- •What is corporate culture? What is meant by academic and non-academic approach?
- •How does company culture affect employees?
- •What problems can interns experience with work placement? How can companies help interns to adapt to their work culture and achieve work-life balance?
- •What is the organigram of the company? What types of company hierarchy are known?
- •5. 1) What departments are essential for the existence of the company?
- •2) What makes a good manager?
- •6. What kind of personal problems can interns or employees experience when working abroad?
- •7. What is counseling? What counseling techniques do you know?
- •8. What do customer service and customer support refer to? (s.B #2)
- •9. What are ‘performance standards’ in customer service? Speak about ‘golden rules of customer service’? (s. B. #2)
- •10. What is a call centre? (интернет)
- •11. What is outsourcing?
- •12. Does complaining help companies to improve its performance? If so, how? How to deal with complaints? (s. B. #2)
- •13. How can companies ensure job satisfaction for their staff? Speak about quality of working life, perks and promotion prospects? (listening страница 18 №6)
- •14. What are the terms when marketing can be approached? Speak about marketing mix.
- •15. What factors influence the developing of a new product?
- •16.What are the main stages in product development and designing?
- •17.What is a cross-functional task force? What makes it different from a traditional design team?
- •18.Do you agree that “packaging is the last chance to seduce the customer”? Is packaging really so important nowadays? What functions does it perform?
- •19. What is “wrap rage”? Have you ever experienced it? Does “wrap rage” really make manufactures change the packaging?
- •20. What should staff know when the product is on the market?
- •21.What is a usp? Is it possible to develop one for all types of products or services?
- •22. What is a typical job search plan or job sculpting
- •23. What are the ten tips to crate career that will light your fire
- •24. How can you note down the difference between vocation, career and job.
- •26. What are career decisions based on? How easy is it to combine your interests with your choice of career?
- •27. What ways of getting job you know? Which ones do you think you will use?
- •28. What is the main aim of job interview for the employer and the potential employee?
- •29. How can an applicant impress an interviewer? How to be well-prepared for the job interview?
- •30. How many ways of spending a gap year can you think of? Are gap years and career breaks common in Russia?
- •32 What misconceptions about negotiations often turn up?
- •33 What issues might be subject to negotiation?
- •34 What might preparation before negotiating consist of?
- •35 What types of negotiations do you know?
- •36 What key techniques during the negotiation are used? What should you keep in mind about trading concessions?
- •38. What can serve as an incentive to improve sales? What are advantages / disadvantages of sales incentive programs.
- •39 What features does csr tend to describe?
- •40 What issues does csr cover?
- •41 Why has csr become an important area in the business world?
- •42 What areas are on the borderline between social and business policy?
- •43 Do small businesses have the same responsibilities referring to csr as multinationals?
- •44 What does ‘ to be a good corporate citizen’ mean?
- •45 What kind of corporate image does a company try to project?
- •46 What do you know about ‘golden rules of meetings’?
- •47 What is the difference between a merger and an acquisition? Are the differences great in practice? Why?
- •48 What is involved on deciding a merger or an acquisition? What steps are undertaken by the board when deciding what company to merge with?
- •49 What factors are taken into account when merging and in what case is it successful?
- •50 .What problems may arise after acquisition has happened? How are m&a perceived by employees, shareholders, customers and the general public?
- •51 How is a merger like and unlike a marriage?
- •52 What are good and wrong reasons for m&a?
- •53 What are pros and cons of taking over a business? Think about the five Gs in particular.
- •54.What types of stock market investors are known? What “animals” can you find on the stock market ?
- •55.Why are companies interested in export trade? What are the most important reasons for exporting?
- •56. What should be done before getting started on the foreign market?
- •57.What options of the distribution channel should be considered?
- •58.What other more specialized export options do you know and what do they mean?
- •59. What issues are discussed with agents and distributors?
- •60. What methods of payment in international trade do you know?
- •61. What difficulties of selling products are there in overseas markets ?
46 What do you know about ‘golden rules of meetings’?
Meetings are unpopular because they take up time--usually that of many people. However, there are good meetings and there are bad meetings. Meetings can be an excellent use of time when they are well-run. Unfortunately, the converse is also true, and it seems that time-wasting, poorly run meetings are far too common.
Golden Rule #1: Run your meetings as you would have others run the meetings that you attend. This is the most fundamental Golden Rule of Meeting Management. Running an effective meeting--or being a good meeting participant--is all about being considerate of others. All the other Golden Rules of meeting management flow from this principle.
Golden Rule #2: Be prepared and ensure that all the participants can be as well.
Distribute the meeting agenda a day before the meeting and make sure everyone has access to any relevant background materials. Participants, of course, have the obligation of reviewing the agenda and background materials and arriving at the meeting prepared. If the meeting organizer has not provided adequate information about the objectives of the meeting, the participants should take the initiative to ask. No one should arrive at a meeting not knowing why they are there--and what is supposed to be accomplished.
If there is nothing to put on the agenda, the organizer should ask him/herself whether there really needs to be a meeting.
Golden Rule #3: Stick to a schedule.
Start the meeting on time and end it on time (or even early). Starting on time requires discipline by the organizer and the participants. Arriving late shows a lack of consideration for all those who were on time. But if all participants know that the organizer is going to start the meeting right on time, there is a much greater likelihood that everyone else will make the effort to be punctual.
Finishing in a timely manner is also crucial. If everyone agreed that the meeting would last an hour, the meeting should not run any longer than that. Keeping the agenda realistic is important, of course. Finally, if only 20 minutes are required to accomplish the meeting objectives, the meeting should end after only 20 minutes. It would be a waste of everyone's time to let it go on any longer than that.
The time for which the meeting is scheduled is also important. Scheduling regular meetings for inconvenient times (e.g. after the end of the official work day) can have a very negative impact on morale
Golden Rule #4: Stay on topic
Most groups have at least one person who tends to go off on a tangent or tell stories during meetings. Whether this is the organizer or one of the participants, all meeting participants have the responsibility of gently guiding the meeting back to the substantive agenda items.
Golden Rule #5: Don't hold unnecessary meetings.
Carefully assess how often routine meetings really need to be held. For example, if you have daily staff meetings, how productive are they? Can they be held less frequently? Or, perhaps, can they be held standing up someplace and kept to a few minutes? Staff meetings are crucial vehicles for maintaining good communication in the office, but it is important to find the right balance between good communication and productive uses of time.
Golden Rule #6: Wrap up meetings with a clear statement of the next steps and who is to take them. If any decisions were made at the meeting (even if the decision was to "study the issue more") the meeting organizer should clearly summarize what needs to be done and who is going to do it. If the organizer fails to do this, one of the participants needs to speak up and request clarification of the next steps. This is crucial. If the participants leave the meeting and no one is accountable for taking action on the decisions that were made, then the meeting will have been a waste of everyone's time.