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Presenter: Today we are talking to Philip Knight about the structure of Biopaints International. Philip's the
General Manager of the Perth factory. Philip, do you think you could tell us something about the way Biopaints
is actually organized?
Philip Knight: Yes, certainly. Er...we employ about two thousand people in all in two different locations.
Most people work here at our headquarters plant. And this is where we have the administrative departments, of
course.
Presenter: Well, perhaps you could say something about the departmental structure?
Philip Knight: Yes, certainly. Well, now first of all, as you know we've got two factories, one here in
Perth, Australia, and the other in Singapore. Lee Boon Eng is the other General Manager, over there in Singa-
pore.
Presenter: And you are completely independent of each other, is that right?
Philip Knight: Oh, yes. Our two plants are fairly independent. I mean, I am responsible to George Harris,
the Production Manager, and we have to co-operate closely with Rosemary Broom, the Marketing Manager.
Presenter: Mm, yeah.
Philip Knight: But otherwise, as far as day to day running is concerned, we're pretty much left alone to get
on with the job. Oh, and I forgot to mention finance. The Finance Director is Weimin Tan. She's a very impor-
tant woman. And her task is to make sure the money side of things is OK. The accountant and such people, they
report to her directly.
Presenter: Is that all?
Philip Knight: Oh, no, no. There's Personnel too.
Presenter: Oh, yes.
Philip Knight: That's quite separate. Deirdre Spencer is Personnel Manager. And the Training Manager
reports to her, of course.
Presenter: What about Research and Development? Isn't that a separate department?
Philip Knight: Well, in terms of the laboratories, there are two: one at each production plant. But it's a
separate department and it has a separate head. And that's Dr. Tarcisius Chin.
Presenter: Are there any other features worth mentioning?
Philip Knight: There's the planning department – Chow Fung is in charge of that. And a purchasing de-
partment – they buy in the materials for production.
Presenter: Yes, and what about the board of directors and the chairman?
Philip Knight: Yes, well they're at the top, aren't they, of course? I mean, a couple of the executives are di-
rectors themselves. The Managing Director, of course, that's Robert Leaf and then there's...
T a s k 3. Describe the departmental structure of the company and the managers' functions.
T a s k 4. Memorize the following vocabulary units:
a group accountant, to be responsible for, to account for, to cover financial management, management account-
ing, cash books, purchase ledger, sales ledger, credit control, virtually, to tackle a job, urgent, to be up against
the deadline, to be bored, fascinating, particularly.
T a s k 5. Listen to a few authentic interviews of people working for a software company, you’ll hear four
people talking about their work and speak on the following points:
a) their responsibilities;
b) their likes and dislikes.
McSHANE: My name is McShane, and I’m a group accountant for the Small World-wide. I’m responsible
for a day-to-day accounting for the group. I’m covering financial management, management accounting, cash-
books, purchase ledger, sales ledger, credit control, and so on. Virtually every day I have a different kind of job to
tackle. It’s always, without the exception, urgent. I’m always against the deadline therefore I’m never bored. I
find all the finance fascinating anyway, and all the exercises are very interesting. It’s not very pleasant being diffi-
cult or having to be difficult with people to get money out of them. And I don’t particularly like doing that.
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