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But the issue is the longer term. If you sponsor someone to do an MBA, will you get them back again?'
From The Independent
T a s k 7.
A. Understanding main points
Read the previous text about different attitudes towards MBA graduates and answer these questions.
1. What is the attitude of UK employers to MBAs? Are they very positive, negative or in between?
2. Several top business schools are mentioned in the text – which ones are they? Do you agree with his
list? Would you add others?
3. According to the article, do most MBA students pay for themselves?
4. In which country are MBAs very highly regarded by employers, according to the article?
B. Understanding details
1. Four companies are mentioned in the article. Rank them in order in terms of their atti-tude to MBAs,
starting with the one most in favour.
2. Some disadvantages about MBAs are mentioned by people quoted in the article. What are they?
3. Businesses are generally grouped into two broad categories – manufacturing and production on one
side, and services on the other side. Into which categories do the four companies mentioned in the article fit?
What does this tell you about the type of companies which generally favor MBAs? Is this the case in your coun-
try too?
Unit Six
Meetings
This unit deals with different sorts of meetings, their procedure and peculiarities.
T a s k 1. Read the text and give its gist.
BACKGROUND INFORMATION
Business people spend quite a lot of time in meetings, and meetings come in all shapes and sizes, ranging
from formal committee meetings to informal one-to-one meetings.
There are several reasons why meetings are held:
• reaching decisions in a meeting means that all the participants can feel more committed to the decision;
• more information is available;
• different and unexpected ideas can be contributed;
• meetings can lead to more imaginative and informed decisions – often more courageous decisions than
one person might feel brave enough to make.
Some of the drawbacks of meetings are:
• more time is required than if one person made the decisions;
• there's more talk (and this is sometimes irrelevant and repetitive);
• there's more group pressure.
The larger the meeting, the longer it may take to reach a decision. There seem to be ideal sizes for meet-
ings, depending on the purpose.
A meeting where information is being given to people can be quite large, because there is not likely to be much
discussion, and questions may be asked by a few individuals on everyone else's behalf.
The way a committee operates often depends on the chairperson: he or she may control the proceedings
very strictly, or let everyone speak whenever they want. An effective chairperson should be flexible. In some
committee meetings the members have to take a vote before a decision can be made: formal proposals or 'mo-
tions' may have to be tabled, seconded and discussed before a vote can be taken. Other meetings may require a
consensus of the members: everyone agrees with the decision – or at least no one disagrees.
Most meetings have an agenda. For a formal meeting, this document is usually circulated in advance to all
participants. For an informal meeting, the agenda may be simply a list of the points that have to be dealt with.
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