剑桥商务英语中级课件

15
Reading 1 “No longer Poles apart”
4 ‘The imaginative ideas participants came up with were extraordinary electric.’ He describes the programmes as helping people recognize that there is a rang of effective management styles. ‘We wanted to throw new light on old problems. The participants responded very positively. In one task they were given £ 500 and told to make as much profit with it as possible. ‘They came up with amazing ideas,’ says Edmonds. ‘They put on discos. They went to the Czech border, bought products and then sold them at a profit.’
3
Vocabulary Preparation
work towards a common objective share information different points of view (be) under pressure toiletries major brand sales department sales staff company culture expatriate management consultant managerial skills 朝同一个目标 共享信息 不同的观点 有压力
6
Reference to the Questions
Requirements for successful teamwork:
1. 2. 3. 4. 5. 6. 7. the members work towards a common objective they discuss roles and allocate them to team members they co-operate fully with each other they help individuals develop within the team the members trust each other everyone makes an equal contribution to the team the members share information effectively within the team 8. they listen to different points of view 9. they talk openly and honestly within the team 8 10. when people are under pressure, others offer help.
化妆品厂，清洁、司文化 旅居海外的(a.); 侨民（n.） 侨民（ ） 旅居海外的 管理顾问 管理技能
4
Vocabulary Preparation
creative thinking team building effective management style a survival course food and accommodation profile board game simulation marketing mania go for profit behind schedule stick to the schedule
a brief introduction to the company problems solutions to the problems results of the programmes
11
Reading 1 “No longer Poles apart”
Suggested answer:
Cussons brought in three expatriate managers to work closely with the local sales staff in project teams. They also brought in senior management consultant who organised two one-week courses, working on teambuilding and developing creative thinking. Cussons has seen financial benefits, reporting savings of £ 200,000 from the first course and expected savings of £ 700,000 from the second. The courses have also allowed the participants to measure progress against targets set on the course and have made people excited about their jobs.
Reading 1 “No longer Poles apart”
Question: How Cussons improved teamwork at its Polish subsidiary and what benefits it brought?
Suggested answer:
Structure of the article:
9
Quick Team Building Games
• Team Building, Sales Exercise • Icebreaker, Creativity Exercise • Communication Exercise • Icebreaker, Energiser • Coin Logo
Unit 1a
Teamwork
Objectives
You will be able to talk about teams and teamwork. practise reading for gist and specific information. make and change arrangements.
12
Reading 1 “No longer Poles apart”
1 When Peter Welch, president of Cussons Polska and Uroda SA, arrived at Cusson’s newly acquired factory in Poland in 1993, he discovered that the concept of teamwork didn’t exist. ‘The guy who ran it before had a queue of people outside his office waiting for decisions on everything from taking a day’s holiday to major investments. All decisions were made by one man.’ Cussons entered Poland by taking over a manufacturer of cleaning products in Wroclaw. Two years later they bought Warsaw-based Uroda toiletries. Turnover increased at Wroclaw from £11m to £ 50m and the smaller Uroda quickly grew into a £ 22 m business. Both businesses are now major brands in Poland and export to other eastern European markets.
Unit 1a
Teamwork
Vocabulary Preparation Speaking--Speaking---Assessing Teams Reading 1 “No longer Poles apart” Exercises Reading 2 “Arranging a course” Speaking Practice
参考词汇和表达
• • • • • • • • • • co-operative 齐心协力的 have communication problems 交流有困难 attach importance to team building 重视团队建设 develop team work 开拓团队协作 an effective team 精锐的团队 a high-performance unit 高效的团队 exchange of views 交流看法 emphasize team spirit 强调团队精神 share the same value 具有相同的价值观 collective efforts 共同的努力
14
Reading 1 “No longer Poles apart”
3 To help solve these problems, Cussons brought in three expatriate managers to work closely with the local sales staff in project teams. They also brought in senior Coverdale management consultant keith Edmonds to work on the team’s managerial skills and improve communication within the team. Edmonds held two one-week programmes, working on team-building and developing creative thinking.