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Charles: Still Semco must be taken seriously: a company that can survive more than a decade of Brazil’s inflation
can’t just be ignored. Can it Robert?
Robert: Oh, no it certainly can’t. But there's one area, I believe where this model won't work. Transferring the
model to a large corporation like IBM or General Motors doesn't have much hope of success, as long as giving up con-
trol means bringing information out in the open. And it's precisely information, or the lack of it, which represents power
in such organizations. Or as their critics would say, those are the reasons they will go to the wall.
Charles: At any rate a few smaller companies have tried, to directly сoрy Semler’s example and if the hundreds of
managers who visit Semler's shop floor have any guide, there's a considerable appetite out there for making Western
capitalism more civilized. Would you agree, Jane?
Jane: That certainly appears to be the case. And yet I suppose the probability of this happening quickly is very
small. As the British journalist Victor Keegan puts it: "The trouble is that the corporate world is run by people who are
not exactly willing to lose their parking lots, let alone to subject themselves to monthly scrutiny by people whom, cur-
rently, they can hire and fire. Corporate managers don't yet look in a hurry to commit mass professional suicide!"
Charles: That's right.
T a s k 7. Listen to the recording and tick off which of the following general topics are mentioned:
1. Bureaucracy at work.
2. Staff promotion systems.
3. Management elections by the workers.
4. The design of Semco’s factory buildings.
5. The success of large corporations.
T a s k 8. Define if the following statements are true or false:
1. The industrial assembly line system has a further 100 years' life in it.
2. Democratic values of public life are limited in some countries.
3. Managers are evaluated by their employees.
4. Managers from outside the company are always welcome.
5. Employees have developed a sense of responsibility.
6. The associates just walk around the factory doing what they like.
7. Many companies have not survived the high inflationary period.
8. IBM has not been able to control the information flow in the company.
9. Hundreds of companies have been following Semco's example.
10. Corporate executives are eager to try out new ideas.
T a s k 9. Language revision: prepositions.
Fill the gaps in the sentences with a suitable phrase from the list below:
Share … with, specialize in, submit… to, subscribe to, superior to, take into consideration, take over from, valid
for, waste … on, withdraw from.
1. Does anyone in the department ...subscribe... to
The Economist?
2. There's no point in .................... money ___ radio commercials.
3. One of the factors that we should .................. ___ ............ is the size of the market.
4. You should .................... a copy of the report ___ head office.
5. I think we should try to .................... ___ our contract.
6. We believe that our product is .................... ___ theirs.
7. Can I .................... some of this work ___ you?
8. Their agency .................... ___ public relations.
9. This guarantee seems to be .................... ___ every country except ours!
10. I'll.................... ___ you if you need a break.
T a s k 10. Choose the appropriate verb or noun with the preposition from the list below:
Qualified for, range from … to, reduction in, regardless of, relating to, remind … of, remit money to, report on,
report to, resign from, responsible for, retire from, run short of, run out of.
1. That ...reminds... me of
a funny thing that once happened to me.
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