1 Corporate culture

-- -- .- - -- _ ._- ~- ..-. - -- - - - - - - -.
,

I 1.'- About business

Discussion
Inte~et h
researc D You've just started working for a new company. Do you:
Search for the keywords a) wear your best clothes or b) wear jeans and a T-shirt like all the other employees? Why?
" work fun". Find out a) stop work at five o'clock like everyone else or b) stay longer to finish your work? Why?
how companies are a) share your ideas and opinions at staff meetings immediately or b) say nothing like most
trying to' create a f un of your colleagues? Why?
atmosphere at work.

Scan reading
II Scan the article opposite to find:
1 what the monkey experiment demonstrated.

2 seven examples of unwritten rules.

3 what new staff learn about work culture and how they learn it.

The words in grey are explained in the Wordlist on page 148.

Discussion
D In small groups, discuss the questions.
1 What do you think organizations and companies can do to avoid negative unwritten rules?
2 What unwritten rules do you imagine you might encoW1ter in your country as an intern in:
a government department?
a small public relations firm?
a manufacturing company?
Think about:
office eliq uette, e.g. dress code, punctuality, personal calls, coffee and lunch breaks.
relationships with colleagues, management and clients / business partners.
a Ulon o my and initiative.
3 Which work culture above would you prefer to work in? Which would be the most
difficult to adapt to? Why?

Listening for gist

D ~ 1:01,1:02 Listen to Alessandra, an Italian business student, and David, a British civil

service manager, talking about problems they experienced with work placements, and answer

the questions.

1 What problems did Alessandra and David have?

2 What were the misunderstandings that caused these problems?

Listening for detail

D Listen again. What mistakes did the students and the supervisors make in each case?

Brainstorming and present ation

D In small groups, hold a brainstorming meeting to decide how companies can help interns
to adapt to their work culture. Design a set of guidelines for supervisors of interns. Then
present your guidelines to another group , and give feedback on the other group's ideas.

GUIDELINES FOR SUPERVISORS

Thank you for agreeing to supervise a student work placement. The following guidelines are
designed to help you ensure your intern adapts quickly to the work culture of the organization.

If possible, give advice about office etiquette by telephone before the beginning of the placement.
Give the student a copy of the company rules on the first day.

.- - . - - - -.-.- - - - - - - - - - -
6 i "I' Busin ess
 1 1 About business

M nl<ey business?
Scientists put a group of five monkeys in a cage. At the top of
a ladder, they hung a banana. As soon as a monkey climbed the
ladder, he was showered with cold water; the group soon gave
up trying to reach the banana.
5 Next, the scientists disconnected the cold water and
replaced one of the fi ve monkeys. When the new
monkey tried to climb the ladder, the others immediately
pulled him down and gave him a good beating. The new
monkey learned quickly, and enthusiastically joined
10 in beating the next new recruit. One by one, the five
original monkeys were replaced. Although none of the
new group knew why, no monkey was ever allowed to
climb the ladder.
Like the monkeys in the experiment, every culture
15 and organization has its unwritten rules. These rules are
probably the single most influential factor on the work
environment and employee happiness. Though many
work cultures embrace positive values, such as loyalty,
solidarity, efficiency, quality, personal development and
20 customer service, all too often they reinforce negative
attitudes .
In many businesses, an unwritten rule states that
working long hours is more important than achieving
results. In one medium-sized company, the boss never
25 leaves the office until it is dark. Outside in the car park ,
he checks to see who is still working and whose office
windows are dark. Staff who risk leaving earlier now
leave their office lights on all night.
Other common unwritten rules state that the boss is
30 always right, even when he's wrong; if you're not at your
desk , you're not working; nobody complains, because
nothing ever changes; women , ethnic minorities and
the over 50s are not promoted; the customer is king,
but don't tell anyone, because management are more
35 interested in profitability.
Often nobody really knows where these unwritten
rules came from , but like the new monkeys, new
recruits pick them up very quickly, despite the best
intentions of induction and orientation programmes.
40 The way staff speak to management, to customers
and to each other gives subtle but strategic clues to an
organization's culture, as do the differences between
what is said, decided or promised, and what actually
gets done. New staff quickly learn when their ideas
45 and opinions are listened to and valued, and when it's
better to keep them to themselves. They learn which
assignments and aspects of their performance will
be checked and evaluated, and whose objectives and
instructions they can safely ignore. Monkeys may be
50 more direct, but work culture is every bit as effective at
enforcing unwritten rules as a good beating.

/I" BUDU ass 7

 Corporate culture

Discussion
o With a partner, rank the words in each group according to importance or size.
1 line manager director project leader supervisor foreman
2 department division unit branch office subsi diary section company
3 job task assignment project

Listening for detail

o :1 1 .03 Listen to a supervisor describing a company's structure to a new intern and
complete the organigram.

Merilyn Warner
CEO

David Darren

I
Administration
Monica Overstreet Bertram Newman Douglas Pearson Herb Monroe Roxane Pawle
Manager Manager 1 R&D Manager Program Manager
1

-
. ..-
1
--
- I
'TWo One art
director; one
1
1
I Seven Two software
engineers;
One
two
officer-, 1I one
two salesmen
! 1

II Listen again and answer the questions.

1 Why is the organization simple for the moment?
2 Why does Bertram say it's going to change?
3 Why does the Office Manager also take care of personnel matters?
4 What is the difference between the roles of the CEO and the COO at Warndar?
5 Who are Irysis? What happened about two years ago?
6 What happened to Roxane Pawle's predecessor?
7 Which three departments are involved in development programmes?
8 How are development programmes coordinated?

II Match the parts of these sentences from the listening to complete ways of describing
responsibilities.
1 You're going to report ~ a) on a day-to-day basis.
Internet h
researc 2
3
She also looks
She has two accountants working
b)
c)
with strategy.
directly to me.
(EO, (00, (Fa ... 4 David runs the business d) under her.
Search for the keywords 5 Merilyn deals e) after finance.
Chief Officer to find
more ( ... Os. Make a list, 6 Our Office Manager f) to manage Marketing & Sales.
dividing them into two 7 He's responsible g) with me in Marketing.
categories, serious and 8 Roxane is in charge h) for building our product package.
humorous. 9 My role is i) takes care of personnel.
10 He liaises j) of IT and Technical Support.

8 I'" Business
 a: !.Ii!.'!!.!.!:. Further intera ct ive vocabulary practice on the DV D RO M 1 2 Vocabulary

Prepositions
II Complete the electronic newsletter by u ing ea h preposition once.

on in alongside as under at

This month Warn dar News is delighted to welcome Sam Shenton, our new intern. Sam, who hails from Boston, will
be working (1) ___ Jake and Saidah in Marketing. Let's give her a real Tex as we lcome l
Andy Highlands has moved from R&D. He is now working (2) ___ IT Manage r Roxane Pawle in IT and Technical
Support, a department which is scheduled to grow rapidly in the co ming months. Good move, Andy!
News of Jackson Tyler, our former IT Manager: after a short stay in Wa shi ngton, workin g (3 ) ___ Head of IT
(4) ___ Sterns & Lowe, a large consultancy, Jackson is now back in San Antonio , worki ng (5) _ __ the leisure
industry. He hopes this is only a temporary positio n as he is also worki ng (6 ) _ __ a book about his experiences.
We wish him the best of luck!

D iscussion and presentation

IJ Work in groups of three. You want to ope n a private music school that offers music lessons to
pe ople of all ages. Decide:
who is respo nsible fo r the areas in the box below.
how many extra staff members you wi ll need.
who everyone reports to.
Draw an organigram of the company stru cture.

purchasing recruiting teachers advertising registrat ions legal questions

organizing concerts CD and music library planning t imet ables d iscipline
cleaning and maintenance accounts public relati ons educational po licy sound systems
quality and complaints instr um ent repa irs salaries transp ort and logistics insurance
reception and office

II Work with a partner from a differe nt group. Present your music school's organization using
relevant phrases and vocabulary from the previous exercises.

Defini ng words
Il With a partner, practise defi ning words relating to work organization.
Student A: turn to page 110.
Student B: turn to page 114.
- ..,.,--- _ ... _._._ ...... - --- ------
I h, BUlines!I 9
 1

1 Corporate culture

Refresh your
memory
Past simple
He told them ,
completed actions Test yourself: Past tenses
Past continuous
He was telling them, D Complete the anecdote by choosing the best tense in each case: past continuous (wa s /
bac~ground situations were doing), past simple (did) or past perfect (had done) ,
Past perfect
He had already told A large corporation had just hired a new CEO. As the old CEO was leaving, he
them,
one past event before discreetly presented his successor with three envelopes numbered one, two and three.
another 'If you have a problem you can 't solve, open the first of these: he (1) _ __ (tell) the
~ Grammar reference page 118 new CEO,
Advice structures Well, at first things went smoothly, but after six months sales (2) _ _ _ (fall) by
... Grammar reference page 11 9 10 % and the shareholders were getting very impatient. The CEO (3) _ __ (begin) to
despair, when he remembered th e envelopes the old CEO (4) _ _ _ (give) him,
He went to his office, closed the door and opened the first envelope. The message
read, 'Try blaming your predecessor.' The new CEO (5) _ _ _ (call) a press conference
and tact fu lly b lamed the previous CEO for the company's problems. The shareholders
and the press were satisfied with his explanations, and a few weeks later the CEO was
relieved to see that sales (6) ___ (improve) by 12%,
About a year later, the company was having serious production problems. The
CEO (7) ___ (learn) from his previous experience: as soon as he (8) _ __ (close)
his office door, he opened the second envelope, The message read , 'You ought to
reorganize.' He immediately reorganized production, and the company quickly
recovered .
A year or two after that, costs (9) _ _ _ (rise) day by day and the company was in
trouble again, The CEO went to his office, (10) ___ (close) the door and opened
the third envelope, The message read, 'You might want to prepare th ree envelopes.'

Test yourself: Advice struct ures

o An intern needs help understanding a company's work culture. Complete the advice
structures using ask, asking or to ask ,

You should your supervisor.

2 Have you considered your supervisor?
3 How about your supervisor?
4 It's a good idea your supervisor.
5 Have you thought of your supervisor?
6 You could your supervisor.
7 It's w ise your supervisor.
8 Why don't you your supervisor?
9 You ought your supervisor.
10 You might want your supervisor,
11 Have you tried your supervisor?
12 It's important your supervisor,

Which five phrases are examples of strong recommendations?

Which seven phrases are examples of careful or friendly suggestions?

 i.I'i.iii+,. Further interactiv e grammar practice on the DVD-ROM 1.3 Grammar

Li st ening for detail

Internet h
researc D 1:04 Listen to an after-dinner story. In each pair of events below, underline the event that
happened first.
Search for the keywords

"business jokes". Which 1 The CEO did very well for himself. The CEO gave a party.

other tenses do business 2 The CEO challenged his team. He showed the executives the pool.

jokes use? Tell a joke 3 There was a loud splash . Everyone followed the CEO to the barbecue.

in your own words. 4 The CFO swam for his life. Everyone arrived back at the pool.
without using notes.
5 The CFO reached the edge. The crocodiles tried to catch him.
6 A crocodile tried to bite the CFO. The CFO climbed out of the pool.

D Complete the sentences from the story. Then listen again and check your answers.
1 The boss very well for himself, so he the executives
around his luxurious country house.
2 At the back of the house, he the largest swimming pool any of them had
ever seen.
3 They _ _ _ _ _ _ _ _ to follow the CEO towards the barbecue when suddenly there
_ _ _ _ _ _ _ _ a loud splash.
4 Everyone _ _ _ _ _ _ _ _ and to the pool where the Chief Financial
Officer for his life.
5 The crocodiles him when he _ _ _ _ _ _ _ _ the edge of the pool.
6 He to climb out of the pool when he the mouth of
the biggest crocodile close shut - snap - behind him .

Telling a story
11 With a partner, tell a story in your own words using appropriate past tenses.
Student A: turn to page 110.

Student B: turn to page 114.

Giving advice
I'll Match the parts of these sentences to give advice to new employees.
1 You should _ _ _ _ a) expect to finish on time every day.

2 It's unwise b) learn to set goals.

3 It's a good idea c) dress appropriately.

4 You should d) to make too many personal phone calls.

5 You shouldn't e) to learn proper meeting behaviour.

6 It's a good idea to ----...... f) accept responsibility for mistakes.

7 It's important ------ g) learn who does what and how things get done.

8 You shouldn't h) not to neglect forming effective relationships at work.

9 You should i) to reduce stress by balancing your life.

10 You ought j) expect that you will like every task.

o With a partner, take turns asking for and giving advice.

Student A: turn to page 110.

Student B: turn to page 114.

I hr' BIJBiness 11
1 Corporate culture . -----

1.4 Speaking u:ra

Discussion
D Do the questionnaire from a business magazine. Mark the statements T (true), F (false) or
D (it depends). Then compare and justify your answers. Talk about how different cultural and
business contexts affect your answers.

1 It is perfectly acceptable to call the boss by their first name. 0

2 You should never socialize with managers after work. 0
3 If a superior asks you to bring coffee for a visitor, you can tell them politely it's not your job. 0
4 Personal calls are acceptable only at certain times of the day. 0
5 Staying late at the office to finish your work is a sign of inefficiency. 0
6 In meetings it is advisable for junior staff to speak only when invited to do so. 0
7 It is OK to offer suggestions to superiors about how to improve the business. 0
8 It is not advisable to have a romantic relationship with a co-worker. 0

Listening for detail

o ~ 1:05, 1:06 Listen to two versions of a conversation between Tifany, an intern, and
Simon, her supervisor. Underline the words that describe Simon's behaviour. Then compare
your answers with a partner.

Version 1 - Simon is: Version 2 - Simon is:

objective impatient a good listener objective impatient a good listener

dogmatic diplomatic friendly firm dogmatic diplomatic friendly firm
understanding inSincere autho ri tarian understanding insincere authoritarian
t hreate ning weak frank threatening weak frank

D With a partner, discuss how Simon 's language is different in each version.

II Listen again and complete the sentences.

Version 1

1 You talk about your colleagues like that.

2 Yes , to refuse.
3 You from people like Maureen if you 're rude.
4 You __ __ there'll be trouble.
Version 2
1 I think more careful about how you talk about your colleagues.
2 You why she couldn't help you.
3 _ get better results from people like Maureen by being a little more
diplomatic?
4 _ _ _ _ _ _ _ _ ask Maureen to have a coffee with you, and just clear the air?

12 1he Business
 '* hl!."h" Fur t her inte r a ctiv e p r onunciation practic e o n the DVDRO M 1.4 Speaking

Diplomatic advice
D In Version 2, Simon uses modal verbs, introductory phrases and negative questions to make
his advice more diplomatic. Add these phrases to the correct category in the table below. Some
phrases are used in more than one category.

It seems to me that .. . Wouldn't you agree that ... ? Actually, I think ...

You could maybe ... Wouldn't it be better to ... ? You'd do better to ...

Why don't you ... ?

M odals would, could and might You might want to .. .

Introductory phrases I think perhaps .. .

Negative questions Don't you think ... ?

II Make these comments more diplomatic.

1 You shouldn 't disturb your co-workers.

2 You won't meet deadlines if you don 't prioritize.

3 Delegate, or you 'll never finish the job.

4 You shouldn't eat at your desk.

5 Don't make personal calls at work.

6 If you ignore your colleagues, don't expect them to help.

7 You 'll make yourself ill if you don't take care of your life-work balance.

Pronunciation
II In each sentence below, two words are more important than the others. These two keywords
carry the stress. Underline the two keywords (or syllables) that are stressed in each sentence.
1 I hear you had a problem.

2 Perhaps you should be more careful.

3 You ought to do the same.

4 I appreciate that you work hard.

5 I didn't mean to be rude .

6 It can happen to anyone.

I] 1:07 Listen and check your answers. Then practise saying the sentences with the stress on
the keywords (or syllables) .

o The stresses have a regular rhythm. To allow this, the words between the stresses have to be
very short and sound as if they are joined together, e.g. youhada , youshouldbemore. This is one
of the main reasons why listening to English can be diffi cult. Listen to the sentences again. Then
Internet h practise saying them with a regular rhythm.
researc
Search for the keywords Roleplay
"learn English". What
are the best eiearning
Uil With a partner, hold informal problem-solving meetings. Use diplomatic language to help you
resources for Eng lish
agree, unless you feel a more directive approach is necessary.
available on the Web? Student A: turn to page 110.
Student B: turn to page 116.

11,<" Business 13
1 I Corpo!ate culture

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Discussi on
D Henry has just finished his placement at Cambro Corp. in Littlehampton and has to write
a report on his experiences. Discuss what you think this report will contain and what style it
will be written in.

Skim reading
o Read the extracts from Henry's report and number the section headings one to five.
D Observations about the company

D Appcmlix

D Introduction

D Professional achievements

D Experience during work placement

o ... a six-month placement with Cambro Corp. in Littiehampton from February to July, under the supervision
of Mr Geoffrey Thomson, Marketing Manager. The objective of the internship was to design , conduct and
analyse the results of a market study to identify customer needs for a new range of electronic gearboxes
for industrial conveyor belts,
Cambro Corp . is a subsidiary of the HDE group based in New Jersey. The company has 450 employees
in its Littlehampton plant, and designs , produces and markets gearboxes for the North American market.
Founded in 1954 , the firm .. .

o
mailshot.
... and this experience was extremely valuable. I had not expected such a poor response rate to the first

When customers were contacted by telephone, it became clear that many of them had not
answered the questionnaire simply because they had not understood the first question . The order of the
items was therefore modified and the response rate increased by 200 % .,. _ _"'
..
.. . a long history of involvement in the local community. Cambro's reputation as a company which 100k ~
G after its employees and which sponsors local sports and cultural events is one of its greatest strengths.
To obtain a similar result through media campaigns would cost millions. This aspect of the company's i

marketing and PR policy was most impressive ...

to'..___ ~ ........ - ----....... - - --~ _

o ... communication skills in particular. Developing and performing a market study in less than six months
was a major challenge. Fortunately, I was able to apply the knowledge I had acquired in marketing in
year two of my degree , and the results of my study were extremely well recei,ved. In future, I think it
would be very helpful if ...
-....... ........ ~ ---- ~.~ -~

e ... including the following documents:

A Daily journal B Thank you letter to Mr Thomson C Evaluation letter from Mr Thomson D Resume
E Cambro brochure and sales literature

Reading fo r detail
D Decide which section in 2 above these topics should be in.
D Conclusions
D Analysis of successes and failures
D Objectives of the internship
D Details of your responsibilities
D Analysis of what you learned
D Evaluation of the company as a potential employer
D Suggestions for the future
D Description of the company and how it is organized
o Practical details about the placement
D O bservations on the company's culture and policies

14 flJl'Business
 c: ,.0.ji'.%_ Further interactive writing practice and model business documents on the DVD-ROM 1.5 Writing

- - - - - - - - - - - _.... _- -.

Internet h D Match these informal diary entries with formal phrases used to talk about the same things in
researc the extracts in 2. Underline the phrases.
How and where can b ... w~s c.oof!
you find an internship?
Search for the keywords
find internships to learn
more.

8 11MA1<J< ~ood1<e.ss :1'd .ee.~r1<t [.tOw to

do ~ ",~rJ<e. t S1Arve. ir!

Listening and note-taking

II 1:08 Listen to a conversation between Jason , who has recently completed a placement
at Diftco, and his friend Alex. Take notes about Jason's placement in preparation for writing his
placement report.

Ordering and writing

11 With a partner, organize your notes from 5 and jason's notes below into the five placement
report sections listed in 2. Then write Jason's placement report. Remember to use more formal
language.

- 0000 yetppod witk e.xPOyt stC\.-t-t, wC\.Ye.ko'lAse. stC\.-t-t I1I.Ore. oi-t-tic'lAH

- e.B'lAip~e.1<. t C\.sse.~b1e.o C\.1<.0 pC\.cl(e.o i1< wC\.re.ko'lAse.
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O
- re.~e.~be.r to C\.ttC\.ck oC\.if~jo'lAr1<C\.l -jO'lAr1<C\..ooc
- 01<.e. o-t \tI.ost Pyo-titC\.bR.e. -tIY~S i1<. re. io1<
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- R.e.C\.Y1<t bC\.r coOe. S(1ste.~ i1<.te.re.sti1<.O
- too ~'lAck YO'lAti1<.e. pC\.pe.YWOYI( - ve.Y(1 bori1<.O!
- copie.s o-t 1e.tte.YS to C\.1<.0 -tYO~ Ms Witte.1<., S'lApe.rvisoy
- I1I.Ost o-t ti~ i1<. e:xpoyf O-t-tice., C\.lso Cke.cl(i1<.O c01<.tC\.i1<.e.rs i1<. wC\.re.ko'lAse.
- ve.r(1 tiYi1<.O - 1<.e.e.o C\. ko1iOC\.(11<.Ow!

l1'c.' Business 15
 1 Corpo ate ulture
Discussion
III Wh at ki nd of personal problems can interns or employees experience when working
abroad? With a partner, bminstorm a list.

Listening for detail

II :, 1:09 Listen to an extract fro m a lecture on counselling skills and complete the
han dout.

COUNSELLING
Counselling = helpi ng someone _ _ _ a personal problem us ing the ir own _ __

COUNSElliNG SKILLS

o o
o
listening
manipulating o
helping
persuading oo assisting
ex ploring problems
0 solving (for them)

o talking D telling o reas suring

THE THREE PHASES OF COUNSELLING

Phase one = Phase two = Phase three =

With a partner, describe a situati on when you helped someone with a problem, or when
someone he lped you. Did your experien ce correspond to what you heard in the lecture?

Counselling language
D Match ea ch phrase in the box Lo a counselling skill on the second handout below.

How d id you f eel? Wh y n ot start by - in9 ... 7 What's your first priority?

Yo u were su rprised ? What w ou ld happen if (+ past tense)? Right.

So, to sum up, ... So yo u're say ing that ... ? What are the options?

COUNSELLING SKILLS CHECKLIST

Counselling skill Description of skill Useful phrases or body language

1 As king open Ask who, why, wha t, where, how, etc. to get th em
quest/On~ talk ing about th e is sues.
2 ParaphraSing Cla ri fy your understand ing .by rephras ing what they
said , and feed it back to t hem.
3 Paying attenti on Use pos itive body language to sho'N t hat you are look person in the eye, smile, nod head
really li stening.
4 Enco uraging Show you' re Interested by nodd ing and saying Uh
hUh , Mmm , Ye ah , I see, etc.
5 Ecl)oing Enco urage them to tell you more abo ut a topic by
repeati ng a key phrase or word.
6 Summ ari zing Show you Ilave understood all they said by pul ling
it all togeth er in two sentences.
7 Establisiling Get ideas from them on possible altern at ive s to
optio ns resolve th e problem .
8 Asking hypoth etic al Enco urage the proble m 110l de r to t hi nk thro ugh the
questions implication s of their suggest ion s.
9 Prio ritizing Est al)li sh which 0'1 t he pos sib le opti ons t he
problem hold er' choos es to tacille first.
10 Action-pl ann ing Suggest a clear fi rst step t hey can tahe t o help
t hem manage t heir problem .

11 Add one more phrase of your own to each counselling skill in the handout in 4.
- -- - --- _ .- ---

16 lilt' Busmells
 , !.i'1,i.j,H. Further interactive problem-solving on the DVD-ROM 1.6 Ca5 study

- - - - - - - - ---- - - -------- - -
Roleplay
Internet h
researc II Work in groups of three. Take turns being the problem holder, the counsellor and the
observer,
Find out more about
living and working in Problem holder
either Japan, the UK or Proble m holder A: turn to page 110.

the USA_ Probl em holder B: t um to page 114.

Problem holder C: turn to page 116.

Use the infonnation given to respond to the counsellor.

CounseUor
Gu ide the problem holder through the three phases of counsell ing in 2. Use the counselling skills
in the checklist in 4 to help the problem holder fin d solutions to their problems.
Observer
Observe the counselling session and take notes. Use the checkli t in 4 to note which counselling
skills the counsellor uses and how well they use them. At the end of the session, give the
counsellor feedback to hel p them imp rove their skills.

Writing
o Work with a partner. You are on a placement in a foreign country.
1 Write an email to your pa rtner explaining the problems you are having.
2 xchange email s with your partner. Write a reply, givi ng your advice. Use some of the
expressions in th e box to show that you understand your pa rtner's problems and to encourage
them to think positively.

I can see exactly what you mean about... It can't be easy to .. . when / if you ...

You must be feeling very... I know just how you feel. It's perfectly normal to feel that way.

You have to keep things in perspective. I'm confident you'll be able to find a solution.

I'm sure you'll bounce back .

11.-. Buslne 17