- •Lecture №1 good manners plan
- •Good manners
- •Tasks and training exercises
- •1.Comprehension check
- •2. Discussion
- •Exercises
- •1.Greetings and introductions
- •2. Useful responses
- •3. Meeting new business partners
- •4. Topics for small talk
- •5. Put the dialogue in the correct order.
- •6.You are going to read some advice about how to use the telephone to improve your business. Discuss what advice is very useful, and what is not so important.
- •7. A telephone quiz
- •Tasks and training exercises
- •1.Comprehension check
- •Exercises
- •2. Complete the sentences with on, in, by, into, to, with
- •3. Complete the sentences below with the following nouns.
- •4. Complete the sentences below with the following verbs.
- •Tips for effective leadership
- •5. Use articles a, the or no article at all.
- •6. Read the text below to find out why Flight Centre Limited thinks staff training is so important. Go anywhere you want to go.
- •7. Discuss whether you would like to work for a company
- •8. Discuss the following.
- •9. Read the following article and answer the questions.
- •The Secret of Teamwork
- •10. Read the text and choose the correct options a-c. The Changing Views of What Makes Effective Teams.
- •1 What did Belbin think about teams?
- •Answer keys Lecture №1 good manners.
- •Lecture №2 management.
1 What did Belbin think about teams?
a A team’s success depends on its members carrying out their roles
effectively.
b Teams cannot be successful unless all individual members get on.
c It is important for teams continually to review their effectiveness.
2 Belbin’s approach helps people to
a recognise each other’s strengths and weaknesses.
b understand how to develop individuals’ skills.
c see how the team is put together.
3 What did Professor Peter O’Driscoll’s research involve?
a It compared a small number of sport and music teams.
b It identified the most competent team workers.
c It focused on the skills all teams need to be effective.
4 The research revealed that
a groups of musicians were the most stable teams.
b teams were constructed differently and for different reasons.
c the needs of teams changes over time.
5 The model of researchers developed
a sets out the factors that promote team success.
b shows the links between different teams.
c divides teams into smaller units.
6 The model can help people to identify
a potential managers within a team.
b how to develop a team further.
c the most appropriate activities for a team to carry out.
11. Read the text and answer the following questions.
1 What motivation techniques are mentioned in the text?
2 Which of the following statements do you agree with?
Employees cannot be trusted and must therefore be closely supervised.
Staff should be allowed to organise their own work.
The best motivation is money and recognition for meeting targets.
3 Why do companies fail to pick a good leader?
4 What two skills does the job of a leader require?
Tough at the top
Choosing a leader
As is known, the role of a leader is to inspire and motivate staff and to develop talent within organisation. The management style of leaders varies: some prefer to delegate responsibility to subordinates whereas others prefer to use their authority to control operations directly.
So, are companies worse than they used to be at choosing good leaders? Certainly, considering the importance of the top job, companies sometimes appear to select their leaders in unsatisfactory ways. They rarely advertise for a boss or select anyone from another country (apart from in Britain, where 32 of the chief executives of 100 firms are not British).
Moreover, they rarely appoint anyone who has been the Chief Executive Officer (CEO) of another large public company. Of course, successfully picking a leader has always been tricky because the job requires at least two quite different skills. Like the fox, a CEO must know a lot of little things and must manage the key day-to day aspects of the business. But like the hedgehog, he must also know one big thing: every three or four years, he will have to take a substantial ( значимый ) strategic decision, which may fatally damage the business if he gets it wrong. Plenty of giants, such as Cable & Wireless and AT &T, have had leaders who passed the fox test but failed the hedgehog one.