Методическое пособие по английскому языку для студентов 4 курса, обучающихся по программе бакалавриата
A Top executives find that they can no longer delegate personnel matters. В
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| A Top executives find that they can no longer delegate personnel matters.
В That is possibly because they are most likely to find other jobs. С What the report did conclude though, was that money, especially performance-related pay, does increase commitment, as do share options and profit-sharing. D In addition, companies need to motivate key people with appropriate recognition and by giving them what they actually want, rather than just relying on an attractive basic salary, which can easily be matched by any other employer. E Moreover, when it comes to choosing a job, women rate it even more highly than men. F As a result, the report concludes that focusing on the top performers can be counterproductive because it can cause underdevelopment, underutilisation and demotivation of the rest of the workforce. G The report reckons that in order to change this situation, a two-stage policy is required. H This will come as no surprise to anyone involved with market research, but it is causing problems for employers trying to recruit staff. Part Three Questions 15-20 Read the following article about James Linton, CEO of RoCom, and the questions. For each question (15-20), mark one letter (А, В, С or D). In the world of big business, James Linton is precocious in the extreme. Just two years into the job of reviving one of the most illustrious names in retail finance, RoCom, he has found himself a key player in one of the richest and certainly most audacious deals in the industry: PTL's takeover of RoCom. PTL is paying £25 a share for RoCom - approximately 40 per cent more than the market value of the shares - and its offer document boasted that 'PTL attaches great importance to key employees having appropriate, performance-related remuneration'. Initially wary about the takeover, Linton has now negotiated a hands-off agreement with PTL, which confirms its intention to leave him very much to his own devices to continue building the business. All this and he will not turn 38 for another fortnight! Although Linton is credited with turning RoCom around, this is more a matter of work in progress than actual achievement. Yet he does seem to have instituted the biggest top-level shake-up in its near 70-year history, promoted some big-hitters amongst key staff and transformed RoCom's way of doing business. Linton has, however, warned that the takeover is by no means a guarantee of future success; indeed, deteriorating market conditions suggest that the way forward will be anything but smooth. Linton recently ventured the hypothesis that being shareholder-owned had, in recent years, helped the business focus and argued that the sector's experience of rival takeovers was not encouraging. Indeed, the recently reported performance of rival organisations such as Maften Limited has not promoted the notion that big corporations are happy homes for experienced staff and managers such as Linton. It may have been his ideas about independence that made Linton address RoCom's 900 staff on the day the takeover was announced, rather than doing high-profile media interviews on what was immediately seen as a fantastic deal for shareholders. He is acutely aware of the need to nurture his staff if the business is to succeed, something which is not lost on them. This is not a management-school dictum. It is a genuine belief that every member of staff has contributed to the firm and enabled it to net £1.9 billion from PTL. Other CEOs say he is arrogant, but this probably reflects the fact that Linton may find talking to them difficult. He is also ferociously intelligent, and, while in others this could appear intimidating, in Linton it awakes further admiration amongst loyal employees. They clearly do not feel they have to grovel in front of this mastermind, and claim that although he's incredibly dedicated to his work, he has an affable manner. Linton boasts that staff turnover rates at RoCom have remained low for the industry, at about 12 per cent since he took over as CEO two years ago. 'People have a real affection for RoCom, and that runs right through the office here. They all want us to be number one,' he says. He is aware of the possibility that the collegiate ethos he has worked so hard to create, the meritocracy on which he thinks much of RoCom's success depends, could be destroyed if PTL is too heavy-handed. He will need all his skills to keep RoCom on course, particularly when attention has immediately focused on the possibility that Susan Marshall, its respected investment chief, might be the first casualty of the takeover. Whatever the future holds for RoCom, we are certain to go on hearing a lot more of James Linton жүктеу/скачать 3,86 Mb. Достарыңызбен бөлісу:
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