes(writtenby the secretary).
I

You are an agentfor electricalgoods.A supplier from overseascalls about someproductsthat you =
sell for him/her. I

YO U : I

r ?cceptthat your sales performancehas not been brilliant -

=
o ?re very busy and have severalmore importantand more successfulproducts on your mind E

F
. do not reallywant a meeting
o would preferto discuss things by phone. ts
Here are your appointmentsfor next week: F
fl

F
| 3 Monday l6Thursday
F

big TlanGroupMeet'inq F
A 4n-6 4n
-
F
-
F
| 4Tuesday 17 Friday
F
-
FKD- allday.
Meelinqwith Meef,Jo B ?,^, F
Grand Hotel 4
F
|.-
ts
| 5 Wednesday | 8 Saturday -
F

CallAlex1o,3O tr
Meet,MarieB ?,^. I 9 Sunday
>i
Excelsior
Folel
l=

F
WILLSTART.
YOURPARTNER
ts
t
r42 @PenguinBooks1996 F
 ----
l

.l
I

- 3e MtsstoNsTATEMENT
|l
StudentB
._ (Knowing;iudging;urging;sequencing;
permitting)
|I

'

ie A missionstatementis a statementof the aims,purposeand future activitiesof an

organization.Theobiectiveof the missionstatementis to define- for the company's
i employees,itscustomersand itsshareholders- whatkindof organizationit is,whatit
believesin, and in whichdirectionit wantsto oo.
=

= You and your partner both work for the same international company.You have been
= given the job of producing an effective mission statement for your company.Your task
!l is to draft a first version of tn" statement for circulation, about a dozen sentences
- lone.
J
Your draft could include statementsabout:
ll
. the usetulnessol the company'sproductsand servicesin the community
= . the company'sobjectives
i . thecompany's values
. the company's
policieson qualityandon customercare
i
. thecompany'sprincipleson personnel
a . the company'spolicyon the environment
andtowardsthe countriesof the
) developingworld
. anythingelseyouthinkis important.
i
i YouR PARTNER
wrLLsrART.
a
a

I @PenguinBooks1996 143
 =

40 PAYVERSUSBENEFITS StudentB =

=
(Negotiating
; declining/rejecting
; urging) -
=

=
Most employees get some benefits from their employer in addition to their basic pay. Some senior -
-
managers receive very generous fringe benefits from their companies, which together are worth much
more than the salary alone. Some people prefer to receive just money for the work they do; others prefer -
=
to receive pay plus other kinds of benefit. The total of what you receive is called your remuneration
package. -
=
il

=
In this exercise,you play the role of an executive talking to your partner who is a personnel -
manager in the company where you both work. Until now, the company has offered its more senior l-.

managers a wide range of benefits in addition to basic salary. Now, however, the company wants to
cut the range of benefits being offered and wants to bring earnings under tighter control. Look at
the information below and discuss with your partner how your remuneration package can be -
F
altered.
-
-
=
Gurrent package per annum
F
Base salary 920,000
-
Performance-related bonus last year s10,650 F
(Note: maximum possible PRBwas s20,000)
Company car and private use of petrol
ts-
$3,600
-
Long-term disability cover $1,500 tr
Subsidized lunches 91,250 -
F-
Employer contributions to company pension fund sI,200
r{
Private medical insurance s1,200 l-

Parking s950 ri-

Life assurance s300

e-
{
Annual health screening s200 er
Financial planning s200 -
'tsr
Health club membership gr 50
-
Total s4t,200 tr
I
-
L

rd
I
YO U : Lr
e woht to increasethe overallvalueof your new package t-4
I
E
r ?rnot very happy with the way the performance-relatedelementof your pay is assessedand -J
I

you do not want this part of the packageto be more importantthan in the past llr
- l

-zl I
o appreGi?te
and enjoythe rangeof fringe benefitsyou currentlyreceiveand do not want to lose >r
too manyof them.Someof them will be moreexpensiveif you haveto pay for them yourself. -/
I

o orawarethat the companyis currentlyreducingits workforceand severalof your colleagues

haverecentlybeenmaderedundant.So you do not want to appearto be too uncooperative. J
:
YOURPARTNER
WILLSTART. Fr
)
t-,'| I
"-)
t44 @ Penguin Books 1996 !-
I
I
L
L{

E-
f--

L-
41 PERFORMANCEAPPRAISAL StudentB
-
L-
(Emphasizing ; blaming; telling; expressing
your
L- fearlworry;vetoing)
L
\..4
L-
L-
Evaluationand appraisal are used to ensure that emptoyees develop their fult potentiat within the
l-
L. company'Accurate assessment is vital in determiningpay, career development and the company's
l -
commitment to individuals.
L
r{
t
I
-
l{ You are a manager in a production company.You have a meeting with a colleagueto discuss
tI - an
L- employeewho is doing badly at work. Last week he failed to arrive on Monday and Tuesday,he
was
< late on Thursday and on Friday he incorrectly completedwork record forms.
I
, 1 Here is an internal report on the employeeinvolved:
I
' a
L- EMPLOYEEPERFORMANCEEVALUATION
I & HEALTH REPORT
STRICTLY CONFIDENTIAL
1

{ Name: John Casenove

Sex: M
4 Position: Lineoperator/Chargehand

1
History
1 John casenovejoined the company three years ago. For eighteenmonths
his record was above average,with a good level of performance,low
4 absenteeismand excellent inter-personalrelations. He was promoted to
chargehand18 months ago.
1
For six months he respondedwell to the promotion and continued to be a
I
valued employee.

Recent problems
-1
casenove beganto arrive late for work and was frequently absent.A
I supervisor'sreport said he appeareddepressedand uninterested.He was
offered counselling by the company counselling service.The offer was
= refused.
Three monthsago he was disciplinedfor assaultinga colleague.He was
I
fined one week's wages.
He was wamed as to his future conduct.
=

.-a YO U:
. feel the companyshouldsupportan employeewho usedto be highlyreliable
=
. do not think the companyshouldsack Mr Casenove
4
r would preferthe followingoptions:
= a) offer him additionalresponsibilities
b) persuadehim to use the companycounsellingservice
d c) warn him that indisciplineor continuedabsenteeismcould cost him his job
d) find out if he has seenhis doctor.
=

- YOUSTART.

= @PenguinBooks 1996 t45

 I

42 PRESENTING
INFORMATION StudentB -

(Sequencing
I

; questioning)
-

Presenting information is a skill requiring clear organization and concise description. Keep -
your presentations simple, use shott sentencesand a clear structure. -
-
I

Give a three-minute presentation on one of the topics below.You have two minutes to -
-
prepare your presentation. At the end your partner will ask you one or two questions.
Then ask your partner to present some information to you. Afterwards, you must ask =
one'or two questions. -
=
Repeat the task with another topic if you like.
i
Topics:
. industryin yourregion =

o sorrethingyou boughtrecently =
. tourismin yourcountry b
I

. changesin business
-
. a hobbyyouenioy
o corTtpolly
organization -

l-

YOUSTART.
-

=
-
I

F
h

l-

-
h

L-

t-

tl-

ts

l-

l-

lr-

146 @PenguinBooks1996 t-
1

1
43 PRESSANDPUBLICRELATIONS StudentB
1-
(Judging vetoing)
; knowing;agreeing/disagreeing;
-

1-

{ Publicrelationsis concernedwith the imagethatsocietyin generaland customersin particularhaveof a

company.Attcompanies,especiattytargerones,are veryconcernedto developa good corporateimage
- throughtheirproducts,seruices,personnel,brandnamesand logos.Thereputationof a companyis
-t
formedthroughattentionto all aspectsof publicrelations.Badpublicityof any kind can haveserious
I commercialconsequences.

=
You are a journilist investigating a seriouspollution incident at a chemicalsfactory.Chlorine and
-t other bleachingagentsleakedfrom a factory into the local river and killed hundredsof fish.
1 You are sent to interview a companyrepresentative.In your interview,find out what happened,
when it happened,why it happenedand what the companyplans to do to stop any repetition.
4 The following briefing sheetwill help you:
{

4
I
CHEMICAL TO RIVER
POLLUTION
IJ
t -
I Company:KAD Ltd
' t lncident:20October
I
4
t - Background
. Localpeoplehavealwaysbeenconcernedabout poor safetyand environmental protectionat
IJ
t - the plant.
l-a . Formeremployees havecriticizedsafety.
l -

L . 45 pollutionincidentsin the pastten years.

. Fifteenyearsago a gas leak causedpanic in the area and the companywas closedfor six
weeks.
r.J
o KADspendstoo little on environmental protection.
l-
r{ . Safetyand supervision at the plantduringthe weekendis practically
non-existent'
. Leakdetectionsystems are available.
)J . Obviousproblemsat KADare poorstandardof pipemaintenance, poordesign.
l- o Costof cleaningrivercouldbe f 100,000.
)1
o No otherfactoriesin the areausechlorineor bleachingagents.
L o Manypeoplewant the plant closeddown.
)4

l-
)4

L
IJ YOU:
E
4
. don't like the chemicalsindustry
L o supportyour paper'scampaignon environmentalprotection,sponsoredby environmental
rd
pressuregroups
r-
H . know that many of your readersopposethe factory - but many others work there.
l--
/
YOUSTART.
L
Y

r
l-J

E
f-i @ Penguin Books 1996 r47
 F
r1

ENDORSEMENT
44 PRODUCT StudentB F
E-
(Negotiating
; forecasting
; urging)
F

F
When famous peopte endorse products, they say in advertisements that they approve of them and
F
encourage people to buy them.
F

You are promotional director for a leading manufacturer of sports and fashion footwear. You are b-
going to have a meeting with the agent (your partner) who represents Christina Wahlstr6m, a rising
young Swedish tennis star. You are interested in the possibility of her endorsing a new line of tennis F
shoe which you wish to promote.
t-
You know that:
. Christina Wahlstrdm is 17 F
. is coachedby her father -
Er
. has reached the quarter finals at Wimbledon and the
semi-finals of the Australian Open F-
. has already attracted a lot ofpress coveragebecause
of her fiery temper on and offcourt. You are worried =
that she would create a bad image for your products.
l-
Your product:
. is a new tennis shoe in a range of pastel colours which F
you want to promote heavily in the teenage market
. incorporates a revolutionary new kind of sole which F
gives extra bounce,lift and speed of turn. (Tests are not
f-
yet complete but you are keen to rush the product to
market in time for the new season)
F
. is very expensive, so you want the endorsement of
someonewith whom teenagers will identify strongly. E-
-
YOU: F

o ?re readyto sign a deal worth $t/zmwith the right person tr

o w?[t reassuranceabout Wahlstrtim'simage F

. don't want to talk too much about how long it will taketo completethe tests on the product.
F
Persuadeyour partnerof your views.
t-
WILLSTART.
YOURPARTNER F

t-

F
fl

F
-
E-

F
--
148 @PenguinBooks1996 >-
L
I
1
t
1

r 45 PRODUCTIONDELAYS StudentB 1
Ii (Obliging
; expressing
fear/worry;
urging)
i

-
r )roductiondelayscan be causedby many factorsfromthe non-deliveryof paftsto ptanningmistakes.
i -he consequencescan be small,such as a little internaldisruption,or considerable,
such as lossof
nportantbusiness.
i
I
- \ou are production manager for a Portuguese electronic components manufacturer. One of your
) najor customers is your parent company, DGS Holdings. You recently sent them the fax below.

EUSEBIOTORRESS.A.
PASODO TOQTJThIHO2OO
TORRESVEDRAS
007893 P'ORTUGAL
FNA)C
351 61 324288
TEk 351 6156nA*

FOR THE ATTENTION OF: Robin Keeler,DGS Holdings -

ProductionDept.

MESSAGE
I am sorry to report that the order datedMay 22 for a consign-
ment of part numbers DR 56821 and TR 55901 has been
delayeddue to productionproblems.We cannotship the parts
on June10asrequested. Delayby threeweeks,to July 1.
Weregrettheinconvenience
this may cause.
Bestregards,

frlo*;a7;1" Lz4.
-'

Maria PintoandLuis Deias

! The production department at DGS contacts you to ask for an explanation.

@PenguinBooks1996 r49
 =

45 ProductionDelays(continued) StudentB =

=
YOU:
=
. do not want DGSto visit you becausethere are many problemsat the plant
which you would preferto resolvealone =
. know that there have been problemssince a very popularsenior worker was
sackedfor stealingan electricdrill =

. do not want to admit it, but there is a strike on at the moment

. know that the plant lost a maior local customerlast week and that any further
lops of businesswould be a disaster
-
. fear that the managementwould be reorganizedif DGSsend a team to Portugal ts
to investigate
=
. GoUldsuggesta top level internalinquiry to resolveproblems. -
F

YOURPARTNER
WILLSTART. F
-

Lr

ts
F

F
-
F

E-
-
F

F
,1
l-

t-

ti'

)-
-
E-
-.1

F
r50 @PenguinBooks1996
ts
L
r-J
L
r-I
L 46 PROFITANDLOSSACCOUNT
E'
StudentB
L'
LJ
(Knowing;sequencing; measuring andcalculating)
L
rJ
L A profit and lossaccount is a statement of income and expenditure for a businessrn a particular time
L{

L'
r-.4
period, normally one year. lt shows trading pertormance in terms of what has
been raised through sales and other revenue generating activities.
been spentand what has

L
IJ

L
\-a
At the end of the financial year, you telephone a colleague at a sister company to ask for details
his/her company's profit and loss account. Your compuni"r operate in the property, retailing
of
L
t-a
leisure sectors. .
and

L_ Ask
IJ
for information to complete the missing information in the abbreviated profit and loss account
shown below.
I
!-
I -
La YEARTO3l
MARCHlg_
t-
g
Previous
year
I - (before
Trading
surplus depreciation) (9.sm)
t-a
Income
fromproperty (a.6m)
d Less:
depreciation (3.5m)

= profits
Pre-interest (10.5m)
Less: payments
interest (3.am)
-,
Pre-tax
profits (7.2m)
= Less:
tax (2.3m)
J Available
toshareholders (a.9m)
=
> YOU:
J
e w?[t to know reasonsfor the fall in profit

= r wort to know what the prospectsare for next year

= o ore surprisedby the figurefor interestpaymentsand ask for an exptanation
> o wont to know your colleague'sassessmentof the company'sperformance
4

- o ?rpersonallyvery worriedaboutthe trend,especiallyin the light of marketconditions

-'
o would like to know moreabout competitors'performance.
-a

_ YOUSTART.

- @ PenguinBooks 1996 151

 =

47 PROJECT
MANAGEMENT StudentB
b

=
(Agreeing/disagreeing;
judging; measuring
and
calculating) =

=
Proiect management is an important businessactivity which involves putting plans into practice. tt
requires the coordination of various activities, each within a specified time frame. =

=
You have recently been made assistant to the project leader in a project to build a new f2m
production site. Your boss has presented you with the following outline schedule. He/she asks for br

your comrnnts and./orapproval of the schedule.

ts
F-

t-

F
Week Phase Action
F
6-7 | Settingobjectives
Establishing
definitions ts
Establishing
specifi
cations
8-9 ll Organization F
Decidingpro1ect leadersandteams
l0 lll Costestimating andbudgeting F

|| lV Puttingout to tender F
12-15 V Detaileddiscussions
l6-lB t-
Vl Decidingon allocationof work
Meetingswithtenderers F
19 Vll Contracts
2C_.2l F
Vlll Planning
andscheduling
72-24 lX l:Sitepreparation
Construction F
25-78 X Construction
ll:Foundations
79-34 Xl Construction
lll:Above-groundstructure F
35-38 Xll Finishine
work
F

F
r52 @ PeneuinBooks 1996
,1

F
47 ProjectManagement
(continued) StudentB

YOU:
. think thereare manyseriousproblemswith this schedule
. think it is impossibleto say how manyweeksthe actualconstructionwill take
. think it is even more impossibleto dividethe time requiredfor the construction
into accurateforecasts
r ?re an experiencedgeologistand you think that only aftersurveysof the site can
estimatesbe madefor the time requiredto build the foundations
o ?rsure that the exacttime requiredfor the buildingwill dependon who wins the
contract- and that will not be decidedfor four months
. think the site could be preparedbeforethe contractsare awarded- and could be
done concurrentlywith any other stage,so saving 2-3 weeks
. think that site preparationdoes not haveto be done by the maincontractor
. feel strongly about all the above,but you do not want to upset your boss right at
the beginningof a proiect that you will haveto see through together.

YOURPARTNER
WILLSTART.

@PensuinBooks1996 153
 =

=
48 QUALITY StudentB
=
; judging)
(Agreeing/disagreeing
=

>.

Quality improvement is the processof improving allthe systemsand procedures within your organization -
so that you produce better goods or seruices for your customers. Quality is not an absolute. The quality
of your goods and seruices is defined by what your customers expect. e-
=
Your company has asked you and your partner to draw up a list of proposals for improving quality
within your organization(s). =

Select six ofthe following which you both feel should definitely form part of your company's new >
commitment to total quality:
=

F
. oppoinlment (ontrol
ofquolity forrondom
inspedors goods
onfinhhed
checks T F
o creoli0n
ofquolity fie(ompony
throughod
circles E =
. estoblhhmenf quolity
oforegulor wifiprizes
rompetition forbe$suggeslions quolity
forimproving
ond money
soving E >

. introducfion quolity
oforegulor inftein-house
feoture mogozine E E-
. decision
loseek quolity
internolionol (e.g.
stondord lS09000) n F
ofoquolity
. drofting lobesenl
chorfer toollcuslomers l F-
. (reotion hollines
oftelephone (0ngelimmedioh
sofiol cuslomers help ondgive
withproblems
immediole onyour
feedbock produdsAervices E -
F-

. infioducfion
ofoquolity
improvemenl proglomme
lroining members
forollstoff tl t-
. oppointment
ofolopmonogertohove forthequolity
responsibility
overoll ploglomme
imptovemenl E
ofquolity
. fieesfoblishmenl (zero
torgets inproducfion
defecb) n F-

F-
. fieprominent ofquolity
disploy fie(ompony
firoughod
nolices buildings. tl F

t-
Is there anything else you might like to add?
ts-
YOU START. F
ts-
F
.1

F
;a
b

ts
ts
"Z
F
az
r54 @PenguinBooks1996 ts
I
l-

-
L

-t 4e QU\Z1 StudentB
> (Questioning)
a

t
ia Quizzesare usuallyfairly light-heartedbut they can also tell us quite interestingthingsabout ourselves
and aboutotherpeople.
a

a -\sk your partner the following businessquiz questionsand then get him/trer to ask you.You can
> either answereachquestionin turn or eachof you can go through the whole list in turn.

:
a 1 Do you work mainly: 6 In meetings, do you normally:
-_ a) for money? a) say less than the others?
-!
b) for power? b) say more than the others?
i c) for fame? c) say as much as the others?
d) for self esteem? d) chair the meeting?
i-
2 If you won a lot of money,would you: 7 In your opinion, should the average business
a a) invest it in your company? meeting last:
b) start your own company? a) no more than an hour?
a c) retire? b) no more than an hour and a half?
d) spend it? c) no more than two hours?
a d) as long as it takes to complete the
business properly?
a would you:
8 Do people in your company normally arrive
t b) tell them the wiong figure? at a meeting:
i c) ask them to reply to the same question a) before or on time?
first? b) less than five minutes late?
i d) refuse to tell them? c) between five and ten minutes late?
d) more than ten minutes late?
7 4 Which is most important for you in your
_ work: 9 Which of the following would most increase
a a) chancesto meet people? your own productivity at work:
b) friendly colleagues? a) more autonomy?
t c) a sympathetic boss? b) more time?
- c) more computers?
d) more money?
:. 5 If you found your new boss very difficult,
-
would vou:
Z a) try io discuss the problem with him/her?
b) try to tolerate the situation?
i c) ask for a transfer to another department?
d) leave the company?
a
I YoUR PARTNER
WILLSTART.
a
a

a-
a
a @PenguinBooks1996 155
 =

50 QU/,Z2 StudentB =

=
(Questioning)
F

-
Ask your partnerthe followingbusinessquiz questionsand thenget him/herto ask you. Youcan either
answereachquestionin turnor eachof you can go throughthe wholelistin turn. =

Do you socialize with colleagues outside How much time do you normally take for -
work time: Iunch at work:
a) often? a) less than 30 minutes? -
b) sometimes? b) 30-60 minutes?
c) occasionally? c) 60-90 minutes? F
d) never? d) more than 90 minutes?
=
If your boss told you that you were wanted Do you think an employee should be sacked
to represent your company on a stand at a if caught in the workplace: :L

trade fair for five days, would the prospect: a) stealing?

a) excite you? b) smoking in a no-smoking area?
ts
b) horrify you? c) taking drugs? >
c) frighten the life out of you? or d) sexually harassing a colleague?
d) would you ask for extra money? (You may wish to choosemore than one.) F

Which is most important to you in your Do you prefer to be paid: ts-

work: a) a high base salary with no fringe benefits
a) your telephone? and no performance-related bonus? ts-
b) your computer? b) a low base salary with goodfringe benefits?
c) your fax machine? c) a low base salary with performance- F
d) your desk? related bonus?
d) a low base salary with performance- ts
In your opinion, should your company be: related bonus and fringe benefits?
a-
a) research-driven?
b) product-driven? Do you prefer to work: F-
c) market-driven? a) mostly in an office?
d) customer-driven? b) mostly at home? F
c) mostly travelling around?
How many days'holiday (including public d) a mixture of working at the office, at F
holidays) do you think people should take off home, and travelling around?
work per year: tL
a) fewer than 15?
b) between 16 and 25? lh

c) between 26 and 35?

d) more than 35? F-

E-
YOURPARTNER
WILLSTART. ts-
E-

F
l-

ts
L:.
156 @ Penguin Books 1996 a1
E.
t-
i+.

t-
t: 51 RAISING
FINANCE
r
StudentB
lG-

l_ (Questioning
; forecasting)
\4.

l_
Et

t_ Companiescan raiseextrafinanceto help meet theirneedsin severalways.Threeexamplesare by a

t_
l-
flotation(the saleof shares),a rightsrssue(sellingsharesat a speciallow price to existing
shareholders), or takingout a loan froma bank througha mortgageor debenture.
t_
l-

t_
l-
You are a financial consultant.You havebeenaskedto look at the accountsof a companycalled
ChapmanWhitney Ltd. They want to invest in new plant to meet expansionplans.You have a
l_
l-
meetingwith a representativeof the companyto discusswaysto raise extra finance.

l_
l-
Ask the representativeof the companyfor:
o ?n assssmentof the world market
L o dn dssssmentof the presenttrading performanceand future prospectsfor ChapmanWhitney.
L
r-
Here is the companybalancesheetfor the last financial year.

L
l-
OI ]INANCE
SOURCTS Sm
L
L-
Shore 4million
copilol shores
olSl.0 4.0
L
|-r
profih
Retoined 8.0
L
rd
funds
Shoreholders' | 2.0
Debt
finonte
L
rJ (3yeorsl
6%mortgoge 6.0
10.0
L
rd
Bonkoverdroft 4.0
Iololfunds 22.0
L
f.--
Asets
employed
L
rJ Fixed
osets
L
r{
Properly
Mochinery
10.0
2.0
L
]J
Vehicles 2.0 14.0
Nelcunenl
ossels 8.0
L
r-.4 22.0
Iotolossets
L
r-a
L
f--a
tig. I Chopmon
Whihey bolonte
Lld.Abbrevioled sheet.
L
rJ
YOU:
L
L-a . think expansionshould be madeonly if at leastone of the followingconditionsare met:
L
L.-
a) expandingworld market
b) increasingmarketshare
U
Lr-
. think shareholderswill not want to investmore in ChapmanWhitney- unlessthe abovetwo
L' conditionsapply
f--
. think the presentlevel of borrowing(see Fig. 1) is too high - almost 50o/o
of total assets.
L-
r-
L'
f--
YOURPARTNER
WILLSTART.

L
Lr- @PenguinBooks1996 157
 -l
-J
t<

]<
52 RECRUITMENT StudentB l
r<
(Likingand preferring;urging;declining/reiecting) l
r{
I
L{

Recruitmentis the processof tooking for andfinding people to do

particutar iobs. Recruitment can be a I
L{

time-consumingand costly process.-Recruitingthe-wrong personcan be

a very expensive mistake'
f-J
Li{

you are the business partner of an American up-market designer of men's clothes, running your own
b<

medium-sized company.He/she (your partner) provides the cieative

inspiration and you look after
company has traditionally
fr{
the business side oitnirgr. You have .-gooa *orkittg relationship. Your
operated in thb US and i"snow tryrng to"break into the European market. Your partner is based in f
>{
phoning each other (at 10'00 French
Newyork and you have been in paris for three months. You are
time, 12.00 US time) to decide which candidate should get the new
job of sales and marketing I
L{
of you has shortlisted two
manager for France'(arJ foterrtially for the whole of Europe). Elch
candidates whom you have p"rrorrully interviewed. unfortunately
your partner's fax machine is not -l
>{
your partner over the phone'
working, so you have to describe your own shortlisted candidates to
you prefer'
J
L{
1 Read the two profiles below and decide which of your own two candidates
2 Describethem both to your partner.
f
b{

3 Stateyour own recommendation.

C persuide your partnerof the advantagesof your preferredcandidate'
-J
h-

l
F{
YOU:
penetratethe l
. stronglyfavoura Europeanchoicebecauseyou feelthat a Europeanwill l-{
europiin marketmuch more quickly and successfullythan an outsider' J
>{
J
F{

Name Yves de Lalaubie f

lr{
Age
Nationality
31
French
J
FJ

Marital status Engaged(for 3 years)

part of his
l
Education MBA from prestigious HEC, Paris (one year at Stanford as F.-

French MBA course) J>.-

Experience Marketing position with major French men's fashion house
before founding own
(2 years)
'fashion broking'consultancy which was
-
-r
Ir-f
bankrupted four years later during the recession attractedlots
attention in the specializedmedia
of
J
fluent'
Languages Native French, fluent Italian, English passablebut by no means =
>-{
Salary expectation
Interests
Asking for 20Voover the upper figure we agreed
Paris night life -r
Other relevant
information
A well-known younger figure on the French fashion circuit' Lots
contacts.Thinks Paris fashion is dead and that new marketing
of
.-r
F{

F{
techniqueswill revolutionize the way people buy clothes. Rumoured
to
-l
>{
have very right-wing views
-l
>r{

-l
).{
)
b..-

-l
:r
lr-

@PenguinBooks1996 F..J
158
I
 (continued)
52 Recruitment StudentB

Name Ashley Ryedale

Age 29
Nationality British
Marital status Single
Education Architecture at Cambridge and MBA from INSEAD (European
businessschool near Paris)just completed
Experience 3 years in architecturebefore moving to Paris for personalreasons.2
years in a marketing job in the travel businessled him to do the MBA.
'he made a significant
Glowing referencefrom former employer:
impact on our figures, he has brilliant marketing intuition'
Languages Native English, fluent French, and varying degreesof command of
L
t Salary expectation
Italian, Spanish,German and Dutch. Currently learning Hungarian
Reasonable

It Interests
Other relevant
Art and architecture,theatre,music, literature, history of fashion.
Quiet, discreet,good talker, great senseof humour. Genuinely
information enthusiasticabout our designs.Wants a job combining aestheticwith
L businessinterest. Declared openly at the interview that he is
1
L homosexual:does not have establishedrelationship with one partner
J

WILLSTART.
YOURPARTNER

1
i
i
i
i
J
t
i
i
J
I
I
!
J
I|'
II
L
II
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JI
L @PenguinBooks1996 159
fI
I
 J
StudentB
f
53 RECYCLING f
(Agreeing/disagreeing
; iudging) f
f
l{

Recyctingis the activity of softing out waste material so that it can be reprocessed by _l
l{

tpeci"tif companies.'Recycting-isbroadty considered to be a sensible way to reduce the

exploitation of the environment.
_l
r{

J
l-{

your company produces 25,000 tons of waste products from its offices and canteen J
areas every year. At present there is no policy on recycling and you think there should
l{

be one. J
IJ

Together with a colleague, decide on the three most important advantages of recycling
and whether there are any important disadvantages. Then decide if you want to
J
L{

recommend the formal iniroduction of procedures on recycling and any related _l

rJ
considerations.
J
L.{

YOU: JrJ
think thereis good publicrelationsvaluein recycling
J
think recyclingwill reducethe amountof rubbish rJ

fearthat you will haveto dealwith variousditferentrecyclingcompanies

Jh-J

believethe volumeof paperused could be reducedby using moreelectronicmail J}J

think the companyshouldonly buy recycledpaperproducts' _l

l-a

WILLSTART.
YOURPARTNER
J
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=
>-a
:J
>-r
)
>-r
>d
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160 @PenguinBooks1996 l-
T
I 54 RELOCATION StudentB
-
L (Judging
; negotiating)
I
l._
I

t Relocation means moving your home, office or factory from one place to another.
ta
I You are the manager of a new joint venture whose head office is in Brussels. You are
a busy recruiting a number of people from all over Europe, including people from two
parent companies.You are keen to recruit one European manager (your partner) but
L
a you have strong reservations about his/trer refusal to relocate from hisftLr own
L country: all your other recruits have agreed to move. He/she proposes to commute to
s Brussels on a weekly basis,travelling in on Monday morningand out on Friday
L evening each week.
a
I YOU:

i . feel you cannot treat one memberof the team difterentlyfrom the others
. think that payingthe weeklyair fare will be very expensive
i
i.
. believethat too much travellingis bad for productivity.
a However,you are keen to have himlher on the team. Discussthe questionwith your
t new employeeat a meeting.You must reachan agreement.Although you want your
partner on the team,you will not sacrificeyour company'sinterests to keep him/her.
t.
YOUSTART.
I

i
a

ll,

i
I

a
i
i
i
i
I

:
J

i
T
i
i @ Penguin Books 1996 l6l
 -
=

55 SALESTARGETS StudentB =

=
(Measuring
andcalculating
; correcting)
F

=
When you fix sales targets, you predict the quantity of goods or seruices you will sell during a future time
period. l-
-
!-
-
Your company's sales operation is divided into a number of regions, and you and your partner have =
joint responsibility for the Central region: you manage the East Central area and your partner
manages the West Central area. F
Last year tlie company's management announced a new incentive scheme for sales staff: the -
F
winning sales team would win a week's holiday in the Caribbean for themselves and their spouses.
Although you made big efforts to sell more than the other regions, you saw the other teams pulling =
ahead of you. In addition, computer problems made you late with the figures for the last quarter of -
the year. b

Your computer manager now tells you that some of the original figures for your area are wrong: the -
E
new figures are on the whole higher than you thought.
-
1 Calculate your new total sales for the year. F
-
2 Callyour oppositenumberin WestCentralandseeif, together,yourfiguresarenowgood Lr

enoughto win the prize. -

lL

Figuresin $US North West South East

g? r?7 -
Firc+ nr rrrtcr 94,005 85,2| | 93,t40 !-

Secondquarter t 0t ,t 0 4 98,276 85,439 oo Rnq

F
Third ar rer+er t03,721 99,422 87,624 t02,099 -
lE

Fourthquarter 89,473 r02,600 -

F
Total -
F-

F
Figuresin $US West West East East Central
Central Central Central Central Revised l-
lnitial Revised lnitial Revised Total -
lE

,4
Firct nr rerter 4 5 , 0r 0 47,194 47,668 F-
Secondquarter 48,763 5r,309 5t,309 -
l-
Third quarter 49 ?4\ 5t,499 5t,699 -
l-
Fourth quarter 49,557 5t,446 s0,230 -
E-
Total 4

F-
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YOURPARTNER
WILLSTART.
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162 @PeneuinBooks1996 -
F
L
f
rg 56 SMALLTALK1 StudentB
L (Welcoming; greetingsandfarewells;
introducingsetf)
f
{
L
{
t Smalltalk is a vital skittin business.lt can be difficuttto initiatea conversationand then to
keep.itgoing, but it is very importantto be abte to do so - in Engtishas well as in your
i{
L own Enguage.
|{
L
r{ 'l You are a visitor to a company where you have an appointment with
t - the CEO
l- /,:hief executive officer).

L
{ YOUR PARTNERWILL START.

i 2- A visitor to your company is waiting to seeyour CEO and you have been asked to
i
l- I^ok after him/her for ten minutes. It is your job to keep the conversation going.
l{

!-_, Spend ten minutes talking to the visitor. While you are talking, try to direct the
r- conversationso that the visitor uses as many of the words below as possible.At the
L- end of ten minutes, count up how many of the words in the box below he/she used.
rI
L
rt

l- FEEL/ FLIGHT
/ SLOW/ PICTURE
/ CARRY/
r-,-
I
L CIry/BEACH/SIT/RED
r-

l-
r-- YOU START.
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r-, @PenguinBooks 1996 163

 _b

57 SMALLTALK2 StudentB =

=-
self;questioning;
(lntroducing expressing
=
amazement)
=

-
Fill in the form below to invent a new identity for yourself ! -
-

-
t \ t d tI t u .
-
Nationality: -
t-

rA1n9ot 'r . , . , , , . . . . . -
-
-
Address:
-
br

Company: -
!-
activity:
Company !b

Position: >-

........
Responsibilities: ts
tb
ofservice:
Length
L-

tripto:
Current -
!r
-
Reason: -
fl

ts-
Family:
F
lnterests: -
>.
Other ................
information: lL

:{
F
-
Now imagine that the'new you'is sitting in a plane next to another business traveller E-
and that you begin to talk. Tell the other person (your partner) as much as possible 4
about yourself. And find out as much as possible about your partner. F

F
YOUR PARTNERWILL START.
F

l@ @PenguinBooks1996 F
I
,_
I

L
P
58 SPAREPARTS StudentB
It (Obliging;regretting;measuring
andcalculating)
I
II
tI Parts,or components, are put together in manufacturing or assembly processesto make products, or
are used to replace faulty or damaged parts in existing products.
a
I
3 Your company is a successfulmanufacturer of high precision metal components.A customer calls
t 1-ouwith a surprise order.
J The following is a computer print-out of stock and availability for the goodsrequired.
I
L
I
L
a Porll{umber In slock possible
Shortest
delivery
time
i
FR400l I432 immediote
delivery
upto600
I
+ 3doys
forevery
odditionol
200
t FR4002 250 immediote
delivery
upto| 00
J + 7doys
forevery
odditionol
200

Jr
GA2O 200 7doysforupfo100
+ 2daysforevery
odditionol
| 00
J GA25 7doysforuplo50
i + 2doysforevery
odditionol
50
Ht087 600 immediote
delivery
upto300
i + 7doys
forevery
odditionol
100
I l||(32O 850 immediote
delivery
upto250
+ 7doys
forevery
odditionol
100
J
HTI
O 2750 immediote
delivery
upto1000
a + 7doys
forevery
odditionol
500
J n0 950 immediole
delivery
upto300
+ 7doys
forevery
odditionol
300
1
J YOU:
J cannot allow stocks to fall below 50 for any product
can offer to supply part of an order when your stocks do not allow you to meeta whole order
= know that the calleris an importantcustomerbut you haveother largecustomersplacing
regularorders that you must meet
= a can offer to supply some of the above parts beforethe requesteddate
cannotimproveon the availabilitysituationdescribedabove
i a

a could offer slightlysub-standardproductsto meetadditionalrequirementsfor FR products

=
a would prefernot to offer any discounton such short noticeorders- but use your judgementin
this case
J will invoice at the time of delivery,with paymentat 60 days from delivery.

J YOURPARTNER
WILLSTART.
i
i @PenguinBooks1996 165
 I
h.J

:J
b.l

59 TEAMBUILDING StudentB :J
-l
hJ

(Likingand preferring;
iudging) L.J

:J
hJ

More andmore workis projectworkand moreand moreproiectworkis doneln teams'In the future,
you :J
).J

coutdbe a memberof severalteamsworkingon severaldifferent

members
proiects
at the same time. Team
ptaydifferentbut equattyimportait rolesand a good teamis one witha goodbalancebetween
-J
E/

roles. :J
E/
I

J
you and your partner are forming a specialteam to work on a major new project.You are looking for
L-/
II
two othei peOpleto join you to form a dynamicand balancedteam. J

Look at the brief descriptionsof team roles below.A well-balancedteam will have peoplewith d
I
different preferencessiiuated in different placeson the wheel.
hrf
I
I
-/
b.l
goininformolion
Reporter-AdviseF inlerprel
hkingoclion;
before I
-/
ondgive
siluofions odvice. LT

(reolor-lnnovotors Ieseol(h; -
findnew ondopprooches;
ideos !i
fiefuture.
explole
Lr
lookfornew
[xplorer-Promolers findnew
opporlunilies; d

(onlocls plomofe
ondresources; ondsellideos. L.r

moke
Assessor-Developeru workinproctice;
ideos develop =-
ondtestPlons.
prototypes {
!-
mske
Ihrusler-Orgonizersthings whol
orgonize
hoppen; -
hosb bedone;ensure oremef.
obiectives !-
-
(onduder-Producers firough;
corythings plons
wo*h orderly !-
meet
ondsystems; deodlines. J

!-
(ontoller-lnspeclorspro(esses;
confiol ensure
stondords;
inspect ,-
l-
procedules
orefollowed.
Margerison'McCann
L-
dorifypurpose,
Upholder-Mointoineru ondprinciples;
volues TEAM MANAGEMENT WHEEL
-
provide
suppoil; stondords.
moinloin lr-
-
and Dick Mccann of Team Management SystemsUK Ltd'
The Team Management wheel and role descriptions were developed by CharlesMargerison !r
TheMar9erison-MccannTeamMana9ementwhee|isare9isteredtrademarkofPradosyst
personal profile for reference during discussionsaimed at improving {
deveroped by Margerison and Mccann, which arso provides a detailed
;;ff;;;;;ii";"", " o"lr,ir^;aire =
{
:-
<
Discusswith your Partner: =
o which role you think you would preferto play in the team
=
. which role your partnerwould preferto play {
F
. which other two roles you needto makea balancedteam.
=
YOURPARTNERWILL START.
=

166 @PenguinBooks1996 l-
iI
I7 60 TIMEMANAGEMENT StudentB
(Blaming
; agreeing/disagreeing
; urging)
I
i
Iz Managingyour time wettis one of the mostimportantskiltsthatanyonein businesscan learn.If you do
not, the resultsare frustrationfor yourselfand your colleagues,and lossof moneyfor your company.
3
3 First of all, your partner is going to tell you about four typical time management problems. Look at
- the list below and tell him or her which you think is the solution to each problem. Add your own
3 comments.

3
The solutions
a
a Give subordinatesmore autonomy so that they don't feel the need to check with
t you all the time. Teachpeople that a closed door meansthat you should not be dis-
turbed. Tell everyone that there are certain fixed times of day when you need to
1 work on your own.
b Hire a full-time technical consultant with unlimited patience and an unlimited will-
3 ingnessto explain. Spend three times as much money on technical training as you
J do at the moment.
c Get the receptionist or a secretaryto screenyour calls or, if you have a direct line,
E install an answeringmachineand switch it on when you don't want to be intemrpted.
d Always be clear when each meeting is supposedto finish. Don't have a meeting
J just becauseit's the weekly meeting,even if there'snothing to discuss.Don't tol-
t erate discussion between two people which is of no concern to the others present.
Decide how much time you should spend in meetings and then count how much
time you do spend in meetings. If the first figure is smaller than the second,then
do everything you can to bring the secondfigure down.
I

(:>
Now it's your turn to tell your partner about four common problems experienced by people who have
difficulty managilg their time. Listen to the solutions which he or she recommends and add your
b
own commenf,s.
r

a The problems

r I People don't understandthat my time is valuable and not to be wasted.

2 My desk is a mess.
i 3 People are always dropping into my office to chat.
i 4 I work very hard but there always seemsto be even more work piling up.

1 YOURPARTNER
WILLSTART.

i
I

f @PenguinBooks1996 167
 -

PRIORITIES
61 TRAINING StudentB
h

-
(Knowing
; agreeing/disagreeing;
sequencing)
ts
-
Prioritizing is deciding on an order of importance for a number of possible actions, by comparing their -
:
usefulness.The most useful are often urgently required, while the least useful may be disregarded.
-
:
-
Your company produces high quality audio equipment for use by professional sound engineers in the =-
music, film and television industries. You are planning a major sales and marketing drive in several -
new export markets in Europe and Asia. You are the new marketing director with responsibility for
this major initiative and your colleague is another senior executive of the company. -
F
Together with your colleague, set priorities for training a staffof five marketing managers and 20
salesrepresentatives and agents. =
Decide on an order of one to nine, eliminating the lowest three or four areas of training - depending -
F
on vour assessmentof their value.
-
F
{

. foreign troining
longuoge forreps
ond
ogenls (on(erned
infiecounlries n F
-
. foreign
longuoge foryour
lroining fivemorkefing
monogers E !
-
. lroining
inculfurol forfivemorkefing
oworeness monogers tl L

. lroining
indeveloping
newmorkeb
ondmorkeling foryourcolleogue,
slrotegy Director
fteMo*efing E F

. lroining
inmorkefing forreps
$rolegy ond
ogents E F-
{
. froining produd
innew technology
ond servi(e
ofier-soles ond
forleps ogenls T F
-
. lroining product
innew lechnology
ondofier-soles monogets
formorkefing
service tl l-
-
. lroining
innew
supporl (ompoigns
formorkefing
softuore monogers
formo*efing E E-

. producfion guidelines
ofdeloiled forsoles
reps longuoges.
invorious
ondogenls tl tr
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! 0 2 TRANSPORTATION
t- StudentB
{
t- (Judging;agreeing/disagreeing)
a
I
!

I
Distributionis concernedwithmoving goodsfrom theproducerto the customer.
I
t-
{
r- _ Your company wants to export goods from Spain to Greece.You are based in Spain
I and have obtained information on the most appropriate way of moving 120 tons of
goodsto Greeceevery month. Contact your colleagueto discussyour proposal.
\.
{

I You:
:., . think reliabilityis more importantthan price
a
t arrivein the first weekof everymonth)
i o w?rt yourcompanyto be as independent as possibleandto handleall
documentation
:
'! . think your companyshould use its own export departmentto arrangetransport
!_ througha Barcelonashippingcompany,puig HernandezS.A.
>- . know that Puig Hernandezruns a regularmerchantshippingservicefrom
ti Barcelonato Athenswith departureJeveryMondayand Thursday
i_, . understandthat the voyagetakes four days

i - o w?rt onward delivery in Greeceto be co-ordinatedwith the Greekhaulage

companyHalkosS.A.,alreadyregularpartnersto your companywith a fleetof 40
;.,, lorries
! . haveobtainedthe followingcost estimates:
'
Per month$18,000for 120lons of goods + road haulage$7,000.
a,
YOUSTART.
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I @PenguinBooks1996 169
 =
z

StudentB
E

63 WORKENVIRONMENT
=
(Negotiating;
measuringandcalculating; {
E
forecasting)
=

=-
The workingenvironmenthaslong been recognizedas a key factorin improvingproductivity,employee
satisfactionand in reducingdays lostthroughsickness. E-

Youwork in a telesalesofficewith eight salesstaff, for a companywith a turnover of f,1.25m.You

are an employees'representativeresponsiblefor health and safety.You believethat severalfactors =
make the officeold-fashionedand uncomfortable- and evenbad for the health of your colleagues. -
l-

YOU :
. feelthat an improvementin the workingconditionswould resultin higherproductivity,happier !-
staff and fewer days off for reasonsof minor illness
F
. think the companyturnovereasilyjustifiesmaiorimprovementsin the workingenvironment
-
. know the companyhas spent almost nothing on the office for five years. =-

You have drawn up the note belowabout working conditions: !-

{
F'
. -
. fh!- tilorl( sfatt'ans- de-/cash)onzdL ar,Lt F

u,lLc0lufot/tahb- E-
. -
, \uks - NronyhuStut - drautert hard to opat F-
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, OaarrS- bod dUtjt+ E-

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, ?arntworL' d)^ll, dqross^J t-

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, CIA i w,ttter - too hot u Surnrx^ef lr

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, ThesfrcL u toosma'LL. :<
F
,1
t-
You have a meetingwith a managerresponsiblefor the office.Ask for improvementsin as many -1
t-
areasas you can.
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I 64 WORKROTAS StudentB
{
l (Regretting ; declining/rejecting; agreeing/disagreeing)
{
|-
{
i- Holiday entitlement is established in employees'contracts but the exact time when holidays are taken is
{
usually negotiated between the company and the individuals concerned. The company naturally has to
a make sure that there is sufficient cover when employees are away on holiday.

I
You are a line supervisor in a foods production company.You are also a parent with children at
!| school.You are pleased that your own holiday this year coincides with the children's school holiday -
and your partner's holiday.
t
Here is your calendar showing your holiday plans:
3
I week M T w T F s/s
27 4 5 6 I 9|0
\ JULY
l.
28 t l t7 t3 t4)<cI'tW t 5
Jtpti4tu+
re(z---_
'aftM
i fa,*," ilvl^ddt'l
79 r8 t9 20 2l )') 23t24 h/hfuM
l'. w^t!!
ir 30 25 26 27 16 29 3(Qr
fOhl,rrv
l'
AUGUST 3 2 3 4 5 617
l'

i 37 8 9 t0 t l t2 t3t4

l'.
33 t5 t6 t7 r8 t9 20t21
ii
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34 23 24 25 26 27t28

I 35 29 30 3l 1 3t4

al '/to^*t
SEPTEMBER 36 5 7 8 9 t 0 /|
a_
6tarts
a'

YOU:
r would like promotionto a highergradein your company
o ?Ddyour family have not had a real holidayfor three years and this one is alreadybooked.

a'. YOURPARTNERWILL START.

a=

a.

a @PenguinBooks1996 171
 =-
I

StudentB
E

65 WORKSCOUNCIL
=-
hesitating)
(Urging;agreeing/disagreeing; {
b-

-
=-
Many companies in the industrialized world have works councils: committees of Er
representativesof both management and staff which meet regularly.However, the powers
".-
of works councils can vary widely from country to country and from company to company. ts-
ln Germany and Scandinavia, for example, employees'representativesmay participate in
decisionsabout the company's financial, marketing and human resources strategy.
Elsewhere, the works council may have a much more limited role. --J
-
r'
brr
You and your partner serve on the works council of the medium-sized company where
you both work. The company employs 100 people. Each year the council is given a =
f,5,000 Christmas present by the company's owners to spend in whatever way it
wishes. You and your partner are meeting to brainstorm your ideas before the full bi
council meeting to discuss the subject. You have jotted the following ideas down on the
back of an envelope.Compare your notes with your partner's and try to reach a joint Li
decision on what you would like to recommend. (You can add your own ideas to the
list below.) hr
- j
-/
ll
YOU think the money could go on: I
c a ChrieLmao fo huebande
partylor alletaff accompanied freedrinke,
buffetdinner,
andwives: }i./

livebandandentrerlainment' -2
I
>-/
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c the purchaee ?erem?loyee
of part'of oneshareinthe company F-J,
LT
o LhedonaLion sumNothe com?any
of the enf,ire mueical hasambibiouo
oocie|y.lt, 7lanolo 6taqe
yearbut cannolyel 6o aheadbecaueeof a ehortaqeof funds )
a productionof Evita next, }r.a

to Ihe workecouncilfundoeI upt o buya chaletrin a holidayreeorlfor the ueeof

o a conf,ribution :J
etaff membere rate
al a eubeidized
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. yourownideas, >-a
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{
I
I Glossary
!
.( Abolish Get rid of, stop, ban.
Absenteeism Being away from work, usually through sickness;a measureof
I the number of people away from work.
Accounts Figures giving information about what a company eams and spends,
{ how much profit it makes, and so on.
Acknowledgement A short letter to tell someonewho has written to you that
{
you have received his/her letter.
.| Acquisition The purchaseof one company by another.
Agenda A list of points to discuss in a meeting. The agendaalso gives other
\ important information like the list of people who will be at the meeting, the
date and place, and the starting and finishing times.
\ Appraise Measure the performance of someone,give feedback on the per-
formance of someone.
I Assault Physicalattack.
Assets Things owned by a company which have value: property and saleable
li
equipment, cash, finished goods, stock or saleablefinancial investments.
Audit A detailed analysis of an important feature of an organization.Auditors
ei - the people who carry out audits - usually write reports and make recom-
it mendations for changesto be made. Examples: a financial audit, a manage-
ment audit, a languageaudit.
l,'. Autonomy Independence,freedom to work on your own and to take import-
ant decisions affecting your work.
Balance sheet A statementshowing the financial position of a company at a
particular time
li Bankrupt A company goes bankrupt when it has to stop doing business
becauseof the size of its debts.
^j Bonus A special extra payment.
Brainstorm Write down as many possible solutions to a problem that you
a_.
can think of before analysing the merits of each one in more detail.
Brainstorming is usually a group activity.
fr Brand A name or a symbol used for a product or service or range of products
l_. or servicesprovided by a particular company,e.g. Coca-Cola,IBM, Hertz.
Breakthrough A big development or new opportunity which could open the
ir way to future success.
Bribe An illegal payment made to get special treatment.
li Briefing Giving information to one or more people.
Broking A broker is someone with specialist knowledge in a certain area
who acts as a go-between (or 'middle man') between the customer and the
supplier of products or services,for example an investment broker, an insur-
r! ancebroker. Broking is the activity.
Campaign A plan which operatesover a period of time in order to increase
1i
public or consumer awarenessof a product or service, .g. ffi advertising
campaign.
Cash Coins and banknotes;money which is available to spendimmediately.
Cash balance The amount of available cash in a company at a certain point
in time. Cash budgets show an opening cash balance at the start of a period
and a closing cash balanceat the end.
Cash budget A financial planning tool consisting of a description of income
l'. and expenditureover a certain period.

173
 =
.z
L

=
Glossary
=-
Cashflow The relationship between money received (sales)and money going
out (costs). -
Chargehand A low level position of non-managerialresponsibility, a charge- -
hand is in charge of a small group of workers. Chargehandsreport to super- =-
visors.
Commute Travel from home to work and from work to home. =-
Conform Do or be the sameas everyone else.
Contractor An independent company contracted to carry out specific work -
for anothercompany at an agreedfee.
=-
Convention Ausual way of doing things, a habit.
Corporate hospitality The wining and dining of clients or potential clients at
-
sporting or cultural events.
Corporate planning Major planning and development concerns within a =-
company, such as new product areas,new markets, image building, market-
ing and financial goals. !-
Corrupt Doing businessillegally for your own advantageis comrpt. -
Cost of sales All costs involved in preparing a product or service for sale up !E
to the actual sale itself. These include fixed overheads(rent, heating, wages -
and salaries)and variable costs (raw materials, overtime payments). -
Cost of selting The cost of all promotional activities including advertising,
sales commissions, fees to agents and distributors, disffibution, storage and >-
transport.
-
Counselling Confidential support and advice given to an individual with pro-
fessional or personalproblems. t-
Counselling service A service for giving advice to employeeson personal or
work-related problems. b-
Courtesy The treatmentof other people with politenessand respect.
Creditor Someoneto whom money is owed.
Current assets Assets used by a company in its daily work, such as mater-
ials, finished goods and cash. E-
Deadline The date or time by which you must complete a certain piece of -
work. E-
Debenture An agreementto pay back a loan at a fixed interest rate.
Debtor Someonewho owes money. F
Delegate Give work to a subordinatewhich you would otherwise do yourself.
=
Delivery Getting the goods physically to the customer.
Depreciation A notional sum appearing as an expense on a profit and loss !-
account to spread the cost of capital assetsover several years rather than
t{
appearingas a single expenditure at the time of purchase. E-
Discount A percentageor amount taken off the standardprice.
Double glazing Windows with two layers of glass. F
Downturn A period of falling salesor profits.
Etiquette Forms of polite behaviour. E
Fixed assets Property or machinery which a company uses. --1

Flexibitity Readinessto adapt to changing conditions. F

Flotation The selling of sharesin order to raise capital. -z
F
Found a company Start a company.
Franchise A licence to trade using a brand name in retum for the payment of E-
fees. The owner of the brand name is the franchisor who gives licences to
franchisees.The more money franchiseesmake, the more they pay in fees. F
Franchisee Someonewho pays a royalty in order to trade using the name of
i J
a franchisor. F
Fringe benefits Other advantages earned by an employee in addition to
salary,for example a company car. l!-

174 E'
L
\
L.
I
L.
I
Glossary
L
I
Funding Money.
t-.
+ Funds transfer An operationcarriedout by a bankto directmoneyfrom one
!
company'saccountto anothercompany'saccount.
q. Graduate (noun) Someonewho hascompleteda universitycourseand who
hasreceiveda universitydegree.
\ Handling charge A fee chargedfor carryingout a service,especiallyas an
intermediary or'middleman'.
\ Haulage Roadtransportof goodsby lorry.
Haulier Roadtransportcompanyor trucking company.
\ Implement Put a policy or plan into practice.
Incentive Somethingto encourageemployeesto behavein a particularway,
\
for exampleto work harder.
I
Invoice A formal requestfor payment.
Itinerary A programmefor a trip or a visit, showingthe orderof eventsand
\ the time of differentactivities.
Job-sharing Wheretwo employeesdivide a singlejob betweenthem,so both
\ work part-time.
Joint venture An agreement betweentwo or morecompaniesto cooperatein
i an areasuchasresearch, productdevelopment, marketing,etc.
Jot Write downnotes.
li
Junk mail Advertisingmaterial,often unwanted,sent by post to selected
potentialcustomers.
Just-in-time Manufacturingcompanieswith a just-in-timemanagement sys-
ii tem order componentsand materialsso that they arrive at the factoryjust
beforethey areneeded.In this way they keepstockslow and so keepcosts
l1 down.
Launch The presentation of a new producton the first official day of its ex-
istence.
Lay off To sackworkers,temporarilyor pennanently.
li (Take)legaladvice Talk to your lawyer.
Loan Moneyborrowedfor a specificpurpose,usuallyfrom a bank.
f,. (On) location Workingon a film outsidea film studio.
Logistics A generallabel for planningand operations,and sometimescom-
.--i
putingactivities.
Maternity leave Time off work for a womanto havea baby.
):
Merger When two companiesjoin togetherunder commonownershipand
li management.
Morale The generallevel of satisfactionof the workforce.
li Mortgage When an individual or companyborrowsmoney and pays back
capitaland interest.If the borrowercannotrepaythe money,the lendercan
li takea propertyassetbelongingto the borrowerinstead.
Net profit margin The profit after tax, expressed as a figure or as a percent-
ageof tumover.
Overdraft Moneyborrowedfrom a bankon which interestis paid.
l-r
PA PersonalAssistant.
Pension The moneyyou receivefrom your companyor from the Statewhen
you retire.
Performance-related A systemrelating(usuallysomeof) your pay to how
well you work. The performance-related part of your pay is linked to how
far you achievean objectiveagreedby you andyour superior.
Premises An office or factorybuilding.
Prioritize Put thingsinto an orderof importance.
Productivity The amountyou produceand the efficiencywith which you
l1 produceit.

175
 -

Glossary =

Promotional literature Leaflets, brochures,etc. advertising a product or ser- =

vice and describing its advantages.
=
Pull one's weight work as hard as one's colleagues; take a fair share of a
responsibility.
=
Purchase Buy.
Quality circle A group of employeeswho meet regularly to discuss ways of =
improving the way they work and the quality of the goods or servicesthey
help to provide. =
Questionnaire A set of questions designed to find out information about
people's attitudes,beliefs or opinions. =
Quota A deflned and limited number.
Rating A scoreon a scale,a measure. =
Recession A period (technically of three successivequarters) during which a
=
national economy gets smaller.
Recruit (noun) Someonestarting a job with the company.
Redeemed Paid back, especially a loan over a fixed time period such as a
mortgage. =
Redundancy Loss of job, usually becausethe company cannot afford to con-
tinue to employ the person in the job.
Reference A written or spoken review of your professional abilities or per-
sonal capacitiesmade to a potential employer by someoneyou know.
Refund Pay back.
Refurbish Repair and redecorate. F
Representative, rep. someone who usually travels around trying to sell
goods or servicesfor a particular company, as in salesrepresentativeor sales F
rep.
Retirement A person leaving the company becausehe/she has reached the
ts
retirement age - usually 60 or 65 - or becauseof ill health.
ts
Rights issue A method of raising finance where a company sells sharesat a
special low price to existing shareholders. F
Run (a company) Manage a company.
Sack Dismiss someonefrom a job. F
sales budget A description of planned expenditure for producing and selling
a product. F
screen a call when secretaries screen telephone calls, they only allow
through the ones that they know are really important. ts
self esteem Your feelings about yourself. If you have high self esteem,
ti-
you feel positive about yourself. If you have low self esteem, you feel
negative about yourself or you feel that others feel negative about you.
F
Sexual harassment where one employee makes unwelcome sexual remarks
to a colleagueor behavessexually towards them in an unwelcome way. F
share A certificate given in exchangefor investing money in a company and
representing a partial ownership in the assetsof the company. Shares are E-
bought in the hope of earning dividends, paid out when a company performs
well, or of making a profit from reselling the sharesat a higher value if the t!-
company has been performing well.
Shareholder Someonewho owns sharesin a company. E'
Shoestring budget A very limited budget.
Sponsorship Financial support for an artistic, sporting or cultural enterprise E-
provided by a private company in exchangefor advertising rights.
l!-
Stock A store of materials, componentsor products.
Subsidiary A company partly or wholly owned by another. i-z
E.
Subsidized Paid for in part by someoneelse.
E-
176 ,1
E'
\

\ Glossary
\
Supervisor A lower management position, responsible for all the workers
and activities in a production area. Supervisors normally report to depart-
i ment managers.
\ Thsk force A (usually) small group of people with a special job to do (usu-
ally) in a limited period of time. A task force, unlike a committee, is expect-
i ed to get things done.
Tender, put out to To invite tendersfor a specific project.
\ Tenderer A company that submits a tender.
Tlade union The formal organization of a group of workers which aims to
\ improve the wages and working conditions of its members.
Tlrrnover Income from sales.
\ Upgrade Improve, bring up to date.
Up market The expensive,luxury end of the market.
i Warehouse Where parts or finished goods are stocked.
\

l.

i:
a'.

li

li

it

li

ft
-1''

i:
7, t'|7
 =

=
A-Zof Language
Functions =

This glossary gives some exponents for key functions indicated after =
the activity title. It is intended only as a quick reference to the kind
of language practice a particular activity might generate. Teachers :
may wish to elicit or provide further exponents of a specific function
before beginning an activity. =

=
fureeing/.disagreeing
I agree with you/that. br
Up to a point, I agree with you/that.
(I'm afraid) I disagree with you/that. =

Blaming Fr
I think you have made a mistake.
You're responsible for . . . h

You shouldn't have done/said that. -

h.

Conecting
>.
I think you've made a mistake there. It's not . . .
That's not quite right.I said . . .
>.
Declining/rejecting (an offer) F-
No. thanks.
I'm sorry but I can't. t-
I'm afraid that's unacceptable.
I couldn't possibly accept that. F'

Emphasizing E-
The following words add emphasis:
real(ly). e.g. that's really wonderful. =-
absolute(ly). e.g. it was an absolute miracle.
indeed. e.g. their service was very good,indeed.
>.
=-
Forecasting
The goodsare sure to arive tomorrow. t-
The goodsare likely fo arrive tomorrow.
The goods may arive tomorrow. lr-
The goodsare unlikely to arnve tomorrow.
The goodscan't possibly arive tomor:row. lL.

Fr
Greetings and farewells
Greetings for first meeting Reply _/
lrr
Hello, how do you do? How do you do? l

Nice to meet you. Nice to meet you, too. _2

lrf
I
Greetings for secondand Reply ts I
subsequentmeetings -- I
Nice to see you again. How are you? Very well, thanks. And you? lll

Fine thanks. And you? ,.J

I

Not too good,I'm afraid.

AwfuVdreadfuVterrible )
(betweenfriends). -
r78
=i
J
\

\
Farewells Reply
i Nice meetingyou (again). Nice meetingyou (again),too.

i Hesitating
Actually,. . .
i Basicaliy,.. .

i }::ffi";:
lt's like this, you see. . .
i

i irj;:ff"'"1ffiHffiii1ff1".-",,
And may I introduce my colleagues?This is . . .
i
Judging
\
I'm convinced/sure/positive . . .
i lthinVbelieve/feel ...
I tend to think . . .
i I'm inclined to feel . . .

ir Knowing
I know we sent the goods.
7. I think we sent the loods.
I doubt if we sent the goods.
it
Liking and prefeming
i: I like visiting clients. (= I enjoy it)
I like to visit clients in their offices.(= It is appopriate)
i:
I prefer working in my office to travelling abroad.
i.. I'd rather work in my office than travel abroad.

i-. Measuring and caleulating

Ifyou add the figures together, you get . . .
i', If you take the total time and subtract . . ., you get . . .
Let's see what we get if we divide/multiply . . . by . . .
ii
Negotiating
i', Let's discuss the terms of the contract.
I'd like to settle the disagreement between us.
iz I think we can accept this contract if you . . .

ii Obliging (see also vetoing)

=. L To be obliged to do something:
r' We must find a way of solving the cashflow problems.
Do we have to do what he says?Isn't there an alternative?
ii
2 Tb oblige sonleoneto do something:
i.i These cashflow problems require us to look at our payment policy.
(require/force/compeVobligesomeoneto do something)
il The problems have made us re-evaluate our current practices.

f., Perrmitting
You may take as much time as you need.
i': We are allowed/permitted to claim travel expenses.
May/might I make a comment at this point?
7 Dovoumindifl...?

ii 179
 1
I
.
I
-
L .

J
1
I
Questioning
Could you tell me . . .? f
tr<
I'd like to know . . .
I wonder if you could tell me . . .
:J
i<
Do you happen to know . . .? :J
r<
Regretting
It's a (great) shame/pity that . . .
-J
L<

I'm sorry to hear that . . . :J

r{
I'm afraid that . . .
Unfortunately,. . . :J
L-{

Sequencing -J
Lr{
FirsUfirst of alVinitially/to start with
)
Second./secondly r.{
Then/after that/nexUsubsequently
Finally
-J
-l

Telling
-J
h{

I told him that . . . )

--{
I said (to him) that . . .
I informed them about . . . _J
r-l
I explained what/hodthat . . .
I reported to them that . . . -J
b.{

Urging -J
>-a
We should make a decision soon.
)
You ought to review the situation. Ea
I suggest that you check your records.
I (would) advise you to check your records.
_J
tr{
-J
Vetoing (see also obliging) F-.
I To be obliged not to do something: )
>-l
You mustn'Umay not give this information to anyone outside the
company. )
L-a
You are not allowed/permitted to . . .
2 To oblige sonl,eonenot to do something: :l
F-a
The regulations prohibit us from grving this information to anyone
)
outside the company.
=
Welcoming }J

Welcometo... )
It's a pleasure to welcome you to . . . >-l
We are very pleased to have you with us. )
}J

(E)Xpressing Your amaZement (and other emotions) )

lrJ
Amazement
This is a surprise! :)
tlJ
f'm very surprised that . . .
Fear /worry )
-J
I'm worried about . . .
I'm concerned that . . .
.l
=

180 =
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