Uint I. Basic listening practice 1. Script M: Do you see yourself as a leader or more of a team player? W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I'm not afraid to take over in order to achieve the goal at hand Q What does the woman want to be? 2. Script W: Good morning, I have an appointment with Mr Davies at 1lo' clock M: Yes, he left a message for you saying he's terribly sorry but he's stuck in traffic and is running 15 minutes late. Please take a seat and he 'll be here as soon as possible. Would you like tea or coffee? Q: Where is the conversation probably taking place? 3. Script W: You dont happy. Did you get that promotion? M: No, they brought in some new guy. I'm not going to hang around for much longer, I cant assure Q: Why is the man unhappy? 4. Script W: Mr. Jones is a self-made millionaire. and I'm honored to have worked for him for the past thirty years as his accountant M: He must be pleased to have a loyal and faithful employee such as yourself. Q What is true of the woman W: Jane, we're considering you for the new office managers position. Weve been very d with your work M: Thank you very much. I've always enjoyed working here, and I would welcome an opportunity for more responsibility Q: Which of the following is true? Keys: 1.C2. B 3. A 4.B 5D
1 Uint4 II. Basic Listening Practice 1. Script M: Do you see yourself as a leader or more of a team player? W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I’m not afraid to take over in order to achieve the goal at hand. Q: What does the woman want to be? 2. Script W: Good morning, I have an appointment with Mr. Davies at 11o’ clock. M: Yes, he left a message for you saying he’s terribly sorry but he’s stuck in traffic and is running 15 minutes late. Please take a seat and he’ll be here as soon as possible. Would you like tea or coffee? Q: Where is the conversation probably taking place? 3. Script W: You don’t happy. Did you get that promotion? M: No, they brought in some new guy. I’m not going to hang around for much longer, I can’t assure you. Q: Why is the man unhappy? 4. Script W: Mr. Jones is a self-made millionaire, and I’m honored to have worked for him for the past thirty years as his accountant. M: He must be pleased to have a loyal and faithful employee such as yourself. Q: What is true of the woman? 5. Script W: Jane, we’re considering you for the new office manager’s position. We’ve been very pleased with your work. M: Thank you very much. I’ve always enjoyed working here, and I would welcome an opportunity for more responsibility. Q: Which of the following is true? Keys: 1.C 2.B 3. A 4.B 5.D
II. Listening In Task1:You’ re fired Joan: Come in, come in Have a seat. Ah.uh.. I want you to know this is going to hurt me more than it will hurt you Carl: Yes. ma'am. But I'm not quite sure what you re talking about Joan: You're fired. That's what I 'm talking about Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our products than any other salesperson Joan: Look, I' m not here to argue. You're fired. Understand? Carl: I understand perfectly. I just wonder what's going to happen to the contract I've been arranging. It would be a shame to lose it: it could mean a lot of our company. And I' m the only one who knows the details Joan: No one is indispensable. Just clear out your desk, and thats the end of it. Do I make myself clear, Mr. Westlake? Carl: Crystal clear--apart from one small detail Joan: And what, pray tell, is that detail? Carl: I'm not mr. Westlake. I'm Carl Smith Joan: Well then, thats a d ifferent kettle of fish, Mr. Smith i know you ve bee n working late almost every night and coming in on Saturdays to get work done The company is very happy with your progress Carl: Thats good to know. I was beginning to think that I wasnt appreciated Joan: You're doing well. We have approved your first salary increas Carl: Thats great! Thank you! I'll certainly try to live up to the trust you have demonstrated in me with this raise in pay 1. Why is the man surprised at the being fired? 2. What is the second reason mentioned of the man to object to his being fired? 3. What mistake did the woman make? 4. What do you know about the man's work performance? 5. What does the man finally get? Keys: IC 2. B 3. D4.A5.A For Reference 1. I want you to know this is going to hurt me more than it will hurt you 2. Thats great! Thank you! I'll certainly try to live up to the trust you have demonstrated in me with this raise in pay
2 III. Listening In Task 1: You’re fired! Joan: Come in, come in. Have a seat. Ah…uh…I want you to know this is going to hurt me more than it will hurt you. Carl: Yes, ma’am. But I’m not quite sure what you’re talking about. Joan: You’re fired. That’s what I’m talking about. Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our productsthan any other salesperson. Joan: Look, I’m not here to argue. You’re fired. Understand? Carl: I understand perfectly. I just wonder what’s going to happen to the contract I’ve been arranging. It would be a shame to lose it; it could mean a lot of our company. And I’m the only one who knows the details. Joan: No one is indispensable. Just clear out your desk, and that’s the end of it. Do I make myself clear, Mr. Westlake? Carl: Crystal clear—apart from one small detail. Joan: And what, pray tell, is that detail? Carl: I’m not Mr. Westlake. I’m Carl Smith. Joan: Well then, that’s a different kettle of fish, Mr. Smith. I know you’ve bee n working late almost every night and coming in on Saturdays to get work done. The company is very happy with your progress. Carl: That’s good to know. I was beginning to think that I wasn’t appreciated. Joan: You’re doing well. We have approved your first salary increase. Carl: That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay. 1. Why is the man surprised at the being fired? 2. What is the second reason mentioned of the man to object to his being fired? 3. What mistake did the woman make? 4. What do you know about the man’s work performance? 5. What does the man finally get? Keys: 1C 2.B 3.D 4.A 5.A For Reference 1. I want you to know this is going to hurt me more than it will hurt you. 2. That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay
Task 2: SOHo Script The modern concept of small office and home office, or small and home office, often (S1)shorted to SOHO, is concerned with business that employ from one to ten workers. Also(S2) known as a virtual business, the soho has not evolved beyond the idea of an($3) independent business person who has a few support stall members Business(S4)enterprises that are large are often called Small and Medium-sized Enterprises Before the19th century and the(s5) spread of the industrial revolution around the globe, (S6) nearly all offices were small offices or home offices, with only a few exceptions. Most businesses were small, and (S7) so was the amount of paperwork that went with their business activities At the end of the 20th century and the beginning of the 2lst, the term"Small or Home Office"and(S8) the acronym SOHO have been used t to great extent by companies that sell products to large number of small business with a small-sized office Some products are often designed specifically for the SOHO market.($9)Many written and sold specifically for this type of office to tell people how to equip a small office. Nowadays many consultants, lawyers, and real estate agents in small and medium sized towns operate from such home offices (S10) In the field of software development, engineers often have to work 20 hours or more at a stretch. so they can hardly adapt to normal office hours. They often work in small offices to have more freedom Task3: The Role of Job descriptions Script People who dont understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesnt take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Dont limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like
3 Task 2: SOHO Script The modern concept of small office and home office, or small and home office, often (S1) shorted to SOHO, is concerned with business that employ from one to ten workers. Also (S2) known as a virtual business, the SOHO has not evolved beyond the idea of an (S3) independent business person who has a few support stall members. Business (S4) enterprises that are large are often called Small and Medium-sized Enterprises. Before the19th century and the (S5) spread of the industrial revolution around the globe, (S6) nearly all offices were small offices or home offices, with only a few exceptions. Most businesses were small, and (S7) so was the amount of paperwork that went with their business activities. At the end of the 20th century and the beginning of the 21st, the term “Small or Home Office” and (S8) the acronym SOHO have been used t to great extent by companies that sell products to large number of small business with a small-sized office. Some products are often designed specifically for the SOHO market. (S9) Many books are written and sold specifically for this type of office to tell people how to equip a small office. Nowadays many consultants, lawyers, and real estate agents in small and mediumsized towns operate from such home offices. (S10) In the field of software development, engineers often have to work 20 hours or more at a stretch, so they can hardly adapt to normal office hours. They often work in small offices to have more freedom. Task3: The Role of Job Descriptions Script People who don’t understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesn’t take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Don’t limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like
What are our departmwnt's goals? How does my work fit in with the overall objective of the company? That method helped Lisa James, an assistant manager at an electronics company When James was transferred to a new department seven years ago, she found herself not only working for the manager of qual ity control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards she was given a raise for her efficient work If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston- based management-consulting firm: Read your position description, which most large firms provide, and ident ify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you ve chosen and ask if they accurately reflect what your boss considers important 1. If your boss does not describe your job responsibility clearly, what can you do? 2. What kind of questions can you ask about your job? 3. When James was transferred to a new department, how many managers did she have to work for? 5. How was her list of goals received? 9 4. With whom did James draft a list of goals? Keys: IB 2.D3. D4A5.C For Reference Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you' ve chosen and ask if they accurately reflect what your boss considers important
4 “What are our departmwnt’s goals? How does my work fit in with the overall objective of the company?” That method helped Lisa James, an assistant manager at an electronics company. When James was transferred to a new department seven years ago, she found herself not only working for the manager of quality control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards, she was given a raise for her efficient work. If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston-based management-consulting firm: Read your position description, which most large firms provide, and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important. 1. If your boss does not describe your job responsibility clearly, what can you do? 2. What kind of questions can you ask about your job? 3. When James was transferred to a new department, how many managers did she have to work for? 4. With whom did James draft a list of goals? 5. How was her list of goals received? Keys: 1B 2.D3. D 4.A 5.C For Reference Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important
T. Speaking Out MODEL 1 Ive got to talk to Mrs Parker. Susan: Parker Electronics Susan speaking. How may I help you? Mrs Jones: This is William Jones of Sea-land Limited. I'm calling from Australia Would you please transfer me to Helen Parker. extensions 13? Susan Please hold, Mr Jones. I'll see if Mrs. Parker id available to take your call. I'm sorry, Mrs Parker is out of the office. Can anyone else assist Mrs. Jones: No. I've got to talk to Mrs. Parker. It's urgent. When will she be back? I'm afraid she is out for the whole day. May I take a message? Mrs. Jones: Tell her I must talk to her right away. Your last shipment was damaged Susan: Oh, what a pity. Is there a particular time you want her to call you? Mrs Jones: She can get in touch with me any time tomorrow at 613-2775-2940 Susan Let me repeat that back: Mr Jones of Sea-land, 613-2775-2940: call as soon as possible regard ing the damaged cargo. You can be reached all day tomorrow Mrs. Jones: The sooner the better. Those missing parts are holding up our production. usan I'lI give her the message, Mr Jones. She'll get back to you as soon as She can Mrs Jones: Thank you. Good-bye MODEL2 Something unex pected has come up Script Bob: hello Susan: Hello. it's Susan Smith from Parker Electronics Bob: Hi, Sue, Bob here. How is it going? What's on your mind day? Susan: I'm calling on behalf of my boss. Mrs. Helen Parker. She wants some of your in expensive late-model DVd player Bob:We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting? Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away Bob: Let me check my schedule. Yes. I'm free as the breeze on friday
5 IV. Speaking Out MODEL 1 I’ve got to talk to Mrs. Parker. Susan: Parker Electronics Susan speaking. How may I help you? Mrs. Jones: This is William Jones of Sea-land Limited. I’m calling from Australia. Would you please transfer me to Helen Parker, extension513? Susan: Please hold, Mr. Jones. I’ll see if Mrs. Parker id available to take your call…I’m sorry, Mrs. Parker is out of the office. Can anyone else assist you? Mrs. Jones: No. I’ve got to talk to Mrs. Parker. It’s urgent. When will she be back? Susan: I’m afraid she is out for the whole day. May I take a message? Mrs. Jones: Tell her I must talk to her right away. Your last shipment was damaged. Susan: Oh, what a pity. Is there a particular time you want her to call you? Mrs. Jones: She can get in touch with me any time tomorrow at 613-2775-2940. Susan: Let me repeat that back: Mr. Jones of Sea-land, 613-2775-2940; call as soon as possible regarding the damaged cargo. You can be reached all day tomorrow. Mrs. Jones: The sooner the better. Those missing parts are holding up our production. Susan: I’ll give her the message, Mr. Jones. She’ll get back to you as soon as she can. Mrs. Jones: Thank you. Good-bye. MODEL2 Something unexpected has come up. Script Bob: Hello. Susan: Hello, it’s Susan Smith from Parker Electronics. Bob: Hi, Sue, Bob here. How is it going? What’s on your mind day? Susan: I’m calling on behalf of my boss, Mrs. Helen Parker. She wants some of your in expensive late-model DVD player. Bob: We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting? Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away. Bob: Let me check my schedule. Yes, I’m free as the breeze on Friday
Susan: Why not meet at about ten in the morning at your office? Bob: Sound good. Let's confirm that. I'lI look forward to seeing her at ten on friday Susan: Im sure it 'll be a reward ing meeting. Thank you. Good-bye Later Bob: Hello, Bob Smith speaking Susan: Hello, Bob, this is Susan. Something unexpected has come up, I'm afraid we have to cancel the meeting with you on Friday Bob: Thats disappointing. Shall we meet some other time? Susan: Shed like to postpone the meeting until Monday afternoon. Would that be Bob: Well, I've got a full schedule on Monday but I'd be free after five Susan: Could we make it five thirty then? Bob: Five thirty's perfect I'll see Helen at five thirty on Monday Susan: Ok. Great! Thanks. Bye MOdEL3 It's much more than just satisfactory Script Helen: You know, Susan, I've been looking over the review of your performance in the past three moths Susan: Is everything satisfactory? Helen: We should say it's more than just satisfactory. Accord ing to the review given by your supervisors, you are doing excellent work during this internship Susan: Thank you, Helen Helen: Well, your attendance record is perfect, and you're very diligent. And on top of all that. you went out of your way to bring in new customers Susan: I enjoy working here, so I try to do my very best Helen: Well, wonderful! Our company could use more hard working employees like you. In fact, the board of directors is unanimous in deciding to offer you a job Susan: I'm so glad to hear that. I'll graduate in less than a month. By then I can Helen: And I also think you are ready to take on some new responsibilitie ness. devote more time to the company. I'lI work heart and soul to promote its bus Susan: What do you mean, Helen? Helen: Im promoting you to assistant marketing manager, but you might have to travel around the country at short notice Is that OK with you? Susan: Of course. Thank you. I'm honored that you have so much confidence in me Helen: Well, Susan, you did great work. Your promotion is effective immediatel Susan: Thank you. I look forward to the new challenge of the job. 6
6 Susan: Why not meet at about ten in the morning at your office? Bob: Sound good. Let’s confirm that. I’ll look forward to seeing her at ten on Friday. Susan: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye. [Later] Bob: Hello, Bob Smith speaking. Susan: Hello, Bob, this is Susan. Something unexpected has come up. I’m afraid we have to cancel the meeting with you on Friday. Bob: That’s disappointing. Shall we meet some other time? Susan: She’d like to postpone the meeting until Monday afternoon. Would that be convenient for you? Bob: Well, I’ve got a full schedule on Monday, but I’d be free after five. Susan: Could we make it five thirty then? Bob: Five thirty’s perfect. I’ll see Helen at five thirty on Monday. Susan: Ok. Great! Thanks. Bye. MODEL3 It’s much more than just satisfactory. Script Helen: You know, Susan, I’ve been looking over the review of your performance in the past three moths. Susan: Is everything satisfactory? Helen: We should say it’s more than just satisfactory. According to the review given by your supervisors, you are doing excellent work during this internship. Susan: Thank you, Helen. Helen: Well, your attendance record is perfect, and you’re very diligent. And on top of all that, you went out of your way to bring in new customers. Susan: I enjoy working here, so I try to do my very best. Helen: Well, wonderful! Our company could use more hardworking employees like you. In fact, the board of directors is unanimous in deciding to offer you a job. Susan: I’m so glad to hear that. I’ll graduate in less than a month. By then I can devote more time to the company. I’ll work heart and soul to promote its business. Helen: And I also think you are ready to take on some new responsibilities. Susan: What do you mean, Helen? Helen: I’m promoting you to assistant marketing manager, but you might have to travel around the country at short notice. Is that OK with you? Susan: Of course. Thank you. I’m honored that you have so much confidence in me. Helen: Well, Susan, you did great work. Your promotion is effective immediately. Susan: Thank you. I look forward to the new challenge of the job
Now Your turn Task 1 SAMPLE DIALOG Jenny: Hell, Jenny of Mokia Mobile Dick: Hello, this is Dick, your mobile phone battery supplier. Jenny: Hi, Dick. Glad to hear from you again. What's on your mind? Dick: We've produced a new battery that is inexpensive, but powerful. It can last a long time already got a goof selection. What's so special about your new Dick: Well, could you arrange for me to meet your boss Linda? Then I'll go into details Jenny: OK, when can you come? Dick: I was hoping to get together with Linda this week, if possible. I want to get going on this right away Jenny: Let me check her timetable. Yes, she's completely free Thursday Dick: Why not meet at about ten in the morning at your office? Jenny: Sound good. Let me say it again: We'll look forward to seeing you at ten on Dick: I'm sure it' ll be a rewarding meeting. Thank you. Good-bye ter Jenny: Hello. Is Dick there, please? Dick: Hello. Dick speaking Jenny: Hi, Dick, this is Jenny. Something unexpected has come up. I'm afraid we have to postpone the meeting with you on thursday Dick: Thats disappointing. When can we meet? Jenny: Linda has to put the meeting off until sometime on Friday. will that suit you? Dick: I' m afraid I cant go on Friday. I'll be flying to another city on business Jenny: Then could you come after five on Thursday? Dick: Certainly, Can we make it five thirty then? Jenny: Five thirty's perfect. Linda will be waiting for you at five thirty on Thursday Dick: Ok. Great! Thanks. Bye V. Let's Talk
7 Now Your Turn Task 1 SAMPLE DIALOG Jenny: Hell, Jenny of Mokia Mobile. Dick: Hello, this is Dick, your mobile phone battery supplier. Jenny: Hi, Dick. Glad to hear from you again. What’s on your mind? Dick: We’ve produced a new battery that is inexpensive, but powerful. It can last a long time. Jenny: We’ve already got a goof selection. What’s so special about your new product? Dick: Well, could you arrange for me to meet your boss Linda? Then I’ll go into details. Jenny: OK, when can you come? Dick: I was hoping to get together with Linda this week, if possible. I want to get going on this right away. Jenny: Let me check her timetable…Yes, she’s completely free Thursday Dick: Why not meet at about ten in the morning at your office? Jenny: Sound good. Let me say it again: We’ll look forward to seeing you at ten on Thursday. Dick: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye. [Later] Jenny: Hello. Is Dick there, please? Dick: Hello. Dick speaking. Jenny: Hi, Dick, this is Jenny. Something unexpected has come up. I’m afraid we have to postpone the meeting with you on Thursday. Dick: That’s disappointing. When can we meet? Jenny: Linda has to put the meeting off until sometime on Friday. Will that suit you? Dick: I’m afraid I can’t go on Friday. I’ll be flying to another city on business. Jenny: Then could you come after five on Thursday? Dick: Certainly, Can we make it five thirty then? Jenny: Five thirty’s perfect. Linda will be waiting for you at five thirty on Thursday. Dick: Ok. Great! Thanks. Bye. V. Let’s Talk Script
Lillian: Mr Baxter, you have worked in the company for five years, and you manage everything here smoothly, like a clock. Could you tell us the secret of your successful career? Baxter: Just as the golden rule of real estate is location, location, location, the golden rule of work is relationships, relationships, relationships. Unfortunately, many workers focus so hard on the job at hand that they never develop useful relationship with people in other parts of their organization. Worse, when they do interact with colleagues in other departments, they may not treat then with respect Lillian: Could you give more details? Baxter: Let's take Wendy as an example. She switched jobs several months ago in the company. In her first position, as a marketing manager, she frequently found herself in conflict with the financial department over her staffs expenses. Her argument for more funds usually ended in vain Then in her new job as training administrator, she wanted to launch an on-the-job training project. She needed the financial department to support her request for a budget. How d id she convince them this time? Although the financial departments offices were located in another city, Wend decided to visit them in their offices and try to establish closer relationships. She believed she must first of all understand their mission and their own training needs Then she found an ally in the companys chief financial officer, who saw how her group could help develop his staff. So the two forged a long-tern=m alliance, which led to a training program so successful that it has since been picked up by the companys offices in Germany and Japan Winning allies throughout your organization has an add itional benefit. These days, it's far too risky to expect your work to speak for itself. Having allies who speak well of you increases your reputation with the top management Positive statements Negative statements The golden rule of work is relationships. Many workers never develop useful their organization. Worse, they may not Wendy frequently found herself in conflict with the financial department over her staffs expenses. Her argument or more funds usually ended in vain officer forged a long- term alliance, which that it has since been picked up by the increases your reputation with the top
8 Lillian: Mr. Baxter, you have worked in the company for five years, and you manage everything here smoothly, like a clock. Could you tell us the secret of your successful career? Baxter: Just as the golden rule of real estate is location, location, location, the golden rule of work is relationships, relationships, relationships. Unfortunately, many workers focus so hard on the job at hand that they never develop useful relationships with people in other parts of their organization. Worse, when they do interact with colleagues in other departments, they may not treat then with respect. Lillian: Could you give more details? Baxter: Let’s take Wendy as an example. She switched jobs several months ago in the company. In her first position, as a marketing manager, she frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain. Then in her new job as training administrator, she wanted to launch an on-the-job training project. She needed the financial department to support her request for a budget. How did she convince them this time? Although the financial department’s offices were located in another city, Wendy decided to visit them in their offices and try to establish closer relationships. She believed she must first of all understand their mission and their own training needs. Then she found an ally in the company’s chief financial officer, who saw how her group could help develop his staff. So the two forged a long-tern=m alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan. Winning allies throughout your organization has an additional benefit. These days, it’s far too risky to expect your work to speak for itself. Having allies who speak well of you increases your reputation with the top management. Positive Statements Negative Statements The golden rule of work is relationships. Many workers never develop useful relationships with people in other parts of their organization. Worse, they may not treat then with respect. Wendy frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain. She and the company’s chief financial officer forged a long-term alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan. Having allies who speak well of you increases your reputation with the top management
VI. Further listening and speaking Task1: A small misstep can become a big career trap. Script George Adams, a market researcher at a Midwestern firm, finally printed his marketing report. After months of research, hundreds of surveys, and several boring drafts, his report was complete, and just in time. He was going away for the weekend and he wanted to relax knowing his report was a success. He carefully proofread his document and then delivered copies to all the executives on his distribution list When he returned to his desk, he discovered his boss, the department manager, was livid. At first he did not realize he had accidentally gone over his head. Anyway, she had given him the contribution list in the first place. So he thought he was just following orders But the boss was furious that she hadnt seen the final document The boss asked Adams to get back the copies, but it was too late. When Adams got to the CEOs office, he was already reading the report Adams had felt friction with his boss before. She was overbearing and tended to find fault with his work after hed broken his back to meet deadlines. In this instance however, he real ized he had made a serious error. his boss was extremely upset, for his mistake made her look as though she wasnt in control of her department From the boss's point of view, Adams was usurping her authority. The result was simple and natural: Adams left his job soon afterward Adams's story illustrates a fundamental truth about the workplace: small, seemingly innocent missteps can sometimes become a big career trap 1. To whom did Adams deliver copies of the report? 2. What did Adams discover after he delivered the copies? 3. What happened when the boss asked Adams to get back the copies of the report? 5. What conclusion can we draw from the passage? pset? 4. According to the passage, why was his boss extreme eys:1.B 2.B 3. C4.A5.C
9 VI. Further Listening and Speaking Task1: A small misstep can become a big career trap. Script George Adams, a market researcher at a Midwestern firm, finally printed his marketing report. After months of research, hundreds of surveys, and several boring drafts, his report was complete, and just in time. He was going away for the weekend, and he wanted to relax knowing his report was a success. He carefully proofread his document and then delivered copies to all the executives on his distribution list. When he returned to his desk, he discovered his boss, the department manager, was livid. At first he did not realize he had accidentally gone over his head. Anyway, she had given him the contribution list in the first place. So he thought he was just following orders. But the boss was furious that she hadn’t seen the final document. The boss asked Adams to get back the copies, but it was too late. When Adams got to the CEO’s office, he was already reading the report. Adams had felt friction with his boss before. She was overbearing and tended to find fault with his work after he’d broken his back to meet deadlines. In this instance, however, he realized he had made a serious error. His boss was extremely upset, for his mistake made her look as though she wasn’t in control of her department. From the boss’s point of view, Adams was usurping her authority. The result was simple and natural: Adams left his job soon afterward. Adams’s story illustrates a fundamental truth about the workplace: small, seemingly innocent missteps can sometimes become a big career trap. 1. To whom did Adams deliver copies of the report? 2. What did Adams discover after he delivered the copies? 3. What happened when the boss asked Adams to get back the copies of the report? 4. According to the passage, why was his boss extremely upset? 5. What conclusion can we draw from the passage? Keys: 1.B 2.B 3.C 4.A 5.C
Task 2: The boss is angry Script Sam: Tell me: Does this place look like a nursing home Sally: No. Why Sam: Do i look like a male nurse? Sally: Not at all Sam: Then why do my employees act as though this were a nursing home instead of a work place? Sally: You re obviously upset. What's wrong? Tell me Sam: You're right. I' m upset about a lot of things Sally: Can you tell me what the problems are? Sam: First of all I' m upset because so many of the staff have been showing up late for wO Sally: It's true. A lot of people have been coming in late. They probably think you dont mind. You know there's a pretty relaxed atmosphere here Sam: Maybe it's because I hang out with a lot of them outside the office Sally: They must see you more as a buddy than a boss. It's because you' re so friendly Sam: You're right. They don't view me as an authority figure anymore. I'm afraid they don t respect me as a boss Sally: So what are you going to do about it? Sam: I'm going to change. No more Mr Nice Guy. I'm going to start cracking the Sally: When do you want this change to take place? Sam: Starting today, I'm going to lay down the law. From now on, everyone in the company must follow regulations to the latter. Sally: I'll post a notice as soon as possible. What should it say? Sam: No more punching in late. No more clocking out early. No more calling in sick without a goof reason or without a doctors note Sally: Anything else? Sam: No more personal phone calls or e-mails on company time Sally: All right, I'll get right on it! Keys: FTFTF
10 Task 2: The boss is angry! Script Sam: Tell me: Does this place look like a nursing home? Sally: No. Why? Sam: Do I look like a male nurse? Sally: Not at all. Sam: Then why do my employees act as though this were a nursing home instead of a work place? Sally: You’re obviously upset. What’s wrong? Tell me. Sam: You’re right. I’m upset about a lot of things. Sally: Can you tell me what the problems are? Sam: First of all I’m upset because so many of the staff have been showing up late for work. Sally: It’s true. A lot of people have been coming in late. They probably think you don’t mind. You know there’s a pretty relaxed atmosphere here. Sam: Maybe it’s because I hang out with a lot of them outside the office. Sally: They must see you more as a buddy than a boss. It’s because you’re so friendly. Sam: You’re right. They don’t view me as an authority figure anymore. I’m afraid they don’t respect me as a boss Sally: So what are you going to do about it? Sam: I’m going to change. No more Mr. Nice Guy. I’m going to start cracking the whip. Sally: When do you want this change to take place? Sam: Starting today, I’m going to lay down the law. From now on, everyone in the company must follow regulations to the latter. Sally: I’ll post a notice as soon as possible. What should it say? Sam: No more punching in late. No more clocking out early. No more calling in sick without a goof reason or without a doctor’s note. Sally: Anything else? Sam: No more personal phone calls or e-mails on company time! Sally: All right, I’ll get right on it! Keys: FTFTF
