Методическое пособие по английскому языку для студентов 4 курса, обучающихся по программе бакалавриата
A Customer relations: the importance to a company of reliable customer opinions of products В
жүктеу/скачать 3,86 Mb.
|
пособие для 4 курса
- Бұл бет үшін навигация:
- Follow-on questions
- Test 1 READING Part One
| A Customer relations: the importance to a company of reliable customer opinions of products
В Staff development: the importance to a company of developing effective career plans for staff С Business strategy: how to maintain the confidence of company shareholders Part Two You are given a discussion topic. You have 30 seconds to look at the task prompt, and then discuss the topic with your partner. After you have finished with the task, you will be asked some follow-on questions. Your company's location in a busy city centre means that staff often complain about the time taken to get to work. You have been asked to make some recommendations. Discuss and decide together: whether it would be better for staff to use public or private transport what the effects might be of allowing staff to work flexible hours what other measures the company could take to deal with the situation. Follow-on questions 1 Would you be willing to spend a long time travelling to work every day? (Why?/Why not?) 2 Should companies provide staff with financial assistance if they have long journeys to work? (Why?/Why not?) 3 What do you think influences a company's decision to be located in a busy city centre? (Why?) 4 What effect do you think technology will have in the future on where people do their work? (Why?) 5 What could be the long-term effects of changes in the hours people work and where they work? (Why?) Test 1 READING Part One Questions 1-8 Look at the statements below and at the five extracts from an article about how employees are motivated. Which section of the article (А, В, C, D or E) does each statement (1-8) refer to? For each statement (1-8), mark one letter (А, В, C, D or E). You will need to use some of these letters more than once. People may perceive the same type of work very differently. It is important that staff gain recognition for what they have done. The behaviour of staff may be influenced by disappointment with what their organisation provides. Traditional ways of motivating staff cannot be put into practice these days. A good salary alone is no longer enough to motivate staff. It is desirable for staff and their employers to have similar objectives. Staff should be able to improve their abilities through their work. 8 Not all companies see a need to find out what motivates their staff. А Ensuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation. В One of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem. С What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued. D Organisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job. E There are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed. жүктеу/скачать 3,86 Mb. Достарыңызбен бөлісу:
|