1. Unit 1 Manager’s role

B – Brian, J - Joan

B – How do you do? My name’s Brian Robinson.

J – How do you do? I’m Joan Knight.

B – Who do you work for then?

J – I’m with the Palmer Reece group. You may have heard of us. We design and

manufacture electronic equipment. I’m the finance manager.

B – I see.

J – How about you?

B – I work for a firm of kitchen designers. Kitchen interiors, we’re called. We install

fitted kitchens, mostly in private houses. I’m Area sales manager.

J – That’s interesting! Where are you based?

B- Our head office is in Colchester. We’ve got branch offices all over the country

. Where is your head office?

J- We’re are in Midlands. In Leicester, actually. But I work in our London office.

Have you been with your company long?

B – Fairly long. I’ve worked for them for five years now. Before that, I was a salesman

for a department store. I must say, I prefer what I’m doing now. You get out and

meet all kinds of people. And I enjoy all the driving too. Your company’s pretty

big, isn’t it?

J - Mm., I’d say so. Our turnover’s almost 50 m pounds. And we’ve got a work force

of over 1,000. Yes, we are big.

B – My firm’s much smaller. Our turnover’s roundabout 5 m pounds.

J – How about staff?

B – Oh, about seventy or eighty people – full-time staff, that is. We’re a private

company, by the way. Still family-owned. But I reckon we’ll go private in a few

years’ time.

J - Really? Your firm must be doing well. We’re a public company, of course. We

have been for the last thirty years.

B – Ah, I thought, I’d noticed your firm’s name when I was looking at the share prices

recently in the newspaper.

Unit 2 Company structure

1. Listen to seven people talking about their work and decide which department

each one works for.

Speaker 1:

Every six months we produce a report showing how the company is doing. This past week , we’ve been busy with our accounts preparing the results that will be included in our next report.

Speaker 2:

I’m a member of a team of engineers and we’ve just finalized the design of our new portable computer. This model will be more powerful and more adaptable than our previous one. We are constantly looking for new ideas and experimenting with new products.

Speaker 3:

Before selling our latest product, our department must decide in which regions it will be the most successful and what types of consumers we want to reach.

Speaker 4:

Communication is a key aspect of my department’s work. We answer enquiries made by our customers and are also in contact with the press to inform them of our new products and changes within the company.

Speaker 5:

We’ve been having problems with the quality of certain electronic parts made in our factories. So several members of a department have got together to talk about ways of improving some of our manufacturing techniques.

Speaker 6:

Our company is going through a difficult period and we have to reduce the number of employees in several departments and to review salaries throughout the organization.

Speaker 7:

In today’s changing work environment, computer systems play an essential role in how the company is run. In our department we not only ensure that all systems are working properly but we also design and develop new applications to make it easier for our employees to exchange and share information.

2. A – Alistair is a novice in the company. M – Martin is his coach.

M – So, what I believe it comes down to is a number of links between the key people

in the company.

A – The unofficial power hierarchy?

M – Exactly. So, let me show you how it works. Firstly, to make sense of the actual

links, we need to define our framework. And I reckon that we can identify 6 clear

categories.

A – Oh, I thought it would be just family, friends and mentor/protégé.

M – Well, that’s certainly part of the story, but not the whole picture. So, firstly we’ve

got what you rightly called family ties.

A – Normally, by marriage I suppose.

M – By it or through it. So, on the chart, we can put a number 1 here by the Personnel

Director and Production Director because the Personnel Director’s husband is the

brother of the Production Director.

A – So, brother-in-law and sister-in-law?

M – Exactly. And there is another link here between the Personnel Director and the

new Sales/Marketing Director, who must be just a bit older than you, because

he’s her cousin. Young chap – very bright and dynamic. He’ll go far in this

company given his talent and connections.

A – I see. So the family ties play an important role?

M – Yes. And then there are the friendship links: drinking, golfing, holidaying and

generally socializing. The second level links – number 2, if you like. Now, let me

get it right.. Although the Managing director is a real workaholic, he does enjoy a

round of golf from time to time. And one of his golfing partners is our Personnel

Director. Now the Personnel Director, or rather her husband especially, is a bit of

a wine connoisseur, as is our Financial Controller. So, in recent years they’ve

taken to going down to France together on wine-tasting holidays.

A – I see. That’s very interesting.

M – Yes, as you’ll see, it all helps to oil the wheels of business. Now, there is another

link here. Oh, yes, the Financial Controller, who is a wine connoisseur, has a French wife, and she often socializes with the Factoty Manager’s wife. They’ve both got quite young families and spend time together at each other’s houses.

A – So, not a ‘liaison dangereuse’?

M – No, not at all. All very innocuous, but part of the culture here. Now, I don’t think

there are more social links. But there are some people linked by educational ties.

A – You mean old boys who went to the same school?

M- Exactly. So, let’s call that number 3. Now, if I remember rightly, the Training

Manager went to the same school as all the Regional Sales Managers.

A – All of them? Bit of coincidence, that, isn’t it?

M – I suppose it looks a bit odd. But I’ve heard that they all do a super job and get on

really well together. Now, let me think if there are any more school links. No, I

don’t think so.

A – Is that it then?

M – Not quite. There’s one more link, which is how I would describe ours:

mentor/protégé. You know, someone who has been trained and groomed for a

particular job, and then promoted, usually from within the company, to take over

the mentor’ job.

A – So, number 4, if my arithmetic serves me well.

M – Yes. Now we have got quite a few number 4’s around. The Managing Director

was instrumental in getting the Personnel and Production Directors promoted

from lower in the hierarchy to their present jobs. And having been promoted

herself, the Personnel Director was responsible for bringing the Recruitment

manager in from Brixon’s, I believe.

A – So that was an outsider brought in?

M - Exactly. Oh, and there’s one more that I nearly forgot. When the Managing

Director took over some 8 years ago, he brought in this chap here, our Financial

Director.

A – Where from?

M – Well, that’s a mystery. Nobody knows!

Unit 3 Recruitment

P M – Personnel Manager, I – Interviewer

P M – The most important thing when interviewing a candidate is his character, his

ability to react, his intelligence and his suitability for the position that … which

… for which he is being interviewed.

I – And uh, to what extent does the person’s appearance influence your decision?

P M – It does influence the decision, uh, but it does some bearing on the decision, if

you can take the difference between the two. It is important that the guy, the

person, is well presented, is neat and tidy, and that he has a good manner, uh,

because that shows a lot about his personality.

I – Do you expect the candidate to be prepared in any way for the interview, or how

should he prepare himself for the interview?

P M – Well , it’s not a question of preparing himself. In the position in which I am, uh,

normally the candidate’s had at least one or maybe two interviews with other

members, more junior member or staff before he gets to my level, unless the

particular candidate is going to report to me, and in which case I expect the

person concerned to have a fairly good knowledge of: (1) what the company

does, (2) what he’s going to be expected to do, and (3) who he’s going to report

to. Those things, those three items are very, very important, and if the

candidate doesn’t give the impression of either understanding one of those

three items, then obviously he gets marked down accordingly.

I – How does a candidate go wrong?

P M – The major way a candidate goes wrong is by basically becoming a yes-man or

yes-woman and agreeing with everything you say. What is most important …

One of the most important things about interviewing a candidate is the

chemistry between somebody, between the two people in the interview, it’s

very, very important – he has to have a spark, you have to feel as though that

guy is going to contribute, that guy’s going to be good and you are going to get

something out of that person and he has to show himself to be not just ‘Yes sir,

thank you very much. Yes I agree with that, I agree with that.’ Sometimes I lay

dummy questions in which I want a ‘no’ answer and if he continues to say ‘yea’

then he goes down.

I – What would your advice to be a candidate, going to an interview. How would you

advise him?

P M – The firs thing I would say to him is first of all to listen, secondly, to ask the

right questions, and thirdly, perhaps the most important, is to create the right

relationship which is, I guess, an adult-to-adult relationship with the

interviewee or the interviewer. It is very important and that’s what I said before,

is when you get a yes-man in front of you, or a yes-woman, then that person is

obviously not creating an adult-to-adult conversation. He’s creating an adult-to

child conversation and in most cases, managers are not, if they are good and

they know what they want, they’re not going to be interested in employing a

child.

Case study Slim gyms

I – Interviewer, I R – Isabella Rosetti

I – Now let me ask you a question we ask all our candidates. Why should we hire you?

I R – Why hire me? Simple. I get along well with people. I’m used to dealing with

people from all walks of life. That’s vital for this job. And I’ve got lots of ideas

for making Slim Gyms more profitable. Want to hear them?

I – Not just now, if you don’t mind. We’ll come back to that later. Um, about your

attendance record. Could you tell me why you’ve had quite a bit of time off?

I R – Hmm, you‘ve been talking to my boss, I see. Let’s get this clear. I’ve taken a day

off now and then, true, but it’s always to go to some family celebration – a

marriage, a christening, a family reunion sometimes.

I – Uh huh.

I R – Anyway, I’ve got a great assistant at work – she looks after things if I’m away.

It’s no problem at all if I have a day off now and then.

I – Right. Can we look into the future now? I’m interested to know where you see

yourself in a few years?

I R – In a few years I suppose I see myself … um, working for your organization, running the whole business.

I – I hope you achieve that objective.

I – Interviewer, M B – Michael Bolen

I – Right, a question now about your managerial skills. You’re currently with a

sporting goods firm. Do you enjoy working on a team – with other managers?

M B – I enjoy working with colleagues a lot, especially when developing a project,

let’s say, working on a new product. It’s exciting, often tiring, you are working

long hours sometimes, but everyone’s working together, to make a success of

things.

I – So would you say you are a good team player?

M B – Definitely. But let me say this, I like to be on my own from time to time.

Especially if there is some problem to be worked out. I guess some people

would say I keep to myself too much, but it’s not true really.

I – OK, let me follow that up. Um, I’d like to know what your colleagues would say

about you. How would they describe you?

M B – Huh, that’s a difficult one. Mmm …, I think they’d say I know my own mind,

I’m a decisive person. Sometimes, you have to do things that you don’t like,

for example, fire an employee. Well, if I have to do it, I do it, and then forget

about it.

I – What else would your colleagues say?

M B – They’d say that I am a friendly person, when I get to know people. Some of

them think I am too friendly.

I – Really?

M B – Well, you know, a few of the women in the company, they get a little jealous

because I take out my administrative assistant, Sue, from time to time, Give her

a nice lunch, you know, say thanks for all her hard work. Nothing wrong in that,

is there?

I – Interviewer, B W – Bob Wills

I – You are obviously eager to get this job? Could you tell me what your strengths are?

What do you think you are good at?

B W – Main strengths? Good at managing people, I’d say. I suppose it’s my army

training. I know how to set goals for people. Objectives. And I’m sure they

meet them.

I – Hmm, don’t you think some people might get upset, you know, lose their

motivation if they don’t achieve the goals you set?

B W – Not at all. You don’t get anywhere in this life if you are too easy on people.

You’ve got to make an effort to get anywhere. Like your health club customers.

If they want to get fit, they’ve got to have discipline. Do all the exercises, eat

properly, give up alcohol and smoking. Change their lifestyle – that’s what it’s

all about.

I – Mmm, interesting! A final question. Maybe a difficult one. Could you tell me how

you’ve changed in the last … oh … five years, let’s say.

B W – Sure. I think I’m more realistic now than I used to be. I know it’ll be difficult

for me to get a good job – being in the army most of my life. So, I’m trying to

learn new skills, update my knowledge. Like in marketing and finance. So, I’ll

have more to offer an employer. I’m not going to sit around waiting for the big

job to come to me – it’s not my style.

I – Interviewer, S G – Stephanie Grant

I - Right, Can you tell me why you want to leave your present job, TV announcer?

Well paid. Everyone knows you. Admires you. You’ve got everything you want,

don’t you?

S G – Huh, I guess it does look like that. I do love the job. But I’m thirty now. I know

the management is looking for younger talent. It wants sparky, glamorous

twenty-year-olds in the job. To increase the ratings. I’m on the way out, I know

that. So … I’m going before I’m pushed.

I – Oh, sure not. Someone with your reputation.

S G - People come and go in my profession. Think of all the stars of ten years ago.

Where are they now?

I – Mmm, I take your point. Um, looking at your CV, your earlier career. You gave up

competitive swimming when you were …er …twenty four. Rather early to do that,

wasn’t it? I mean, don’t swimmers go on competing …?

S G – Look, I’m sure you read the papers. You must know, when I won the big races,

some of the swimmers accused me of taking drugs. You know, to improve my

performance. It was horrible. All a bunch of lies. I got really upset, I thought,

oh, I don’t need this nonsense. I just gave it all up. I’d had enough.

Unit 4 Planning and strategy

1. I – Interviewer, M S – Marjorie Scardino

I – How do you develop a strategy for a large company?

M S – There are lots of ways to go about it. I think the way we’ve done it is to first

think about what assets we have – what’s unique about those assets, what

markets we know about and what market are growing, and which of those

markets can make the best use of our assets. We then put that into the bowl,

heat it up, stir it around, and come out with a strategy.

I – And in broad terms, what is your strategy in Pearson?

M S – Well I, we have approached our strategy … Let me answer it this way, by

looking at it as three simple steps. When I joined Pearson a couple of years ago,

we needed to improve our operations. We needed to just run the companies we

had, and the businesses we had better. So our first step in our strategy was

simply to operate better. To create better profits, and better cash generation, and

better long-term value for the shareholders. We then … the second step which

was not happening in a serial way but happening at the same time, the second

step was to look at the assets we had and see which ones we should keep and

which ones we should dispose off. Those we disposed off, we did because they

would be worth more to other companies than to us because they didn’t fit with

the rest of our company, or were things we didn’t actively control – we had a

passive interest in – so those disposals were an important part. And then the

third step was to stitch together all our businesses, so that they were able to use

each other’s assets, to make a greater whole.

2. I – Interviewer, M S – Marjorie Scardino

I – What trends do you see emerging in the strategy of large companies?

M S – I’m not a great student of everybody else’s strategy, but I would suspect they

are trends towards globalism, towards having more international operations,

rather than simply having a national business. They are probably trends towards

mire focus on people, and more focus on the people who work in a company as

the company. And probably more a change in the management style of

companies towards more teamwork and more collegiality and less sort of

authoritarian ways of running the company, and therefore the ideas that come

from that kind of organization.

I – What strategies have influenced or impressed you?

M S – There’s one … Strategies that impress me are strategies that are extremely clear,

and define a very unique goal. I think that one of the strategies that impresses

me is Coca-Cola’s. And I’m sure its strategy has several levels. But it is

encompassed in what they call their ‘goal’ or their ‘mission’, which is

something like: Put a cold bottle of Coca-Cola within arm’s reach of every

thirsty person in the world. So that means: here’s what their main product is –

and they are going to focus on that; they are going to focus on international

markets, not just parochial ( узкий, ограниченный) markets; and the are going

to focus on distribution, wide distribution and promotion. And so that sort of

encompasses everything. That’s a good strategy, very clear, I’m sure nobody

who works in Coca-Cola doesn’t understand what they are after.

3. I – Interviewer, B H – Barry Hyman

I – What are the strengths and weaknesses … well let’s take the strengths, the

strengths of the company, the sort of SWOT analysis, you know, strengths,

weaknesses, opportunities, threats, but particularly the strengths, would you say of

Marks and Spencer’s …?

B H – I think the strengths are its ability to buy its merchandise very accurately and

very quickly, and that is what this is all about. If we stop selling goods we

might as well all of us go home!

We have a dedicated and committed supplier base, build up over decades, some

of the suppliers with us since the founding of the company. If you add on to

that, and when I said ‘that’ I mean their willingness to give us the right

merchandise, because it ‘s in their interests as well as ours obviously, the

technical developments which have taken place in the last few years. Our

capacity with electronic point of sale and astute suppliers, to change color,

change fabric, change style much more quickly than ten years ago is an integral

part of the success of the business at the moment.

That’s the major strength. I think another strength is the innate flexibility of the

people who work in the business. Erm, you have to turn it to a strength,

sometimes it can be a weakness – that we change people around too often, but

essentially the strength is that you can have somebody who has learned the

management skills of the business buying fish this year and buying jumpers

next year, and applying the same sort of management skills of buying to

whichever industry he in.

If there is a weakness it is, or was perhaps an inclination to change people

around too often. I think it’s a weakness we’ve overcome and we are now

recognizing that, er, strength of knowledge counts for something, so while you

want to develop people, a) give them an opportunity of a number of career

chances and b) make sure that you’ve got flexible people, the first prerequisite

is to make sure that people spend a sensible amount of time in an area to their

benefit and to that of the business.

I – Opportunities?

B H – Opportunities are boundless. When I joined the business in 1959 the best I could

hope for as a Londoner was to go to south to Falmouth and north to Aberdeen

… but if I work for the company now I can go to America, I can go to France, I

can go to the Far East. The world is now literally at my feet, and young people

coming in now have the most fantastic opportunities to travel and develop their

skills, and are encouraged to do so.

I – So the internationalization is the big opportunity?

B H – Yes. Great development, yes.

I – What are the major threats, would you say, to the business? Are they any?

B H – It sounds arrogant, doesn’t it, to say that we have no competition, and I don’t

mean it in that way. Of course there is competition. Every other retailer is a

competitor, I don’t see any of them at the moment as major threats, and the

reason I say it is this. In the 80s when the high street was developing rapidly

and a variety of other bright traders were coming along, and a variety of

retailers who I won’t name at the moment, we were told that Marks and

Spencer’s day was over. We were looking tired and jaded, and they were going

to modernize their stores and put in systems and merchandise which would see

us off! With hindsight, many of them are not there any more. If their

companies are, they are trading at a loss. We are still trading at a profit. It’s a

race in which we are very happy to be the tortoise rather than the hare. So no

immediate threats, but we are not complacent. We are aware of other retailers

and other techniques and we keep an eye on them all the time.