AUDIO SCRIPTSbecome very C)'nical about programmes' ability to deliver rcal changeand change that's sustained over time, so it can be very hard to bringpeople along and create passion, enthusiasm around change whenthey've seen it again and again.And the second big area that I sec is the ability to get leaders engagedand aligned around the change, so that leadership speaks with onevoice, leadership provides a role model for the organisation, andvery importantly, helps the organisation stay fo cused on the changethroughout what is sometimes a long and diflcult process.(01 TRACK 16 (I = INTERVIEWER, AD = ANNE DEERING)1 Can you give us an example of an organisation that you have helpedto change?AD We work wilh a wide range of organisations around the world. Onewe helped recently was Nokia and Siemens when they merged theirnehvorks business. That was a very exciting change programmeat a time of trying to create better value for the organisation. \"vehelped NSN create a future for the organisation, so we had 8,000people involved around the world in a conversation over 72 hoursin which they constructed the values of the future organisation and,following that, then put changes in place that would make that fu tureorganisation a reality for them.COl TRACK 17 (P = PETRA, E = EDUARDO, M = MITSUKO, W = WILLIAM)P Good morning, everyone, I take it you've received the agenda andthe minutes of our last meeting. Does anyone have any comments?E/M/W No/OK.P Right. The purpose of this meeting is to discuss our smoking policy.As you kn ow, people are complaining that our staffhavc beensmoking just olltside the door of the building and leaving cigarettcends everywhere on the pavement. That's not acceptable. Eduardo,you're a smoker, what do you think we should do about it?E Well, I think we should be able to smoke outsidc the restaurant, onthe balcony. It's big enough for plenty of people to sit therc, it's in theopcn air, and we smokers would be happy. We wouldn't bother to gooutside the bUilding.P Mmm, interesting. How do you feel about that, Mitsuko? Do youagree with Eduardo?M Not at all. Our policy has always been 'no smoking on companypremises: I think we should keep it that way. Non.smoking staff oftengo out on the balcony to rela.x, they don't want to breathe in a lot offilthy smoke. No, it's not at all-W Come on, Mitsuko, I'm not a smoker, but I do think you should be alittlc more opcn-minded, more tolerant ...P I'm sorry, William. What you say is very interesting, I'm sure, butcould you let Mitsuko finish, please? You'll get your turn to give youropinion.W Sorry for interrupting you, Mitsuko. Please go on.M I just wanted to say, I don't think we should proVide places in thcbuilding for people to smoke. It's setting a bad example, especially toyounger staff.P William, what do you want to say?W I just think we have to try to understand smokers. TIley're addictedto smoking, they find it very hard to give up, so we should providethem with somewhere to enjoy their habit. Or, if we can't do that,give them a longer break during the morning, say at 11 o'clock, sothey can go to the park near here and have a cigarette.M I think that's a good idea, Petra. It would show smokers that we wantto help them, you know, that we're a tolerant, open-minded company.P Not a bad idea. It's definitely worth conSidering, too. But I think weshould move on now. Can we come back to the smoking issue at ournext meeting? I want to get the opinion of staff about our smokingpolicy. So they'll be getting a questionnaire about it from our HRdepartment ...OK everyone, thanks for your comments. To Slim up, thCIl, on thesmoking policy, we'll consider whether we want to give smokersa longer break in the morning. And we'll discuss the matter againat next week's meeting. OK, any other business? ... Right, thankseveryone for your contributions. Have a good lunch.COl TRACK 18 (I = INTERVIEWER, SH = SCOTT HENDERSON)I First of all, Mr Henderson, what was your main reason for theacquisition?SH 'Ncll, it'll benefit our group in many ways. ObViously, we expect thedeal to boost our earnings. It's bound to be good for our bottom line- not immediately, but the year after next, we're hoping ...Hold on, it sounds to me, from what you're saying it'll be bad foryour bottom line, won't it?SH Look, like all acquisitions, the reorganisation will involve additionalcosts, so these will affect earnings in the early stages - all mergers arecostly at the beginning.Mmm, I suppose there'll be savings as well.SH What exactly do you mean?,.yell, savings in terms of personnel, stan' cuts, redundanciesSH I'd rather not comment on that, if you don't mind. We're in the earlystages at present, nothing's been decidcd yet.So what are the synergies? Vlhat are the main benefits, apart fromboosting earnings in the long run?SH \Vell, we plan to expand the TV channels, offer more variety and sellmore entertainment products. Also, we'll import a lot of Australianfilms fo r Asian audiences. I want to make our new group a strongforce in Asia.I see. Are you worried about the culhlral differences between the twoorganisations?SH Not really. There'll be some initial problems, no doubt, but ourmanagers have an understanding of Chinese cui hIre, and don'tforget, I'm a fluent Mandarin speaker. But of course, the workinglanguage in the group will continue to be English.Right. TIlanks very much, Mr Henderson. I hope your company willbe vcry successful in the future.SH TIlank you.WORKING ACROSS CULTURES 1: SOCIALISINGCOl TRACK 19 (AS = ANTONIO SILVA, JW = JAMES WHiTfiELD)AS Hi, I'm Antonio Silva, nice to meet you.JW Nice to meet you, too. I'mJames Whitfield. Call me James.AS 'Where are you from, James?JW I'm from Atlanta, Georgia. Howabout you?AS I've come a long way. I'm from Belo Horizonte in Brazil. I'm SalesManager for an office equipment group, Techko. Maybe you know us?JW Yeah, I've certainly heard of your company. I work for Ncw Era, inNew York. I'm a systems analyst.AS Right. How is business going for you? Is it a bit tough, like for mostpeople?JW No, not so far. AChlally, ollr sales were up last quarter, but it's earlydays, I suppose. To be honest, we're all worried about the future, nodoubt about that. How about your company?AS Things are not too good at all. We've had quite a few redundancieslately. All departments have been told to cut costs this year. It's notgoing to be easy, but we've got to do it.JW Mmm, doesn't sound too good.AS No, but these are difficult times for everyone. How was your journeyhere? I suppose you came by air, did you?JW Yeah, it was quite a long flight, a bit turbulent at times, but the foodand scrvice were OK, so I'm not complaining. How about yourjourney?AS Pretty exhausting. But I stopped over at Los Angeles and did somebusiness there. So I did get a rest before coming here. Are you stayingat this hotel?JW Actually, I'm not. I'm lucky, I'm staying with my daughter. She livesdowntown, not far from here, and she insisted I stayed with her. It'sfine by mc. She's a fantastic cook!AS Woah, you're lucky. I'm staying in a pretty cheap hotel a few blocksaway to cut costs, and I'm not at all happy.JW How's that?AS Well, the room's very small, and the hotcl docsn't have manyfacilities. It would be nice if there was a pool or gYIll, so I could havea workout. I couldn't use their business centre yesterday. Apparently,there was no one to run it. It was really annoying!JW Maybe you should change your hotel.AS I don't think I'll bother. TIle main thing is the conference. If the speakersare good, I can put up with a bit of inconvenience at the hotel.JW Yeah, you're right. We all want to enjoy the conference and listen tosome good speakers.154scanned for Paul Jennings
AUDIO SCRIPTSCDl TRACK 200= JAMES, K = KLAUS, A = ANTONIO, l = LUDMILA, N = NANCY)KJAKlKNINKNLKALKNHi, Klaus, please join us, there's plenty of room.1l1anks, wc'd love to ... I don't think we've met.Let Ille do the introductions. I'm James Whitfield, I'm from Atlanta,Georgia, and I'm a systems analyst for New Er::J.. This is Antonio Silvafrom Brazil. He's a sales manager with an office equipment firm.How do you do.Pleased to meet you. I'm Klaus Liebermann, I'm a colleagueof James's. I'm the Managing Director orNew Era's Frankfurtsubsidiary. And this is Ludmib Paigina from 5t Petersburg. She's adirector of an engineering company.How do you do.And this is Nancy Chen from Beijing. She's a senior o/1icial in theChinese Department of Environment.How do you do.So ... have any of you had time to visit the city yet? I suppose youwant to explore it a bit.Well, I'd love to, I've never been to Seattle, and I've heard a lot ofgood things about it. But I just don't have the time. I'm only here forhvo days, and I want to go to as many talks as possible.'That's not much time, but you should try to see a few of the Sightshere, like the famous Space Needle. It's a real landmark. And if yougo to the market area, you can see where the first Starbucks store waslocated, back in the early 1970s.OK, well, I might try to sneak away for a few hours if pOSSible. Whatabout you, Ludmila, are you going to check out the local area?Actually, I've already done that. I came here early so I could lookaround a bit. I've seen the Space Needle and visited the civic centre.I was reaUy impressed with the Columbia Centre - it's a massiveskyscraper, much bigger than the ones I saw in New York.What about the conference? Anyone special you want to see, Antonio?I'll definitely go to Mark Carlson's talk. He's always worth listeningto. I don't know much about the other speakers, though. Can anyonerecommend a good speaker?Well, I've registered to go to David Broadus's presentation. He'swritten a lot of books on information systems. I think he'll be the starof the conference. He's a very stimulating speaker.Yes, I can confirm that. I went to one of his talks in Munich last year,and the questions afterwards went on for over half an hour. He wentdown really well with the audience because he was obviously soknowledgeable about his topic.Yes, I want to go to his talk, too, ifit's not already booked up. Anothergood speaker is Jerry Chin. He's an expert on management software.He's another speaker who shouldn't be missed.UNIT 4 ORGANISATION(DlTRACK 211 Stock levels have been low for two weeks now.2 Why do we always have to check with the parent company beforemaking decisions?3 Yes, that's fine. If you could just hold on a minute, I'll need to transferyou to a supervisor.4 We need to deliver this conSignment on Friday.S The production line is operating at full capacity.6 The Board of Directors has fixed the Annual General Meeting fo rTuesday the second.7 Can you e-mail head office as soon as possible and find out about thedesigns for the new window displays?8 I'm afraid all our engineers arc out working on repairs at the mOlllent.CDlTRACK 221 'Nell, in some ways, it's quite a conscrvative compan)" so some oftbesystems are a bit old-fashioned. ll1ere's still a lot of paperwork, so Isuppose you could say it's very bureaucratic. I seem to spend a lot oftime looking in files, both on the computer and in our paper archives.2 Our department seems to be busy all the time. We're always gettingenquiries fro m journalists and dealing with the broadcast media.I guess it's because we have sllch a high-profile boss. Although thecompany itselfis quite hierarchical, our department is actually verydemocratic - everyone is an equal member of the team.3 It's a big department, and we deal \\'ith a lot of employees. lt·severything from recruitment and running training courses through todealing with retirement. It's quite a progressive company, so everythingis open plan - which is a bit diflicult if I need to have a private meeting.'There are meeting rooms, but they always seem to be bus)'.COlTRACK 231 bureaucratic 7 centralised2 decentralised 8 dynamiC3 impersonal 9 professional4 caring 10 conservative5 democratic 11 hierarchical6 market-driven 12 progreSSive(01 TRACK 24 (i = INTERVIEWER, RR = RICHARD RAWLINSON)I How do you analyse a company's organisation?RR Well, we take a fairly broad view of organisation. We start with theformal structure oflines and boxes - who reports to who, whattheir onicial responsibilities are. But it\ mu-, very important togo be),ond that and think first about their decision rights - whatdocs the position actually have the authority to decide? Who dothey need to consult, who do they need to keep informed, who dothey need to have approvals? Third area is information nows. If youwant to understand how a company works, you need to know whoknows what, so we look at communications, information, the sort ofdata that is provided and who gets it. And then the final area is therewards, the performance management - not just who gets bonusesand what they're based on, but how do you get promoted and howdo people get rewarded in all the other ways that provide incentivesin an organisation?We put all those four things together - the fo rmal organisation, thedecision rights, the information nows and the incentives - and wecall that the 'organisational DNA: So we put a lot of emphaSiS onunderstanding that.COl TRACK 25 (RR = RICHARD RAWLINSON)RR If you want to start an analysis, we havc a survey tool - it's on awebsite, orgdna.colll, where you can anSh'er just a small numberof questions about your organisation and then we compare that toanswers from about 40,000 other executives and we can recognisepatterns, and that helps us to say that your orb'7lnisation is likethese other organisations, and so wc can get some learning fromcomparable organisations. And we call that the 'orgdna profiler:It gives you a superficial view and it's a good place to start theconversation. But then we have to go much deeper. And we usuallyorganise both workshops with the executives and probes intoparticular aspects that seelll to be particularly interesting. So, forexample, \\ ' e might take a Single major controversial decision andlook at how that was actually made, and really you often find thatthe reality is quite different from the theory.COl TRACK 26 (I = INTERVIEWER, RR = RICHARD RAWLINSON)I Can you give us an example of how you've helped a company withits organisation?RR I recently did a major piece of work for a very large, global Americancompany that was organised by function. So Manufacturing hadresponsibility for all the plants around the world, Marketing ranaU the brands in every country. It was a very ellicient organisation,but it wasn't very good at responding to the local markets, and sothey decided that they wanted to move to a geographically basedorganisation. So we had to figure out, first of all, what were the rightgeographies - was every country a separate geography or are wegoing to put some together? What are you going to do for Europe as awhole, as well as what you are going to do for Germany and for Spain?Um, so we did a lot oflooking at how the business operated, whereproducts were made, where they were shipped to, how competitorswere organised. And we also had to spend a lot of time thinking aboutwhether we needed regional organisations or whether every Singlebusiness unit would report back to the headquarters, er, in the US.COl TRACK 27 (M = MARIA, A= ALEX)M Hello, Alex, great to see yOli again.A Hi, Maria. How are you?M Fine, thanks. I haven't seen you for ages. vVe last met at that tradeAshow in Geneva, didn't we? How is everything going with YOll?Yes, we did ... er great ... pretty well at the mOlllent, thanks. I'm stillin the same department, but I got promoted last year, so I'm nowHead of Marketing. I'm in charge of SO people.M Fantastic!A How about you? Are you still in sales?M Actually, no. I changed my job last year. I'm in finance now. I'm reallyAenjoying it.111at's good.scanned for Paul Jennings155
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