Разговорный бизнес курс. Митрофанова И.В. - 54 стр.

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apprentices, young people who learn a particular trade while working. They get a
nominal wage while serving their apprenticeship. Until recently, when an apprentice
had served his time he was automatically considered to be a qualified tradesman and
could earn the appropriate wage rate for skilled men. Now the Boards insist on the
apprentices following a specially planned course with a syllabus- They must take a
test, or examination, before they can qualify. All craft apprentices must have one day
off a week, called day release, to attend a course at a technical college, which relates
to the practical work they do in the workshop. The larger a firm, the more complex
and comprehensive its arrangements tend to be for in-company training of
management in modern techniques. In some firms training of managers is done by
sending them to courses run by various colleges and consulting organizations. Most
firms are prepared to take on students who are on sandwich courses. These are
courses, including such subjects as Export Marketing and Management Accountancy,
run by the newer universities and some technical colleges. The student normally
spends two years in college, followed by one year's practical experience working in a
company, ending up with another year in college and his final exams. (See Unit 11.)
Today, Peter Wiles goes along to the Personnel Manager's office because he has
heard that Ian Hampden has put up a new kind of wall chart and graph. These are
very easy to use because they have plastic markers on adhesive strips which can be
peeled off and stuck on again without leaving a mark. These graphs are used to chart,
or measure, many things, for example, the labour turnover in each department Peter
wants to be able to show a work How diagram, that is, a plan of the movement of
items in the process of being manufactured. While in the Personnel Office Ian asks
Peter for his opinion about the suggestion that Harper & Grant should have their own
apprentices' workshop. Peter thinks Ian has not a hope of persuading Hector Grant to
spend money on a scheme like this. But Ian feels deeply about the subject of training
and later, to his surprise, finds that he has got his own way.
IAN HAMPDEN: O.K., Peter, I'll send you some charts like these if you'd like them.
They're very easy to use.
PETER WILES: Thanks, Ian. These wall charts are just what I need.
IAN: Don't go for a moment. I'd like your advice.
PETER: What's the problem?
IAN: It's the apprentices' workshop. I'm seeing H.G. this afternoon. He's given me
half an hour to convince him that we need a workshop of our own for training
purposes.
PETER: I bet you won't do it!
IAN: Thanks for the encouragement. I'll take your bet, though. Five pounds if I
persuade H.G.? I need an incentive.
PETER: Done! Though I must say, this is one bet I hope I lose. The present training
method is primitive. And we can get any money we spend on the workshop from the
Engineering Board, can't we? Won't they give an outright cash Grant for training

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