ВУЗ:
Составители:
Рубрика:
225
mean production staff who are careless or office staff who don't provide a good service to customers and to
other members of their own company. New staff can be trained relatively easily, but established staff tend to be
much harder to persuade about new ideas. The major arguments we use in our seminars are to do with taking a
pride in your work – well, you know, everyone likes to feel they're doing a good job, and we say 'If your com-
petitors are successfully doing this, can you afford not to?' If we can't sell our service or product, we'll lose
business and people will lose jobs.
Interviewer: Sarah, thanks very much.
Ms Lockhart: Thank you.
T a s k 3. Listen to the interview again and find and correct one mistake in each sentence of the fol-
lowing summary.
1. Quality affects every function of the company and some of its employees.
2. With 'Zero Defects' the company aims to produce goods that are mostly perfect.
3. In the past, customers expected some faults -they could be corrected by apologizing to the supplier, who
would replace the faulty goods.
4. Putting mistakes right is labor-intensive and inexpensive and it's more cost-effective to produce a per-
fect product with no defects.
5. If your competitors can produce perfect products, your customers will prefer yours.
6. A service has to be so good that there is no dissatisfaction and there are few complaints from your cli-
ents.
7. A manufacturer can change suppliers to get materials of the highest quality, even if this means paying
less.
8. The extra cost is justified if the quality of your own production deteriorates.
9. To introduce Quality you must sell the idea to everyone in the company: most of the staff have to be-
lieve in quality.
10. It's easier to sell new ideas to established staff.
T a s k 4. Before you read discuss these questions.
1. What qualities do you think a person needs in order to be a successful global manager? Some examples
may be independence, or an interest in foreign cultures. Try to think of others.
2. What personal and professional skills do you need for a successful business career in your country, e.g.
specialist training, knowledge of foreign languages, outgoing personality?
Global Careers
Thomas Aitken
Ideally, it seems a global manager should have the stamina of an Olympic runner, the mental agility of an
Einstein, the conversational skill of a professor of languages, the detachment of a judge, the tact of a diplomat,
and the perseverance of an Egyptian pyramid builder. And that's not all. If they are going to measure up to the
demands of living and working in a foreign country, they should also have a feeling for the culture; their moral
judgment should not be too rigid; they should be able to merge with the local environment; and they should
show no signs of prejudice.
According to Colby Chandler, the former Chief Executive of Eastman Kodak Company, 'these days there is
not a discussion or a decision that does not have an international dimension. We would have to be blind not to
see how critically important international experience is.' International companies compete with each other for
global executives to manage their operations around the world. Yet what it takes to reach the top of a company
differs from one country to the next. For example, whereas Swiss and German companies respect technical
creativity and competence, French and British companies often view managers with such qualities as 'mere
technicians'. Likewise, American companies value entrepreneurs highly, while their British and French coun-
Страницы
- « первая
- ‹ предыдущая
- …
- 49
- 50
- 51
- 52
- 53
- …
- следующая ›
- последняя »
