" A boat can't have two captains "Akira Mori
a Japanese businessmanWhat qualities and skills should a good manager have? Choose the six most important from the list. Discuss your ideas with a partner.
To be a good manager you need to:
1 be an expert. 7 make suggestions.
2 like people. 8 judge people's abilities.
3 focus on tasks, not people. 9 plan ahead.
4 enjoy working with others. 10 be good with numbers.
5 give orders. 11 make good presentations.
6 listen to others. 12 be older than your staff.
If you are managing people from different cultures, what other personal qualities and skills do you need?
: personal qualities
: flexibility skills
: good at languagesTalk about the good or bad qualities of managers/bosses you have had.
Some verbs combine with more than one preposition.
He reports to the Marketing Director. (to someone)
The Sales Manager reported on last month's sales figures. (on something)
Say whether these combine with someone, something or both.
1 a) report to someone 4 a) agree with
b) report on b) agree on
2 a) apologise for
b) apologise to
3 a) talk to
b) talk about
Complete these sentences with suitable prepositions
Listen to the final part and complete this summary.
A - What would you do if you were a director of your company or school and had the power to change anything?
B- Douglas McGregor, a US psychologist, argued that managers hold one of two theories about the people they have to deal with. Read this extract about the two theories and say which you prefer, and why.
Theory X is based on a fairly negative view of human nature. It says that people are essentially lazy and uncomfortable with the idea of having too much responsibility for anything. They only turn up to work for the pay. Employees have be managed in a strict way, otherwise nothing will get done.
Theory Y. on the other hand. suggests people may be capable of something more
positive - that they will seek out responsibility and try to get better at their jobs.
from which they can get significant personal satisfaction . Theory Y managers have high expect at ions of their people.
They are also much more likely to develop a truly motivated workforce.
Read the article below. Say which theory is probably supported by the management of Ruby's company, and which by the management of Geraldine's company.
Share the power
by Stefan Stern
What does employee engagement look like in practice? John Smythe, from the Engage for Change Consultancy, offers two situations to illustrate it .
Imagine two different employees, called Ruby and Geraldine , who work for different businesses. In the first situation, Ruby is invited to attend a morning meeting titled "Help our recovery".
"The invitation states that all parts of the company have performed badly, and that its parent company is unable to provide more cash for investment. It says that fast action must be taken to stabilize the situation," Mr Smythe explains. "But it also says there are no secret plans for extreme action. It says: 'We want to communicate openly. We also want you and your colleagues to take ownership with management to solve the crisis, recognising that unpleasant options will have to be on the table."'
Ruby is both concerned and flattered. She arrives at the meeting feeling like a player rather than a spectator.
A two-month timetable is laid out in which she and her col leagues are invited to use their knowledge to find achievable cost savings without damaging key business areas.
In this process, Mr Smythe says. there are three good questions employees can be asked. What would they do if they:
• had a free hand in their day job?
• were a director of the company?
• had to propose important changes?
In this way. employees can feel part of the decisions that are necessary. They don't become demotivated. The alternative scenario which concerns Geraldine. is less appealing.
She is also invited to a meeting described as a '"cascade briefing".
Rumors have been spreading , so directors are hard to find, and there has been hardly any communication from the company.
"At the 'cascade · , her fears are confirmed when, in a PowerPoint presentation, the full extent of the terrible state of the business is revealed for the first time,"
Mr Smythe says. "Detailed management plans for restructuring and efficiencies are revealed. The focus is all on reduction, with no hint of new business opportunities. Geraldine feels less like a spectator and more like a victim . To varying degrees, her colleagues leave the meeting in shock."
"When have you felt most engaged and most valued and in a successful project or period at work?" he asks. "Absolutely none o f us is going
to report that it was more like Geraldine's experience."
Read the article again and say if these statements are true (T), false (F)
or the article doesn't say (DS).
1 Ruby and Geraldine were both invited to a meeting.
2 Ruby felt part of the decision-making process.
3 Ruby and Geraldine both left their meetings in shock.
4 The companies that Ruby and Geraldine work for are both having problems.
5 Geraldine enjoyed her meeting more than Ruby.
6 Communication was better in Geraldine's company than Ruby's.
7 After the meeting, Ruby was invited to a staff party.
8 Geraldine's company focused on reduction.
9 Geraldine is looking for another job.
In pairs, tell each other about:
1 when you have felt most engaged and most valued at work, or in a sports team,
or in your daily life;
2 the best way to communicate bad news;
3 any other theories of managing people that you know.
Language Review : Reported speech
There are a number of ways to report what people say.
1 When we report things that have just been said, we often use the same tense as the speaker.
'I want to see Pierre. '
'Pierre, Susan has just phoned and says she wants to see you. '
2 When we report things said in the past, we usually make these changes.
• The verb goes back one tense (for example from present simple to past simple).
• Nouns and pronouns may change.
'My new sales team is difficult to manage. '
He said (that) his new sales team was difficult to manage.
3 We often use say and tell to report speech.
'The new job is challenging.'
She said (that) the new job was challenging.
We use tell with an object.
'The new job is challenging. '
She told her boss (that) the new job was challenging.
Skills : Socialising and entertaining
Skills : Socialising and entertaining
Socialising is an important part of good management. When socialising for business in your country, how important are the following?
1 being on time
2 the way people dress
3 what people are interested in, e.g. fashion, football, etc.
4 how you address people (first names or family names?)
5 giving gifts
6 shaking hands / kissing / hugging / bowing
Paul is on a business trip to Syria. Mohammed is a Syrian business contact. Listen to their conversation, then answer these questions.
1 What does Mohammed invite Paul to do? 2 Does Paul accept?
Complete this extract from the conversation.
Paul: Mmm, 1 to invite me, Mohammed, but I think I'd prefer to stay in the hotel, 2 • I'm really tired at the moment. It was a long flight, and I feel a little jet-lagged. I need an early night.
Mohammed: OK, Paul, I Perhaps we could meet Abdullah at the weekend
Listen to the conversation
Role-play this situation.
You meet a business contact in a foreign country. Find out this information.
a) how they spend their weekends c) what they do in the evenings
b) where they go for their holidays d) what kind of hobbies and sports they like
Also, you want to find an agent for your firm's products. Ask him/her if they can help.