- •A. Leadership roles
- •B. Leadership and Management Styles
- •C. Situational Leadership
- •5. Look at the words in bold in your text. Can you guess and explain the meaning of these words?
- •Pair work. Read text a or b. Decide on the best title for your text. Underline the key sentences, which can help you to summarise the text.
- •Summarise your text to your partner. Then discuss together:
- •Look at the words in bold. Could you guess their meaning? Why?
- •What Employees Need From Leaders
- •Overall discussion.
- •Skim the text to find the general idea how cultural diversity is defined, measured and how it affects management.
- •2. Which of the statements are true about the article? Correct the false ones.
- •6. Complete the sentences .
- •7 . Match the words to make word partnerships. Explain their meaning.
- •8. Talk about how to make the most of cultural diversity within an organization
- •Divide the text into logical parts and find appropriate headings for them.
- •2. Which of the statements are true about the article? Correct the false ones.
- •3. Do you agree or disagree with the following statements :
- •4. Match words and phrases from the two columns to make typical collocations.
- •5. Choose the best collocation/ expression from Ex.3 to complete the sentences
- •6. Match the words to make word partnerships. Explain their meaning.
- •7. Discuss the role of organizational culture in the company operation
- •2. Which of the statements are true about the article? Correct the false ones.
- •3. Think of word partnerships starting with global which match these definitions.
- •4. Choose the best word or phrase to complete the sentences
- •5. Complete the idioms in the sentences below.
- •6. Match the words to make word partnerships (from the article)
- •What should the management do to adapt the company culture to changes in the business world? Brainstorm the ideas.
- •Unit 3 Organizations and operations Text 1
- •Types of ngOs
- •Range of ngo Activities
- •Vocabulary tasks:
- •2. Complete the sentence
- •Vocabulary tasks
- •Speaking tasks
- •Eastman Kodak files for bankruptcy protection
- •Vocabulary tasks
- •Reading tasks
- •Speaking tasks
- •Unit discussion tasks
- •Jurassic business park
- •1. Make an outline of the text
- •The Growing Incongruence between Economic Reality and Political Reality
- •2. Find the sentences in the text and fill in the gaps
- •3. Think of the title to each passage from the text.
- •4. Do you thoroughly approve of all the aspects about strategy and business environment mentioned in the text?
- •Find topic sentences in each paragraph. Give grounds to your choice
- •2. Fill in the gaps with the words/word combinations instead of their definitions given in brackets
- •3. Read the article again and complete the following summary in your own words
- •4. Discussion
- •1. Make up a summary of the text
- •2. Fill in the gaps with the words/word combinations instead of their definitions given in brackets
- •3. Choose the right answer
- •4. Do you share all points of Jack Welch’s strategy?
- •1. Make an outline of the text
- •2. Fill in the gaps with the words/word combinations instead of their definitions
- •3. Arrange the sentences in the order they are given in the text
- •4. Make up a dialogue.
- •5. Is corporate strategy an essential part of a company’s success? Can you think of any kind of a company which can be run without corporate strategy successfully?
4. Discussion
What is the ‘core’ business of each of these companies? Brainstorm the possible “adjacencies’ some of these companies could tap into:
a) a publisher of children’s books
b) a restaurant
c) a bicycle manufacture
d) a supermarket chain
e) a mobile-phone company
Text 3
1. Make up a summary of the text
Jack Welch at General Electric
Jack Welch, the legendary chairman and CEO of General Electric, spelled out his strategy clearly with his “number one, number two” concept. He pledged to continue to operate or to acquire only those businesses that would be number one or number two in their market. He took over a company in 1981 that had 350 different businesses in its portfolio clustered in 43 Strategic Business Units. Those businesses that did not perform or could not be improved to meet the goal would be divested. The corporate winners would only be those who are the “leanest”, the “lowest-cost worldwide producers of quality goods and services or those who have a clear technological edge, a clear advantage in a market niche.
Welch put forward a “fix, close, or sell” policy. He drew three circles representing services, high technology and core businesses, and placed the names of 15 businesses inside the circles. The businesses outside the circles would be divested if they could not be improved. Welch stated, “I am looking at the competitive arena. Where does the business sit? What are its strengths vis-à-vis the competition? And what are its weaknesses? What can the competition do to us despite our hard work that can kill us a year or two years down the road? What can we do to them to change the playing field?” He continued: “If you have a game that’s vulnerable, somebody can move fast, get you. And you don’t have a checkmate play or another move. You’ve got to get out of that game”
In addition to the ‘number one, number two’ policy, Jack Welch reoriented the company toward services. When Jack Welch began managing GE, the company was composed of 15 percent services and 85 percent products. As the company began the 21st century, it had a mix of 25 percent products and 75 percent services, including financial cervices and medical systems”
While focusing on strengths and shifting to services, GE under Welch embraced globalization. Operating in more than 100 countries, the company has about 45 percent of its 293,000 employees outside the United States and earns approximately the same share of revenues outside the country. The company was named the World’s Most Admired Company by Fortune and the World’s most Respected Company by the Financial Times. Welch’s choices of what businesses to maintain, improve or to exit; the decision to enter into international markets; and orientation toward services established goals for General Electric.
Designing Managing Strategy
By Danel F Spulber, p. 10 -11