Video Tasks
Task I. Answer the questions:
What are the two major problems Parker wants to deal with?
What is the current situation like?
What action of Visitron's shareholders will be decisive for the company?
What is Chapman's solution to the problems facing Visitron?
Why is Highsmith less confident than Chapman?
What does the profit gap analysis show?
What is the cause of this profit gap?
What, according to Hamilton, will happen if the profit gap isn't closed?
What was Hamilton's original proposal concerning collaboration with Kamakura?
What is Hamilton's solution to the current situation?
Task II. Study the profit gap analysis and answer the questions:
What year was the diagram made?
In which sectors did Visitron make most of its profits prior to 1985?
When is Visitron expected to return to profitability?
At what level will profits peak with present strategies?
When will it happen?
Which sector will generate most profits after 1990?
What will be the profit shortfall by the end of the century?
What is the profit shortfall at the moment?
Task III. Listen and fill in the gaps with the right words:
The ……………………. question that we have to answer is this. What …………… and ……………… levels are we going to need in order to ……………………. successfully with the ………. ………….?
Communication Tasks
Task I. Translate the following expressions into Russian, memorise them:
2.1 Signalling a new topic (Announce your arrival at each new item on the agenda)
Right then. This leads us on to...
OK. This brings up the problem of...
…………………………………………………………………………………………………………………………………………………………….…
2.2 Reporting to the present situation (Use the present continuous tense to describe events happening now)
The present situation is that...
What's happening is that...
………………………………………………………………………………………………………………………………………………………………..
2.3 Identifying the central issue (If a situation is unclear, signal the need to get to the root of the problem)
Let's get to the bottom of this.
Let's try to identify the main problem here.
What's the underlying issue here?
………………………………………………………………………………………………………………………………………………………………..
2.4 Making a promise (Persuade participants by assuring them of positive action or outcome)
2.5 Expressing doubts (Doubts may be genuine reservations or disguised disagreement)
I have some reservations about that.
That's oversimplifying it.
I'm not so sure.
………………………………………………………………………………………………………………………………………………………………
2.5 Warning (Persuade or dissuade by predicting a negative outcome)
Unless we improve training now, we'll fall behind our competitors.
Act now or it'll be too late.
Our business will suffer if...
………………………………………………………………………………………………………………………………………………………………..
2.6 Interrupting (Intervene positively but politely)
Excuse me. May I come in here?
May I interrupt?
Before you go on, could I say this?
Just a minute. Can I say something here?
………………………………………………………………………………………………………………………………………………………………
2.7 Summarising the argument (The rule is, say what you have to say, then say it again in summary form)
What I’m trying to say is that…
What I'm getting at is that...
In a nutshell, what I am arguing is that...
………………………………………………………………………………………………………………………………………………………………
Task II. Write your variants of continuing the phrases.
Task Ш. Find in the unit phrases, illustrating the above-mentioned steps.
Task IV. Fill in the gaps with proper phrases, reproduce the dialogue:
- OK, (signalling the start) . (Setting the agenda). One, presentation of our new product. Item 2, financing the programme for this product. (Setting objectives) work out a plan of actions for the next two months. Can we start with item 1? (Assigning roles).
- Well, (updating) that our R&D Department has made the major breakthrough and now they are ready with the prototype of the HHS. Its technical advantages are beyond any expectations. All we need now is money to finance the programme.
- (Interrupting). (Expressing doubts). The problem is that the extra funding is beyond our present resources.
- (Signalling a new topic) item 2. (Giving opinions) our major objective now is to expand our capital by issuing new shares. (Asking for opinions).
- (Agreeing and disagreeing). But (identifying the central issue). The problem is that our shares can attract too few shareholders.
- (Conceding and making points). Visitron is about to undertake major new growth based on new products. We must persuade our shareholders that Visitron's shares can be a very profitable investment.
- (Agreeing and disagreeing). But (warning).
- Right then. Let's now think" of the proper ways of attracting new shareholders.
Task V. Simulation
As part of a major restructuring scheme, Visitron's new board has set up a task force of three senior managers to study the possibility of relocating the company's three manufacturing plants on one site. Each member of the task force has gathered information on one site. The Corporate Planning Director now wants you to report your recommendations on relocation and manpower reductions. Hold a meeting, agree a plan for workforce reductions and make a decision on the centralisation of production. Use the memo below.
From: Director of corporate planning
To: Task force members
Subject: Company restructuring targets to 1990
May I now confirm that the new management has established the following medium-term targets:
Total workforce to be cut to 6,000 from the present 9,100.
Production of all machines and components to be centralised on one site.
Expansion of Small Unit division capacity by 25 % to support new long-term targets.
Present situation
|
Large Unit division Basingstoke |
Medium Unit division Stevenage |
Small Unit division Norwich |
Capacity (units) |
200 |
400 |
1,500 |
Output last year |
180 |
300 |
500 |
Age of plant |
10 years |
8 years |
2 years |
Workforce |
4,700 |
3,000 |
1,400 |
Strikes (days lost) |
33,300 |
19,600 |
0 |
Productivity (turnover per worker) |
$28,089 |
$28,583 |
$16,297 |
Distance to nearest port |
32 miles |
56 miles |
60 miles |
Land available for building |
50ha |
200ha |
l,000ha |