Unit 4  Is work just an another four-letter word?

II. Basic Listening Practice

1. Script

M: Do you see yourself as a leader or more of a team player?

W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I’m not afraid to take over in order to achieve the goal at hand.

Q: What does the woman want to be?

2. Script

W: Good morning, I have an appointment with Mr. Davies at 11o’ clock.

M: Yes, he left a message for you saying he’s terribly sorry but he’s stuck in traffic and is running 15 minutes late. Please take a seat and he’ll be here as soon as possible. Would you like tea or coffee?

Q: Where is the conversation probably taking place?

3. Script

W: You don’t happy. Did you get that promotion?

M: No, they brought in some new guy. I’m not going to hang around for much longer, I can’t assure you.

Q: Why is the man unhappy?

4. Script

W: Mr. Jones is a self-made millionaire, and I’m honored to have worked for him for the past thirty years as his accountant.

M: He must be pleased to have a loyal and faithful employee such as yourself.

Q: What is true of the woman?

5. Script

W: Jane, we’re considering you for the new office manager’s position. We’ve been very pleased with your work.

M: Thank you very much. I’ve always enjoyed working here, and I would welcome an opportunity for more responsibility.

Q: Which of the following is true?

 

III. Listening In

Task 1: You’re fired!

Joan: Come in, come in. Have a seat. Ah…uh…I want you to know this is going to hurt me more than it will hurt you.

Carl: Yes, ma’am. But I’m not quite sure what you’re talking about.

Joan: You’re fired. That’s what I’m talking about.

Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our products than any other salesperson.

Joan: Look, I’m not here to argue. You’re fired. Understand?

Carl: I understand perfectly. I just wonder what’s going to happen to the contract I’ve been arranging. It would be a shame to lose it; it could mean a lot of our company. And I’m the only one who knows the details.

Joan: No one is indispensable. Just clear out your desk, and that’s the end of it. Do I make myself clear, Mr. Westlake?

Carl: Crystal clear—apart from one small detail.

Joan: And what, pray tell, is that detail?

Carl: I’m not Mr. Westlake. I’m Carl Smith.

Joan: Well then, that’s a different kettle of fish, Mr. Smith. I know you’ve bee n working late almost every night and coming in on Saturdays to get work done. The company is very happy with your progress.

Carl: That’s good to know. I was beginning to think that I wasn’t appreciated.

Joan: You’re doing well. We have approved your first salary increase.

Carl: That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay.

 

Task 2:  Don’t be a loner

script

Lillian: Mr. Baxter, you have worked in the company for five years, and you manage everything here smoothly, like a clock. Could you tell us the secret of your successful career?

Baxter: Just as the golden rule of real estate is location, location, location, the golden rule of work is relationships, relationships, relationships. Unfortunately, many workers focus so hard on the job at hand that they never develop useful relationships with people in other parts of their organization. Worse, when they do interact with colleagues in other departments, they may not treat then with respect.

Lillian: Could you give more details?

Baxter: Let’s take Wendy as an example. She switched jobs several months ago in the company. In her first position, as a marketing manager, she frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain.

Then in her new job as training administrator, she wanted to launch an on-the-job training project. She needed the financial department to support her request for a budget. How did she convince them this time?

Although the financial department’s offices were located in another city, Wendy decided to visit them in their offices and try to establish closer relationships. She believed she must first of all understand their mission and their own training needs. Then she found an ally in the company’s chief financial officer, who saw how her group could help develop his staff. So the two forged a long-tern=m alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan.

Winning allies throughout your organization has an additional benefit. These days, it’s far too risky to expect your work to speak for itself. Having allies who speak well of you increases your reputation with the top management.

 

Task3: Working from home

With the invention of modern laptops and the advances in broadband Internet access and communication software, there is no longer a need to work in the office. More and more people are starting to work from home. Opinions on this new trend vary as there are both pros and cons of working from home.

The disadvantages are obvious. To begin with, you may feel lonely since you lack social interaction and face-to-face communication with colleagues. Besides, there are many distractions at home: Your wife and kids may knock on your door or call you any time. You yourself may want to stop and have a cup of coffee or find something to eat from time to time. Without the office discipline, you may even be tempted to play computer games. What’s more, it may be very monotonous if you have to stay at home all day long.

On the other hand,  many people think the pros of working at home outweigh the cons. The most obvious benefit is flexibility. You don’t have to wake up to an alarm clock early in the morning, and you can work any time you want and in any way you want. For those who are more productive at night, working from home must be a paradise. Moreover, without a boss supervising you over your shoulder, you feel less stress. Like to work in pajamas? Fine. Like to listen to heavy metal at the highest volume while you are designing? Go for it. Also, people that work in the home environment value immensely the extra time they can spend with their loved ones. As a mom or dad, you will be in a much better positions to educated and take care of your children.

 

IV. Speaking Out

MODEL 1   I’ve got to talk to Mrs. Parker.

Susan:      Parker Electronics Susan speaking. How may I help you?

Mrs. Jones:  This is William Jones of Sea-land Limited. I’m calling from Australia. Would you please transfer me to Helen Parker, extension513?

Susan:      Please hold, Mr. Jones. I’ll see if Mrs. Parker id available to take your call…I’m sorry, Mrs. Parker is out of the office. Can anyone else assist you?

Mrs. Jones:  No. I’ve got to talk to Mrs. Parker. It’s urgent. When will she be back?

Susan:      I’m afraid she is out for the whole day. May I take a message?

Mrs. Jones:  Tell her I must talk to her right away. Your last shipment was damaged.

Susan:       Oh, what a pity. Is there a particular time you want her to call you?

Mrs. Jones:  She can get in touch with me any time tomorrow at 613-2775-2940.

Susan:       Let me repeat that back: Mr. Jones of Sea-land, 613-2775-2940; call as soon as possible regarding the damaged cargo. You can be reached all day tomorrow.

Mrs. Jones:  The sooner the better. Those missing parts are holding up our production.

Susan:       I’ll give her the message, Mr. Jones. She’ll get back to you as soon as she can.

Mrs. Jones:  Thank you. Good-bye.

 

 

MODEL2   Something unexpected has come up.

Script

Bob:  Hello.

Susan: Hello, it’s Susan Smith from Parker Electronics.

Bob:  Hi, Sue, Bob here. How is it going? What’s on your mind day?

Susan: I’m calling on behalf of my boss, Mrs. Helen Parker. She wants some of your in expensive late-model DVD player.

Bob:  We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting?

Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away.

Bob:  Let me check my schedule. Yes, I’m free as the breeze on Friday.

Susan: Why not meet at about ten in the morning at your office?

Bob:  Sound good. Let’s confirm that. I’ll look forward to seeing her at ten on Friday.

Susan: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye.

[Later]

Bob:  Hello, Bob Smith speaking.

Susan: Hello, Bob, this is Susan. Something unexpected has come up. I’m afraid we have to cancel the meeting with you on Friday.

Bob:  That’s disappointing. Shall we meet some other time?

Susan: She’d like to postpone the meeting until Monday afternoon. Would that be convenient for you?

Bob:   Well, I’ve got a full schedule on Monday, but I’d be free after five.

Susan:  Could we make it five thirty then?

Bob:   Five thirty’s perfect. I’ll see Helen at five thirty on Monday.

Susan:  Ok. Great! Thanks. Bye.

 

MODEL3   It’s much more than just satisfactory.

Script

Helen: You know, Susan, I’ve been looking over the review of your performance in the past three moths.

Susan: Is everything satisfactory?

Helen: We should say it’s more than just satisfactory. According to the review given by your supervisors, you are doing excellent work during this internship.

Susan: Thank you, Helen.

Helen: Well, your attendance record is perfect, and you’re very diligent. And on top of all that, you went out of your way to bring in new customers.

Susan: I enjoy working here, so I try to do my very best.

Helen: Well, wonderful! Our company could use more hardworking employees like you. In fact, the board of directors is unanimous in deciding to offer you a job.

Susan: I’m so glad to hear that. I’ll graduate in less than a month. By then I can devote more time to the company. I’ll work heart and soul to promote its business.

Helen: And I also think you are ready to take on some new responsibilities.

Susan: What do you mean, Helen?

Helen: I’m promoting you to assistant marketing manager, but you might have to travel around the country at short notice. Is that OK with you?

Susan: Of course. Thank you. I’m honored that you have so much confidence in me.

Helen: Well, Susan, you did great work. Your promotion is effective immediately.

Susan: Thank you. I look forward to the new challenge of the job.

 

 

V. Let’s Talk

 

 

VI. Further Listening and Speaking

Task1: A small misstep can become a big career trap.

Script

George Adams, a market researcher at a Midwestern firm, finally printed his marketing report. After months of research, hundreds of surveys, and several boring drafts, his report was complete, and just in time. He was going away for the weekend, and he wanted to relax knowing his report was a success. He carefully proofread his document and then delivered copies to all the executives on his distribution list.

When he returned to his desk, he discovered his boss, the department manager, was livid. At first he did not realize he had accidentally gone over his head. Anyway, she had given him the contribution list in the first place. So he thought he was just following orders. But the boss was furious that she hadn’t seen the final document.

The boss asked Adams to get back the copies, but it was too late. When Adams got to the CEO’s office, he was already reading the report.

Adams had felt friction with his boss before. She was overbearing and tended to find fault with his work after he’d broken his back to meet deadlines. In this instance, however, he realized he had made a serious error. His boss was extremely upset, for his mistake made her look as though she wasn’t in control of her department.

From the boss’s point of view, Adams was usurping her authority. The result was simple and natural: Adams left his job soon afterward.

Adams’s story illustrates a fundamental truth about the workplace: small, seemingly innocent missteps can sometimes become a big career trap.

 

 

 

Task 2: The boss is angry!

Script

Sam: Tell me: Does this place look like a nursing home?

Sally: No. Why?

Sam: Do I look like a male nurse?

Sally: Not at all.

Sam: Then why do my employees act as though this were a nursing home instead of a work place?

Sally: You’re obviously upset. What’s wrong? Tell me.

Sam: You’re right. I’m upset about a lot of things.

Sally: Can you tell me what the problems are?

Sam: First of all I’m upset because so many of the staff have been showing up late for work.

Sally: It’s true. A lot of people have been coming in late. They probably think you don’t mind. You know there’s a pretty relaxed atmosphere here.

Sam: Maybe it’s because I hang out with a lot of them outside the office.

Sally: They must see you more as a buddy than a boss. It’s because you’re so friendly.

Sam: You’re right. They don’t view me as an authority figure anymore. I’m afraid they don’t respect me as a boss

Sally: So what are you going to do about it?

Sam: I’m going to change. No more Mr. Nice Guy. I’m going to start cracking the whip.

Sally: When do you want this change to take place?

Sam: Starting today, I’m going to lay down the law. From now on, everyone in the company must follow regulations to the latter.

Sally: I’ll post a notice as soon as possible. What should it say?

Sam: No more punching in late. No more clocking out early. No more calling in sick without a goof reason or without a doctor’s note.

Sally: Anything else?

Sam: No more personal phone calls or e-mails on company time!

Sally: All right, I’ll get right on it!

 

 

Task3:  Three Envelopes

Script

After a high –level firing at Supertech, the top executives gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say good-bye to the departing CEO, Dick Jackson.

Lunch was pretty well over when Jackson took his replacement aside and said: “Carl, it’s a jungle out there in the business world. If we graduate of Harvard Business School don’t stick up for one anther, who will? Nobody, that’s who.”

Jackson explained that a tradition the company’s CEOs had. The departing CEO left three numbered envelopes for the new CEO. He handed Martin three envelopes. “Open one if there’s a problem you can’t solve.”

Things went smoothly for Martin at first, but six months later sales took a downturn, and he was catching a lot of heat. At his wit’s end, he remembered the envelopes. He took from his desk the first envelope. The message read, “Blame your predecessor.”

Martin held a press conference and tactfully laid the blame at the feet of the previous CEO. The press—and Wall Street—reacted positively, sales picked up, and the problem was soon behind him.

A year later, the company was again experiencing a dip in sales, combined with serious product problems. The CEO opened the second envelope. The message read, “Recognize.”

This he did, and the company quickly rebounded.

After several consecutive profitable quarters, the company once again fell on difficult times. The CEO went to his office, closed the door and opened the third envelope. The meager read, “Prepare three envelopes.”