20220902
16:00-17:30 MSK | 15:00-16:30 GMT+2 (Denmark)
1.5
1800
active
Investing responsibly
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Unit 7 Investment
pg 84 ex 2 reading
pg 85 Student funds get responsible
the_business_mac_millan_advanced_students_book_pg84-95_unit7_investment.pdf
Zoom meeting details
I.Bogatyrev - D.Potter Zoom Meeting (recurring)
Meeting ID: 589 650 112
Password: 8XUPie
https://us04web.zoom.us/j/589650112
]]>
active
textbook
pg 84 ex 2 reading
pg 85 Student funds get responsible
pg 84 ex 3 4 reading for detail
pg 84 ex 5 focus on evaluation
Functional language: Focus on opinion & evaluation (relevant to GMAT candidates only)
- typically
- definitely
- obviously
Lexical material: Expressions describing social responsibility
T / Cl
You're gaining stream means you are becoming [more popular | less popular]
✓ more popular
pg 84 ex 7 vocab
pg 85 ex 8 discussion
presenting an investment plan
Grammar: Inverted conditionals - emphasis
T / Cl
Make this sentence more persuasive:
'I want to focus today on this issue'
1. What I want to focus on today is this issue
2. This issue is what I want to focus on today
- 1
= I want, not you
- 2
= this issue, and not that other one
= fronting
WB
We can meet our deadline only by focusing on this issue
Only by focusing on this issue [we can / can we] meet our deadline
- can we
= adverbial phrase + inversion (verb - subject) + object
WB
He not only sold his car, he also sold his house
Not only...
Not only did he sell his car, he also sold his house
- use an auxiliary verb in the same way as in a question
- inversion (verb - subject) in the same way as in a question
pg 86 ex 1 grammar
hint: put the inverted conditional back in the usual order (add if) to find which word is missing
pg 86 ex 2 grammar
Functional language: Reformulating for emphasis
pg 87 ex 3
Lexical material: Emphatic words
pg 87 ex 4
T / Cl
Have you ever attended a presentation on investment?
- ...
What do you need to start up?
- ...
How do you find people to boot-strap your idea?
- ...
What do investors want from you?
[a good idea / a team of people to complement your skills]
- a team of people to complement your skills
- ... (e.g. customers)
pg 87 ex 5 6 listening
the_business_advanced_audio_cd02_26.ogg
pg 87 ex 7 8 9
negotiation
set for homework - tbc
]]>
class action = type of lawsuit that is started by a group of people who have a problem in common
gaining stream = achieving momentum
to clamour /ˈklæmə/ = to appeal, demand, shout
to lament (over) = to express or feel grief for or about; regret
to put your stake in the ground = to claim or secure sth as yours (e.g. stake out a plot of land)
to make a dent in sth = to reduce
scarcely (when) = hardly; barely; only just
to recap = to summarise
acts of God = natural and unavoidable catastrophe that interrupts the expected course of events; force majeure
flurry = commotion; excitement; nervous agitation (a flurry of speculation; the flurry of the city
utter (brilliance / nonsense) = complete; without qualification; used informally as (often pejorative) intensifiers
bootstrapping = help oneself, often through improvised means, do it yourself financing
bootstrapping business = art of starting business with little or no start-up capital or extra funding
rationale = explanation of the fundamental reasons; principle
diy = do it yourself
CGI = computer generated images
on no account = no way, in no way
justificate justify the project
opportunity to inspire rather than authority to manage people
I tend to reiterate multiple times
]]>
alumni (sing) /ə'ləm,nai/
alumnae (plu) /əˈlʌmni/
20231128
09:00-09:45
1
tbc
ERM - Enterprise risk management
Describing risk
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Unit 6 Risk management
pg 73 ex 5 expressing stance
pg 74 ex 2 3 reading
Enterprise risk management
the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
20231101 EF advance cancellation → reschedule
Vznaniya meeting details
https://webinar.vznaniya.ru/b/dun-yvk-ank-qfb
]]>
1
ERM (enterprise risk management)
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
What types of risks is a company likely to face?
✓ hazard risks
✓ operational risks
✓ financial risks
✓ strategic risks
How do you have your bases covered?
✓ implement ERM (enterprise risk management)
✓ put in place contingency plans
to cover bases = to do everything necessary to be sure that something is successful
What are the main advantages of ERM?
✓ makes risks more prominent to managers
✓ identifies risks that don't have a significant impact on production
e.g. smashing a car
✓ helps recognition of 'good' risk that can make a company grow
✓ facilitates defining 'bad' risk that leads to loss
prominent = important or well known; easily seen
Is customer shortfall is a strategic or operational risk?
✓ strategic
shortfall = amount by which something is less than expected or required
Is a supply chain problem a financial or operational risk?
✓ operational
What could threaten the continuity of your company?
✓ operational risk
e.g. human capital flight
✓ financial risk
e.g. fine for violating rules
human capital flight = emigration or immigration of individuals who have received advanced training at home
brain drain = migration of skilled personnel in search of better standards of living and quality of life, higher salaries, access to advanced technology and more stable political conditions in different places worldwide
organizational brain drain = mass exodus of talented workers from a company, often because they sense instability, a lack of opportunity within the company, or they may feel that they can realize their career goals more easily at another company (source: investopedia.com)
active
textbook
Enterprise risk management
pg 74 ex 4 vocab
]]>
2
ERM strategies
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
Do you always identify risk at the level of granular detail?
〆probably not, unless it may impact company's performance
granular detail = with much detail
Is compliance with international law material to business performance?
✓ depends on the scalability of your activities
material to = information or ideas for use in creating a book or other work; something that may impact the expected result
What excessive measures to reduce risk may have an impact on the long-term viability of your company?
✓ systemic double checking might slow down transactions
✓ observing eco-friendly recommendations could be expensive
What could you cite as the reason for your company going bankrupt?
✓ cheaper competition from Asia?
✓ reputational damage
(...)
to cite sth (as sth) = to mention sth as a reason or an example, or in order to support what you are saying
active
textbook
tmp_pdf/the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
T / Cl
How do you deal with risk?
✓ tolerate
✓ treat
✓ terminate
✓ transfer
set for homework
pg 75 ex 6 vocab
Lexical material: Masquerading
T / Cl
Is it easy to copy the logo & name of a company on the internet?
= passing off
〆typical cyber threat of the noughties
When you go to a ball & wear a mask, what is it called?
✓ masquerade
pg 75 ex 7 8 listening
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd02/the_business_advanced_audio_cd02_15.ogg
]]>
ERM = enterprise risk management
hazard risks = fire, flood, theft, vandalism
operational risks = overheads exceed income, suppliers fail to deliver, staff problems...
financial risks = cash flow problems, bank refuses overdraft...
strategic risks = wrong marketing, poor product placement, competition...
proactive = controlling a situation by causing something to happen rather than waiting to respond to it after it happens
hazard = source of danger; a possibility of incurring loss or misfortune
to put it in a nutshell = to sum up
prominent = important or well known; easily seen
to mitigate = make less severe or harsh
shortfall = amount by which something is less than expected or required
compelling = that makes you pay attention to it because it is so interesting and exciting
detrimental (to) = causing harm or injury
to mitigate = to lessen or to try to lessen the seriousness or extent of
to beleaguer /bɪˈli:ɡə/ = to annoy persistently, pester, bug
to withstand = to be strong enough not to be hurt or damaged by extreme conditions, the use of force, etc
to cover bases = to do everything necessary to be sure that something is successful
material to = information or ideas for use in creating a book or other work; something that may impact the expected result
to cite sth (as sth) = to mention sth as a reason or an example, or in order to support what you are saying
to attribute sth to sth = to say or believe that sth is the result of a particular thing
human capital flight = emigration or immigration of individuals who have received advanced training at home
brain drain = migration of skilled personnel in search of better standards of living and quality of life, higher salaries, access to advanced technology and more stable political conditions in different places worldwide
organizational brain drain = mass exodus of talented workers from a company, often because they sense instability, a lack of opportunity within the company, or they may feel that they can realize their career goals more easily at another company (source: investopedia.com)
passing off = unauthorised commercial use of a company's brand name, logo, etc
ambush marketing = masquerading
masquerade /ˌmæskəˈreɪd/ = false show or pretence
to masquerade = to appear in disguise, assume a false appearance
cybersquatting = registering a domain's name featuring another company's band name
to cease = to end
to desist = to cease to proceed or act
reversal = change or overthrowing, an official declaration that it is false
to issue 'cease & desist' orders = judicial remedy issued in order to prohibit a party from doing or continuing to do a certain activity
to litigate = make the subject of a lawsuit; to contest in law; to prosecute or defend by pleadings, exhibition of evidence, and judicial debate in a court
vulnerable = that may be wounded or harmed; (foll. by to) exposed to damage by a weapon, criticism
malicious = intending or intended to do harm
Barbara Streisand effect = phenomenon that occurs when an attempt to hide, remove, or censor information has the unintended consequence of increasing awareness of that information, often via the Internet
20231124
09:00-09:45
1
active
Expressing perspective and stance
Describing risk
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Unit 6 Risk management
pg 72 ex 3 reading for stance
text A B C D
the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
Vznaniya meeting details
https://webinar.vznaniya.ru/b/dun-yvk-ank-qfb
]]>
active
textbook
1
Explicit vs implicit stances
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
What is a mortgage & property ladder?
= financial instrument to help poor people to buy their house
→ aid for those with a bad credit risk or little money
Should a bank manager advise you to take risks & take out a loan if you have little money?
〆probably not
→ banks make money by lending and NOT by giving investment advice
= conflict of interest
conflict of interest = situation in which a public official's decisions are influenced by the official's personal interests
What is the difference between 'I disagree' (1) and 'I'm afraid I have a different opinion' (2)
(1) explicit
(2) implicit
explicit /ɪksˈplɪsɪt/ = clear and easy to understand
implicit /ɪmˈplɪsɪt/ = suggested without being directly expressed
If you want to apply for a loan but the manager thinks you won't be able to pay, the bank manager should be [explicit | implicit]?
✓ implicit
= take risks at your own cost so the bank can make money!
active
textbook
tmp_pdf/the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd02/the_business_advanced_audio_cd02_14.ogg
]]>
2
Reading for perspective
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
If you say 'across the board', you sound [objective | subjective]
✓ objective
→ may sound also confident
across the board = including everyone or all, so that all are included; generally speaking
If you say 'it could be argued', you sound [assertive | tentative]
✓ tentative
→ you are aware of both pros & cons but not really confident
assertive = confident
'The strategy is successful'
→ How can you make this sentence more tentative?
✓ It seems that...
= create distance (because you are not confident
→ tentative stance
To sound more objective, you can say [there remains little doubt that | in my view]
✓ there remains little doubt that
→ confident stance
To sound apologetic, you can say [we realise that | on balance]
✓ we realise that
↔ you understand / appreciate / recognise
on balance = when all factors are taken into consideration
active
textbook
text A B C D
Identifying stance expressions
set for homework
pg 73 ex 5 expressing stance
]]>
3
Expressing stance
pix/icons8-dictionary-100_white.png
active
shuffled_boxes
active
textbook
✓ I must say
set for homework
pg 73 ex 5 expressing stance
]]>
mortgage and property ladder = financial instrument to help poor people to buy their house
explicit /ɪksˈplɪsɪt/ = clear and easy to understand
implicit /ɪmˈplɪsɪt/ = suggested without being directly expressed
conflict of interest = situation in which a public official's decisions are influenced by the official's personal interests
insolvent = declared in law unable to pay debts
on balance = when all factors are taken into consideration
tentative /ˈtentətɪv/ = done by way of trial, experimental; hesitant, not definite
apologetic = offering or expressing apology
across the board = including everyone or all, so that all are included
to deteriorate (into sth) = to become worse
in tatters = ruined, demolished
to beleaguer /bɪˈli:ɡə/ = to annoy persistently, pester, bug
to withstand = to be strong enough not to be hurt or damaged by extreme conditions, the use of force, etc
ERM = enterprise risk management
hazard risks = fire, flood, theft, vandalism
operational risks = overheads exceed income, suppliers fail to deliver, staff problems...
financial risks = cash flow problems, bank refuses overdraft...
strategic risks = wrong marketing, poor product placement, competition...
proactive = controlling a situation by causing something to happen rather than waiting to respond to it after it happens
hazard = source of danger; a possibility of incurring loss or misfortune
to put it in a nutshell = to sum up
prominent = important or well known; easily seen
to mitigate = make less severe or harsh
shortfall = amount by which something is less than expected or required
compelling = that makes you pay attention to it because it is so interesting and exciting
detrimental (to) = causing harm or injury
to mitigate = to lessen or to try to lessen the seriousness or extent of
to cite sth (as sth) = to mention sth as a reason or an example, or in order to support what you are saying
to attribute sth to sth = to say or believe that sth is the result of a particular thing
20231121
17:45-18:30
1
active
Crisis survivors
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Unit 6 Risk management
pg 71 ex 5 reading
Damage control
the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
Vznaniya meeting details
https://webinar.vznaniya.ru/b/dun-yvk-ank-qfb
]]>
2
Damage control
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
How do you control damage?
✓ change characters
✓ find a vindicator
✓ blame someone else
✓ be seen as a victim rather than a perpetrator (i.e. villain)
→ be forgiven more easily
Survivors [should | shouldn't] follow conventional wisdom on reputation management
〆shouldn't blindly follow
≠ feel-good gurus
Survivors [accept | refuse] short-term losses in return for long-term gains
✓ accept
= pain thresholds
Nowadays corporate defence is [redundant | relevant]
〆redundant
= only an exercise in moral authority
Critics [stand up for | ignore] ordinary citizens (the little guy)
✓ stand up for
= purport, intend to help
Survivors [believe | don't believe] they need showing some moral rectitude for the little guy
〆don't believe the little guy has more rights than the corporation
= crisis management does not depend on financial & ethical standards
Crisis management depends on [fighting & defeating your opponent | good communication]
✓ defeating your opponent
= political model of crisis management
Whistle blowers & corporate stalkers [scrutinise with hostility | observe with impartiality]
✓ scrutinise with hostility
= to fill the media vacuum
active
textbook
Damage control
Indictment is [savvy marketing | sensationalism]
(...)
= paranoia
Lexical material: Damage control
pg 71 ex 6 discussion
]]>
to grieve = to cause to feel sorrow
to be toppled = to fall down, as if collapsing
canard /kæˈnɑ:d/ = (formal) a false report or piece of news
to worship = to show respect for God or a god, especially by saying prayers, singing, etc. with other people in a church, etc
to espouse = (formal) to give your support to a belief, policy etc
redemption = act of delivering from sin or saving from evil, act of purchasing back something previously sold
virtuous = behaving in a very good and moral way
to purport /ˈpə:pət/ = to propose or intend
messianic = relating to a messiah promising deliverance
to lionise = to assign great social importance to
to torpedo = to make (a policy, institution, plan, etc.) ineffective or inoperative; destroy
to be under siege /si:dʒ/ = military operation in which an attacking force seeks to compel the surrender of a fortified place by surrounding it and cutting off supplies etc
plaintiff = person who brings an action in a court of law
indictment /ɪnˈdaɪtmənt/ = official statement accusing someone of committing a crime
stalker /'stɔ:kə:/ = person who follows and watches another person over a long period of time in a way that is annoying or frightening; person who follows an animal quietly and slowly, especially in order to kill or capture it
whistle-blower = person, usually an employee, who exposes information or activity within a private, public, or government organization that is deemed illegal, illicit, unsafe, fraud, or abuse of taxpayer funds
to defeat = to stop sth from being successful; to beat, to win against sb in a war, competition, sports game, etc
any guarantees
]]>
20231117
09:00-09:45
1
active
Risk management vs damage control
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Unit 6 Risk management
pg 71 ex 5 reading
Damage control
the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
Vznaniya meeting details
https://webinar.vznaniya.ru/b/dun-yvk-ank-qfb
]]>
The Business
C1
Unit 6 Risk management
active
textbook
→ postponed for practice of new expressions after listening task
]]>
1
Lead in
Traditional PR (public relations) rules in cases of crisis
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
When something goes wrong, according to traditional PR rules you [should always apologise & recall products | fight accusations]
✓ apologise & recall the product (according to traditional PR rules)
but often fighting accusations is more effective...
If you defend yourself against false accusations, you generate [positive | negative] publicity?
〆negative publicity
→ should avoid making too much noise (fuss)
Unless you are obviously guilty of wrong-doing, you should [defend yourself | attack]
✓ attack
= best form of defence
active
textbook
tmp_pdf/the_business_mac_millan_advanced_students_book_pg70-83_unit6_risk_management.pdf
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd02/the_business_advanced_audio_cd02_13.ogg
Functional language: Controlling damage
pg 70 ex 3 listening for detail
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd02/the_business_advanced_audio_cd02_13.ogg
pg 70 ex 4 inference
]]>
to tamper = to meddle with or make unauthorized changes
to scrap = to cancel or get rid of sth that is no longer practical or useful
conventional wisdom = ideas or beliefs generally accepted as true
vindicator = person who argues to defend or justify some policy or institution
inference = reasoning involved in drawing a conclusion or making a logical judgement on the basis of circumstantial evidence and prior conclusions rather than on the basis of direct observation
to be toast = burnt, with no chances of recovering from the mistake
Mother Goose (author) = supposed author of a book of nursery rhymes first published as "Mother Goose's Melodies," and usually called simply "Mother Goose." The first English edition is said to have been printed in 1719 in London
Mother Goose (book) = traditional book of stories that every child reads
Mother Goose rules = traditional rules handed down from generation to generation without questioning
Jesse Jackson = United States civil rights leader who led a national campaign against racial discrimination and ran for presidential nomination
to stonewall = to obstruct or hinder any discussion, engage in delaying tactics or refuse to cooperate
pundit = person who knows a lot about a particular subject and who often talks about it in public; an expert; a Hindu learned in Sanskrit and in the philosophy, religion, and jurisprudence of India
to put lipstick on the pig = to make something unpleasant look more attractive by artificial means
to worship = to love unquestioningly and uncritically or to excess
to repent = (of sth) (formal) to feel and show that you are sorry for sth bad or wrong that you have done
to opine /əuˈpaɪn/ = to hold or express as an opinion
constantly /'kɔnstəntli:/
provocative /prəˈvɔkətɪv/
meant /'ment/
20231006
09:00-09:45
1
active
Dealing with communication breakdowns
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
pg 47 ex 3 reading
the_business_mac_millan_advanced_students_book_pg44-47_managing_conflict.pdf
Vznaniya meeting details
https://webinar.vznaniya.ru/b/dun-yvk-ank-qfb
]]>
active
textbook
use pg 44 ex 6 Bolton & Bolton chart
]]>
1
Conclusion
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
Could they have avoided a communication breakdown? How?
Conflict management & situational management charts
]]>
What is Jasmine's profile?
✓ expressive
(too much responsiveness in sections 3 4)
What is Lee's profile?
✓ driver
〆if he was only analytical, he would have accepted Jasmine's proposal
✓ has been too assertive at the cost of Jasmine's proposal
How can you explain the conflict?
Hersey & Blanchard - Situational leadership
]]>
Why did the difference of opinion degenerate into a shouting match?
McGregor - Theory X and Theory Y Management
→ Lee behaved like a manager focusing on produce or perish
Blake & Mouton - Managerial chart
]]>
What steps should have been taken? (see pg 44 ex 6 pt 3c)
〆issuing a written warning will not help solve the situation
✓ director should have provided more direction
→ consider assigning a new team
Could this be a management mistake?
Hersey & Blanchard - Situational leadership
]]>
active
textbook
✓ tentative
If Lee is a driver, his letter will be more [tentative | persuasive]
✓ persuasive
→ practise pg 20 ex 2 key expressions
→ should have considered postponing deadlines
set for homework - to be confirmed
pg 47 ex 5 writing
]]>
secretive /sɪˈkri:tɪv/ = inclined to make or keep secrets; uncommunicative
to come to a head = when a situation reaches a point where something must be done about it
prohibitive = (of a price or a cost) so high that it prevents people from buying sth or doing sth
to kill two birds with one stone = to succeed in doing two things by only one action; get two results from one effort
to turn the tables on someone = to change a situation so that you now have an advantage over someone who previously had an advantage over you
persuasive = able to persuade sb to do or believe sth; convincing
unsubtle = obvious, plain, clear
organise work in a team
...to explain how can they can work
]]>
unsubtle /ən'sətəl/
20231003
17:45-18:30
1
active
Change curve
Defending yourself vs avoiding conflicts
Discourse markers (2/2)
Adverbial clauses, coordinators, subordinators
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
pg 46 ex 2 conjunctions
the_business_mac_millan_advanced_students_book_pg44-47_managing_conflict.pdf
Vznaniya meeting details
https://webinar.vznaniya.ru/b/dun-yvk-ank-qfb
]]>
1
pix/icons8-collaboration-100_white.png
Discourse markers B2
active
deck_shuffled_lines_valign
deck_shuffled_lines_halign
shuffled_boxes
prep_deck_shuffled_lines_halign
in order to finish the project
→ expressing a purpose / result]]>
expressing a cause
expressing a purpose / result
expressing a contradiction
adding an argument
considering all aspects
]]>
expressing a cause
since
as
Following
In accordance with
(Given the current situation)
expressing a purpose / result
Consequently
expressing a contradiction
though
in spite of
while
yet
still
nevertheless
Having said that
adding an argument
Moreover
considering all aspects
To put it in a nutshell
Bearing in mind
(Having said that)
Given the current situation
]]>
2
pix/icons8-collaboration-100_white.png
Discourse markers C1
active
deck_shuffled_lines_valign
deck_shuffled_lines_halign
shuffled_boxes
prep_deck_shuffled_lines_halign
with a view to finishing the project
→ expressing a purpose / result]]>
expressing a cause
expressing a purpose / result
expressing a contradiction
adding an argument
emphasising
considering all aspects
]]>
expressing a cause
Owing to
On account of
expressing a purpose / result
It gave rise to
It brought about
hence
with a view to (+ gerund)
expressing a contradiction
despite
nonetheless
Contradictory to
adding an argument
Furthermore
emphasising
Surprised, I couldn't say anything
Much unexpected as it may be,
However strange it may sound, ...
Not only was it ..., it was also ...
Try as you might,
considering all aspects
Seeing that
To cut a long story short,
]]>
20221031-0935
active
review
vocab_discourse_markers_b2_03.csv
active
textbook
]]>
2
pix/icons8-dictionary-100_white.png
Change curve
active
wip
xml_multi_dd_row
Change curve - negative emotions (denial, anger, blame, guilt, sadness)
How do people react to change? How may resistance to change impact the company?
italics) with the stages]]>
10
9
left
shock
shock
negative emotions
negative emotions
negative emotions
negative emotions
process adjustment
process adjustment
]]>
1;2
3;4
5;6
7;8
9;10
11;12
13;14
15;16
denial
It's not true!
That's impossible!
anger
What the hell!
blame
It must be their fault...
guilt
Is it really our fault?
sadness
Oh dear, dear, dear...
energy drops
I can't do anything else
I don't know what to do
regain of confidence
I think we can try doing something about it!
energy emerges
Let's try this and that.
]]>
shock
denial
anger
→ inability to take rational decisions
negative emotions
blame
guilt
sadness
energy drops
→ lack of motivation & future goals
process adjustment
regain of confidence
energy emerges
→ need for new team building & strategies
]]>
active
textbook
demo: section 1
→ practise conjunctions only with sections 2 - 7
→ read for gist sections 1-8 again, then do ex 4
]]>
owing to = because of
following (+ noun phrase) = as a result of
to bring about = to result in
to give rise to = to result in
to put it in a nutshell = to sum up
with a view to (+ gerund) = in order to
however = used to introduce a statement that contrasts with sth that has just been said; but
yet = in spite of what has just been said
in spite of (+ noun phrase) = although
despite (+ noun phrase) = although
nevertheless = in spite of sth that you have just mentioned
nonetheless = in spite of this fact
having said that = despite what has just been said
whereas = used to compare or contrast two facts; in contrast or comparison with the fact that; although; in spite of the fact that
while = although; in spite of the fact that
bearing in mind = remembering and considering something when making a decision or before taking action
20230313
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active
Managing people
Managing people the hard way
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
pg 44 ex 2 3 reading
pg 45 Are you the manager that people love to hate?
the_business_mac_millan_advanced_students_book_pg44-47_managing_conflict.pdf
Zoom meeting details
S.Kabanov - Duncan Potter's Zoom Meeting
Meeting ID: 719 7908 9976
Passcode: Jg9s29
https://us04web.zoom.us/j/71979089976?pwd=lIWdN2LkSbZPtVpZXPQBaarApipZMp.1
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The Business Advanced
C1
Unit 4.1 Management style
1
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Answer the following questions.
Which management style is more effective [authoritarian | democratic]?
✓ depends on context
✓ depends on professional experience and maturity of both the manager and their team members
e.g. control freaks rely heavily on micromanagement in developing economies because they don't trust their staff to be responsible enough
maturity = quality of thinking and behaving in a sensible, adult manner; state of being fully grown or developed
What are the advantages of an authoritarian management style?
✓ faster
✓ better results
autocratic = authoritarian, offensively self-assured or given to exercising usually unwarranted power
What are the pros of a democratic management style?
✓ encourage better work environment & relationships among people
✓ involve staff in the decision-making process
✓ strive to achieve longer term goals
✓ fosters creativity & innovation
to foster = to promote the growth of
What recommendations can you make about management styles?
✓ train both leader & autocratic management styles
✓ be flexible but preserve your spine
✓ be responsible for decisions based on team feedback
✓ support & defend staff members performance
spine = backbone; row of small bones that are connected together down the middle of the back
active
textbook
✓ sports coach
What sort of manager is likely to show more empathy?
✓ a parent
pg 44 ex 1 discussion
Lexical material: Management styles
pg 44 ex 2 reading
pg 44 ex 3 vocab
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T / Cl
When would you need to sugarcoat problems?
✓ in a crisis to avoid panic
pg 44 ex 3 vocab
Functional language: Describing profiles (Johari Window)
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Johari Window
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What can help you assess the profile of a manager? What if they are hiding something?
44
8
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known to others
known to others
not known to you
known to you
not known to others
not known to you
not known to others
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2
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✓ professional self-development
✓ challenging goals
〆threats of dismissal
(...)
How different is motivating from managing?
✓ KPIs & targets are relevant to managing but not enough for motivating
T / Cl
Imagine a chart with a scale of 9 on both axes
x means a manager believes people [need to be threatened | need satisfaction]?
✓ need to be threatened
→ y means a manager believes people need satisfaction
Where is 9:1?
✓ x axis far right
✓ y axis bottom
Where would be a field marshal?
✓ 9:1
]]>
active
textbook
tmp_pdf/the_business_mac_millan_advanced_students_book_pg44-47_managing_conflict.pdf
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_50.ogg
the_business_advanced_audio_cd01_50.ogg
pg 44 ex 6 discussion
(to be continued)
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1
Adapting management styles
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McGregor - Theory X and Theory Y Management
Hersey & Blanchard - Situational leadership
Blake & Mouton - Managerial chart
Robert & Dorothy Bolton - Conflict management chart
Kilmann - Conflict management chart
]]>
How can you use the management charts to understand your manager better, or be a better manager yourself?
✓ interpret their management style
→ read between the lines (what is meant vs what is said)
✓ make feedback constructive
→ take criticism with a pinch of salt
✓ anticipate their expectations
→ mitigate or sugar-coat challenges if relevant
✓ voice your plans in-line with their strategies
→ explain your concern for production
✓ use language appropriate to the context
→ distinguish registers (incl. coherent lexical material and intonation)
When is delegating / observing the wrong management style?
〆just a way to hide the manager's lack of competences, guidance and/or feedback
= nobody knows about the details of your work better than you do
What management style(s) do you need for a start up?
✓ produce or perish at the early stages
✓ telling / directing
How should managers deal with trade union strikes?
✓ try a more accommodating style
〆making too many concessions to keep trade unions happy
What management style(s) are best to mitigate a crisis?
✓ be an assertive driver
〆avoid produce or perish
Have you ever had managers who were behaving in an extremely competitive manner?
✓ for some managers demonstrating their leadership could be just a lifestyle
〆rivalry among departments generates a conflictual atmosphere
≠ everyone should have a fair chance of winning
→ competitive environment should stimulate staff & be constructive
When can you consider a conflict has been solved in a successful way?
✓ avoided compromising
= when both parties lose
✓ manage collaborating
= when both parties make a synergy
1
McGregor - Theory X and Theory Y Management
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McGregor - Theory X and Theory Y Management
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In what situation(s) can you use this particular chart?
✓ when a manager relies on micromanagement
→ draw attention of a manager's inappropriate way of motivating staff (X-type manager)
〆authoritarian
〆tight control
→ need to trust employees more
(McGregor) X-type manager = uses too much threat
When will you not use this chart?
✓ when empowerment fails to deliver expected results
e.g. everyone is happy & motivated but sales targets haven't been achieved
✓ when staff don't understand the need for continuous improvement
empowerment = giving or delegating power or authority
2
Blake & Mouton - Managerial chart
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Blake & Mouton - Managerial chart
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In what situation(s) can you use this particular chart?
✓ when turnover of highly qualified staff is high
✓ if employees are exhausted
= burnout
→ tell managers they need to show less concern for production
〆if no results have been achieved in spite of high employee satisfaction
↔ talent retention fails despite ideal work life
→ provide more training on motivational management
impoverished = poor enough to need help from others
When will this chart be less relevant?
〆when managers make decisions without consensus
→ build mutual understanding
= scratch my back & I'll scratch yours
〆when managers fail to understand what motivates staff
→ identify incentives
mutual = used to describe feelings that two or more people have for each other equally, or actions that affect two or more people equally
3
Hersey & Blanchard - Situational leadership
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Hersey & Blanchard - Situational leadership
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In what situation(s) can you use this particular chart?
✓ during a quarterly or yearly appraisal meeting / performance review
✓ when a new manager takes over an existing team but doesn't know how experienced team members are
→ need to adapt their management style to the professional maturity of employees
maturity = quality of thinking and behaving in a sensible, adult manner; state of being fully grown or developed
When will this chart prove less efficient?
✓ when even experienced staff are only motivated by hygiene factors
✓ when information is held secret as a means to achieve career progression
↔ rivalry among team members instead of team playing
= probably vertical, top-down, corporate policy
→ improve knowledge management w/in the company
hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder
4
Robert & Dorothy Bolton - Conflict management chart
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Robert & Dorothy Bolton - Conflict management chart
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In what situation(s) can you use this particular chart?
✓ when team members, business partners, political opponents (...) don't understand each other
→ learn about the other person's profile to adapt your emotional response & and/or degree of self-confidence
✓ when staff fail to work together during team building activities
= they don't understand how to talk to each other
→ they can't convince each other of their intentions, ideas, etc
What approach should you use if your presentation is too emotional for an amiable audience who don't seem to react to your argumentation?
〆amiable audience will never say no because they are perhaps not allowed to do so in their culture
e.g. Lewis responsive typology of Asian cultures
〆being assertive will result in needless pressure because your audience cannot give your instant feedback or take decisions without consensus among them
→ focus on facts & figures
= be analytical
! beware
no need to describe in detail if slides already convey a lot of data
→ highlight outcome with an assertive delivery
Was B.Johnson more of an expressive or a driver?
✓ probably driver (though also expressive)
= using very vivid, offensive, almost farcical metaphors
〆relying on intuition on the spur of the moment
spur of the moment = done without planning in advance; impulsive
Was D.Trump more of an expressive or a driver?
✓ probably driver
= very assertive, often inconsiderate of people's feelings
〆not very diplomatic
Was Obama more of an amiable or an analytical?
✓ probably amiable
= charismatic, eloquent
✓ 1st black Afro American president = symbol
〆role model who wanted (or had) to be liked
→ a crowd pleaser
〆could not say no
amiable = pleasant; friendly and easy to like
Was T.May more of an amiable or an analytical?
✓ probably analytical
✓ little emotional response because reserved
← wanting to be (to look) very professional
〆failed to be assertive enough
→ couldn't close the Brexit deal perhaps because she knew it was a poor deal
(she was against Brexit initially!)
5
Kilmann - Conflict management chart
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Kilmann - Conflict management chart
]]>
In what situation(s) can you use this particular chart?
✓ when a manager is not taking responsibilities for their team (= avoiding)
✓ when business partners fail to negotiate an agreement
→ change sales representative to unlock the stalemate
✓ when debate doesn't generate constructive feedback (= accommodating)
= manager and/or staff member just approve without feedback
↔ yes-person
→ lack of criticism is not constructive
stalemate = situation in a dispute or competition in which neither side is able to win or make any progress
When will you not use this chart?
✓ when only win-lose (competing) is the goal instead of collaborating (win/win)
✓ when no repeat business is expected
= situation of monopoly, or more demand than offer
demeanour /,di'mi:nə:/ = way that sb looks or behaves
phoney /ˈfəunɪ/ = (informal, disapproving) not real or true; false, and trying to deceive people
brusque /'brəsk/ = using very few words and sounding rude
to concede = sth (to sb) | ~ sb sth to admit that sth is true, logical, etc
to bark out sth = to give orders, ask questions, etc. in a loud, unfriendly way
to solicit sth (from sb) | ~ (sb) (for sth) = to ask sb for sth, such as support, money, or information; to try to get sth or persuade sb to do sth
abrasive = rude and unkind; acting in a way that may hurt other people's feelings
field marshal = officer holding the highest rank in the army
rebel = person who takes part in an armed rebellion against the constituted authority
street fighter = contestant who is very aggressive and willing to use underhand methods
to sugarcoat = to cause to appear more pleasant or appealing
to preserve = to keep a particular quality, feature, etc.; to make sure that sth is kept
spine = backbone; row of small bones that are connected together down the middle of the back
assertiveness = aggressive self-assurance; given to making bold assertions
gee /'dʒi:/ = exclamation (especially AmE) a word that some people use to show that they are surprised, impressed or annoyed
to belittle = to make sb or the things that sb does seem unimportant
scapegoat = someone who is punished for the errors of others
for on printing
They have some unrespective disrespecting attitude
...in a way the other person could admit accept | understand | apprehend
They don't do get | obtain | achieve proper results
By this angle
]]>
expertise /,ekspə:'ti:z/
metaphor /ˈmetəfə/
20230403
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Johari window
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Personal development
pg 12 ex 2 3 vocab
the_business_mac_millan_advanced_students_book_pg6-13_career_development_peter_principle_(...).pdf
Zoom meeting details
A.Vorobyova - Duncan Potter's Zoom Meeting
Meeting ID: 736 3734 5149
Passcode: VhP32d
https://us04web.zoom.us/j/73637345149?pwd=9XbxDC1Zm8liOLa6Q1HQRtaqnUaYQS.1
]]>
wip
textbook
✓ references
✓ customer feedback
pg 12 ex 1 discussion
T / Cl
How do you get feedback on your management style?
Obtaining feedback
✓ peer observation
✓ end of course questionnaires
✓ appraisal interview
✓ personality tests, quizzes
✓ feedback from supervisors
pg 12 ex 2 3 vocab
]]>
active
textbook
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1
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Johari Window
active
deck_shuffled_lines_halign
prep_deck_shuffled_lines_halign
known to you
not known to you
]]>
active
textbook
pg 12 ex 4 listening
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_06.ogg
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active
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✓ 2
Who is a dark horse?
✓ 3
What kind of manager would you choose?
✓ 4?
T / Cl
When & how could you use the Johari Window at work?
✓ performance reviews
→ provide relevant feedback
✓ job interviews
→ match profile to vacancy
Writing feedback from a performance meeting
Imagine you have mentored a junior staff member and conducted an appraisal meeting.
→ make use of the Johari Window to assess his/her profile & needs
→ recycle vocab from pg 12 ex 2 3 vocab
→ practise subjunctive forms to report what people say of him/her
→ paste your assignment in a Googledoc
(send the link to your google doc (in edit mode!)
]]>
20200325-1440
Use of the subjunctive for a formal register
active
grammar
20221005-1805
Making suggestions
active
grammar
20190418-1837
active
review
grammar_subjunctive_and_unreal_past_selection_c1_01.csv
able = intelligent or good at what you do
to perceive ~ sth (as sth) = to understand or think of sth in a particular way
astute /ə'stu:t/ = eagle-eyed; penetrating; skilled; discriminating; cunning
defensive = attempting to justify or defend in speech or writing
responsive = reacting quickly and in a positive way
upfront = frank and honest
non-committal /'nɔn kə'mitəl/ = not giving an opinion; not showing which side of an argument you agree with
bold = courageous
caring = kind, helpful and showing that you care about other people
grey cardinal = someone who is a Grey Cardinal exerts power behind the scenes, without drawing attention to himself or herself
dignified = calm and serious and deserving respect
ingenious = having a lot of clever new ideas and good at inventing things
self-assertive = aggressively self-assured
dependable = worthy of reliance or trust
self-conscious ~ (about sth) = nervous or embarrassed about your appearance or what other people think of you
witty = able to say or write clever, amusing things
tense = nervous or worried, and unable to relax
Johari window = technique designed to help people better understand their relationship with themselves and others. It was created by psychologists Joseph Luft (1916–2014) and Harrington Ingham (1916–1995) in 1955, and is used primarily in self-help groups and corporate settings as a heuristic exercise. Luft and Ingham named their model "Johari" using a combination of their first names
arena = place with a flat open area in the middle and seats around it where people can watch sports and entertainment; area of activity that concerns the public, especially one where there is a lot of opposition between different groups or countries
façade /fəˈsɑːd/ = way that sb/sth appears to be, which is different from the way sb/sth really is
blind spot = area that sb cannot see, especially an area of the road when they are driving a car; if sb has a blind spot about sth, they ignore it or they are unwilling or unable to understand it
dark horse = political candidate who is not well known but could win unexpectedly; person who keeps their interests and ideas secret, especially someone who has a surprising ability or skill
nitpicking = as nitpicking inherently requires fastidious, meticulous attention to detail, the term has become appropriated to describe the practice of meticulously searching for minor, even trivial errors in detail (often referred to as "nits" as well), and then criticising them (see hypercriticism)
assuming /əˈsju:mɪŋ/ = (of a person) taking too much for granted
SMART = specific, measurable, achievable, realistic, time-bound
Parkinson's Law = old adage that work expands to fill the time allotted. Put simply, the amount of work required adjusts to the time available for its completion. The term was first coined by Cyril Northcote Parkinson in a humorous essay he wrote for the Economist in 1955
20230329
17:00-18:00 MSK | 16:00-17:00 CET
1.5
1333
active
Setting SMART goals
By the end of this session you will have studied
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Personal development
pg 10 ex 6 reading
pg 10 ex 7 vocab
the_business_mac_millan_advanced_students_book_pg6-13_career_development_peter_principle_(...).pdf
Zoom meeting details
A.Vorobyova - Duncan Potter's Zoom Meeting
Meeting ID: 736 3734 5149
Passcode: VhP32d
https://us04web.zoom.us/j/73637345149?pwd=9XbxDC1Zm8liOLa6Q1HQRtaqnUaYQS.1
]]>
The Business Advanced
C1
Unit 1 Personal development
1
Setting goals
Setting goals
active
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Professional goals needn't be enjoyable.
〆false
✓ may be ambitious but realistic
✓ should certainly not be intimidating
✓ may be difficult at times
= challenging
intimidating = frightening in a way which makes a person feel less confident
Goals should always include instructions how to achieve them.
〆depends on local culture
→ focus on application & then draw conclusions
→ focus on principles & then put into practice
= better focus on what to do rather than how
✓ encouraging staff to find answers by themselves is more profitable in the long term
→ boost creativity
✓ design innovative products & solutions
Tasks should be a checklist for micro-controlling subordinate staff.
〆false
✓ mostly relevant for monitoring progress at performance appraisals
→ operational tasks can be restrictive
→ strike a balance between todo lists and milestones
= distinguish tasks from goals
Only long-term goals are relevant.
〆false
→ smaller objectives are easier to achieve
= important to validate success at lower staff levels
You don't actually need to complete 100% of your objectives
✓ true
✓ feasibility studies don't always comply with all customer expectations
〆may be demotivating
→ observe the Pareto Principle
= 20% efforts account for 80% of results
active
textbook
What collocates better: [clear | realistic] guidelines?
✓ clear guidelines
≠ realistic objectives
pg 11 ex 6 collocations
Setting goals
T / Cl
Do you consider your performance appraisals indeed an exciting opportunity to set more challenging goals, or just a stressful meeting that could threaten your position?
✓ depends often more on the manager than your results
〆some managers are unable to provide relevant feedback
〆others may claim merit for your successes
→ feel relieved once they are over
pg 11 ex 7 vocab
pg 11 ex 8 speaking
SMART = specific, measurable, achievable, realistic, time-bound
pg 11 ex 9 role play
→ practise setting SMART objectives
→ practise setting SMART objectives
→ use conjunctions like 'in order' to focus on the goal rather than just how
→ include time-bound milestones when setting SMART long-term goals (reminiscent of a strategy)]]>
active
textbook
✓ references
✓ customer feedback
pg 12 ex discussion
T / Cl
How do you get feedback on your management style?
Obtaining feedback
✓ peer observation
✓ end of course questionnaires
✓ appraisal interview
✓ personality tests, quizzes
✓ feedback from supervisors
pg 12 ex 2 3 vocab
]]>
intimidating = frightening in a way which makes a person feel less confident
performance appraisal = meeting in which an employee discusses his or her progress, aims, and needs at work with his or her manager or employer
to perceive ~ sth (as sth) = to understand or think of sth in a particular way
astute /ə'stu:t/ = eagle-eyed; penetrating; skilled; discriminating; cunning
defensive = attempting to justify or defend in speech or writing
responsive = reacting quickly and in a positive way
upfront = frank and honest
non-committal /'nɔn kə'mitəl/ = not giving an opinion; not showing which side of an argument you agree with
20230327
17:00-18:00 MSK | 15:00-16:00 CET
1.5
1333
active
The Peter Principle
By the end of this session you will have studied
new time slots to be confirmed
20230327 Mondays & Wednesdays 17:00-18:00 MSK | 15:00-16:00 CET
20230326 daylight saving time changes
20230403 Mondays & Wednesdays 17:00-18:00 MSK | 16:00-17:00 CET
Rescheduled from previous lesson
Download onto your tablet or print the following pdf for our next lesson.
English Grammar in Use Advanced 3rd Edition, Hewings
Unit 3 Past simple vs present perfect
Check your answers with the key at the end of the file
pg 7 ex 3.1 3.2 3.3 3.4
pg 241 ex 3
advanced_grammar_in_use_3rd_ed_with_answers_martin_hewings_pg6-7-241_unit3_past_simple_vs_present_perfect_w_key.pdf
pg 241 ex 2 pt 8i
I haven't been back to Russia since I left Bali (= now I am in Belgrade)
I haven't been back to Russia since I have moved to Belgrade (= now I am in Belgrade up to now)
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Personal development
pg 9 ex 5 reading
The Peter Principle
the_business_mac_millan_advanced_students_book_pg6-13_career_development_peter_principle_(...).pdf
Zoom meeting details
A.Vorobyova - Duncan Potter's Zoom Meeting
Meeting ID: 736 3734 5149
Passcode: VhP32d
https://us04web.zoom.us/j/73637345149?pwd=9XbxDC1Zm8liOLa6Q1HQRtaqnUaYQS.1
]]>
active
textbook
T / Cl
Your manager says 'Are you not a bit over-confident?' [habit | action in progress]
✓ Are you not
= present simple for a habit
Your manager says 'Aren't you being a bit over-confident?' [habit | action in progress]
✓ Aren't you being
= continuous aspect to focus on action in progress
Grammar: Perfect & continuous aspects
pg 8 ex 1 listening
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_04.ogg
pg 8 ex 2 discussion
→ practise perfect aspect
e.g. I have achieved...
→ practise perfect continuous
e.g. I have been working on...
Grammar: The passive
pg 8 ex 3 using the passive
pg 9 ex 4 grammar
pg 9 ex 5 grammar
Tense, aspect and voice
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to suit sb down to the ground = to be extremely convenient for sb
employability (long-term ~ / short term ~) = fact of having the skills and qualifications that will make sb want to employ you
invariable /ɪnˈvɛərɪəbl / = always the same; never changing
premise = statement that is assumed to be true and from which a conclusion can be drawn
aptitude = natural propensity or talent
flawed = which has a mistake. error
discretion (at sb's ~) = freedom or power to decide what should be done in a particular situation
thus = from that fact or reason or as a result, in the way indicated
performance appraisal = evaluation of work achieved
insight = clear or deep perception of a situation
to get the upper hand = to be in a controlling position
to juggle = to manage several tasks at the same time
to assert oneself = to behave in a firm, confident way
attribute = quality ascribed to a person or thing
satire = way of criticizing a person, an idea or an institution in which you use humour to show their faults or weaknesses; a piece of writing that uses this type of criticism
20230320
09:00-10:00
1.5
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active
Starting in a new company - personal development
By the end of this session you will have studied
new time slots to be confirmed
20230327 Mondays & Wednesdays 17:00-18:00 MSK | 15:00-16:00 CET
20230326 daylight saving time changes
20230403 Mondays & Wednesdays 17:00-18:00 MSK | 16:00-17:00 CET
Practical English Usage, M.Swan, 4th ed
pg 87 self study guide
51 present perfect vs present perfect continuous (aka progressive)
→ additional practice below (was postponed from 20230315)
Download onto your tablet or print the following pdf for our next lesson.
English Grammar in Use Advanced 3rd Edition, Hewings
Unit 6 Present perfect vs present perfect continuous
Check your answers with the key at the end of the file
pg 13 ex 6.1 6.2
pg 241 ex 2
advanced_grammar_in_use_3rd_ed_with_answers_martin_hewings_pg12-13-241_unit6_present_perfect_vs_present_perfect_continuous_w_key.pdf
Download onto your tablet or print the following pdf for our next lesson.
English Grammar in Use Advanced 3rd Edition, Hewings
Unit 3 Past simple vs present perfect
Check your answers with the key at the end of the file
pg 7 ex 3.1 3.2 3.3 3.4
pg 241 ex 3
advanced_grammar_in_use_3rd_ed_with_answers_martin_hewings_pg6-7-241_unit3_past_simple_vs_present_perfect_w_key.pdf
Download onto your tablet or print the following pdf for our next lesson.
The Business Advanced
Personal development
pg 7 Top tips for getting on in the workplace
pg 6 ex 4 reading & discussion
the_business_mac_millan_advanced_students_book_pg6-13_career_development_peter_principle_(...).pdf
Zoom meeting details
A.Vorobyova - Duncan Potter's Zoom Meeting
Meeting ID: 736 3734 5149
Passcode: VhP32d
https://us04web.zoom.us/j/73637345149?pwd=9XbxDC1Zm8liOLa6Q1HQRtaqnUaYQS.1
]]>
The Business Advanced
C1
Unit 1 Personal development
1
How do you make a good impression to climb the career ladder?
Making a good impression to climb the career ladder
active
edit_ol_qa
pix/icons8-collaboration-100_white.png
Imagine you're starting to work in a new company. Do you try to shine from the very 1st day or keep a low profile?
✓ steer clear of responsibilities
→ avoid meetings?
✓ focus on business lunches with colleagues
→ get insider information
→ create some informal relationship
to steer clear = to avoid, direct (oneself) somewhere
Nowadays, do you work more with or without your boss?
✓ probably more work without your boss thanks to empowerment
✓ more independence given since telework has become more common
→ volunteer to attend conferences
→ build your network & get noticed
What should managers tell you when setting objectives: how or what to achieve? and what should you do?
✓ what to achieve & why
✓ perhaps only managers have the full picture
→ don't spend too much time on e-mails
→ focus on direct contact or phone calls
= be more visible & get remembered better
In the 21st century, your career progression depends on the corporate ladder, or continuous learning?
✓ continuous learning (to improve your employability)
If the workplace is like a minefield, it's ruthless or friendly?
✓ ruthless
= exaggeration, suggests a rather humorous stance
✓ share if it's a success due to teamwork
= be noticed by your managers for encouraging team spirit
active
textbook
pg 6 ex 1
Lexical material: Career development
T / Cl
When you achieve your targets, should you tell others about it?
✓ yes, you have to get yourself noticed
= being a career builder
pg 6 ex 2 3 scan reading
pg 6 ex 4 reading & discussion
pg 7 Top tips for getting on in the workplace
T / Cl
To get things done faster, do you work alone, or scratch a few backs?
✓ scratch a few backs
= to do favours for people in the hope they will be returned, e.g. Scratch my back and I'll scratch yours
To get promoted, do you try to get more of your manager's mind-share, or avoid reporting without any particular reason?
✓ avoid reporting if nothing to say (in a more modern environment)
✓ get your manager's mind share (in a more traditional environment)
pg 6 ex 5 listening
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_01.ogg
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_02.ogg
the_business_mac_millan/the_business_advanced/the_business_advanced_audio_cd01/the_business_advanced_audio_cd01_03.ogg
T / Cl
Isn't it professionally suicidal to say no to overtime?
✓ set limits for the amount of overtime you do
→ keep work life balance
→ don't burn out
= make sure you keep an eye on your work life balance
≠ don't pass the buck (i.e. avoid responsibilities)
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room for manoeuvre /məˈnu:və/ = the chance to change the way that sth happens and influence decisions that are made
roto-patterns = short breaks during the work day thanks to other team members covering for each other's absence
cogwheel = wheel with a series of teeth on the edge that fit between the teeth on the next wheel and cause it to move
to pass the buck = to ask someone to do an unpleasant task for you, e.g. Buck-passing clerks in stores make customers angry
ruthless = having no pity or compassion
stance = standpoint; an attitude of mind
to blackmail sb (into doing sth) = to force sb to give you money or do sth for you by threatening them, for example by saying you will tell people a secret about them
to dress up = to put on special clothes to appear particularly appealing and attractive
to dress down = to dress informally and casually
to steer clear = to avoid, direct (oneself) somewhere
PA = personal assistant
appraisal = assessment
pantomime /ˈpæntəmaɪm/ = performance using gestures and body movements without words
to slave away (at sth) = to work very hard
daring = brave; willing to do dangerous or unusual things
foul-up /ˈfaulʌp/ = problem caused by bad organization or a stupid mistake
undertaker = person whose job is to prepare dead people to be buried or cremated, and to arrange funerals
cringing = totally submissive
grovelling = creep on the earth, or with the face to the ground; to lie prone, or move uneasily with the body prostrate on the earth
sycophancy = flattering obsequiousness, trying too hard to please sb, especially sb who is important
cock-up = mistake that spoils people's arrangements
jammy = lucky, especially because sth good has happened to you without you making any effort
waffle = language that uses a lot of words but does not say anything important or interesting
inert = without power to move or act
self-confident = showing poise and confidence in your own worth
mind-share = amount of time spent thinking on sth
to scratch a few backs = to do favours for people in the hope they will be returned, e.g. Scratch my back and I'll scratch yours
