Tài liệu bổ trợ môn Tiếng anh - Đọc 3

TRƯỜNG ĐẠI HỌC NGÂN HÀNG TP.HCM

TÀI LIỆU BỔ TRỢ MÔN HỌC TIẾNG ANH – ĐỌC 3

Chủ biên:

TH.S PHẠM KHẮC THỜI

Thành viên:

ThS Trần Đức Minh ThS Nguyễn Thành Tuân

ThS Trần Tố Trân

Thành phố Hồ Chí Minh – Năm 2023

3 Reading passage 3 100

Glossary 105

Answer keys 117

References 143

PREFACE

It is widely recognized that proficient reading skills are fundamental in mastering the English language, as they contribute significantly to expanding vocabulary, enhancing grammatical understanding, and facilitating exploration across diverse subject areas In our commitment to augmenting the reading capabilities of our Business English students at HCM University of Banking, we have incorporated the textbook "Q Skills for Success 4: Reading & Writing" into our Reading 3 course This textbook, encompassing a broad spectrum of skills and topics, has proven instrumental However, we observed a necessity for supplementary materials to deepen students' comprehension of the business domain Consequently, we have compiled "Reading Plus 3," a resource-rich book designed to immerse Business English students in a comprehensive business knowledge and environment This book could be used both as a part of classroom lesson and as a complementary material for those who wish to further enrich their business-related knowledge and language

This publication comprises eight meticulously curated units, aligning with the B2+ level of our primary textbook Each unit, centered around highly engaging topics, is equipped with vocabulary-building activities and insightful reading passages These are complemented by practical exercises that enable students to effectively apply their newly honed reading skills We advocate for adherence to this structured approach, culminating in the utilization of answer keys provided at the book's conclusion

As a team of four dedicated educators, we believe this book will be instrumental in advancing the reading communication skills vital for business success For students, it promises to be a cornerstone in your academic and professional journey For teachers, it serves as an invaluable resource to enhance your pedagogical endeavors

We cordially invite all students and educators to engage with this book, confident in its potential to be a pivotal resource in mastering business English We wish you success and confidence as you navigate your academic pursuits and future career endeavors

UNIT 1 - PROJECTS

Reading strategy: Previewing and predicting

When you preview a text, you look through it quickly to learn general information To preview,

• Read the title of the text

• Look at any charts, graphs, pictures or captions

• Skim the text for paragraph headings These indicate important ideas that will be

developed in the text

Previewing helps you predict what the text is about and prepare you to better understand it

5 completely stupid and without any purpose

6 makes a subject or problem more difficult to understand, especially by introducing unnecessary ideas or items

7 say that something is not allowed by the rules, especially in sports

8 resources, such as money, space, people or time, that are not being used fully 9 cry or complain about something bitterly

10 giving someone too much work or too much responsibility for a particular job 11 not working, or doing something without any specific purpose, intent or effort

1.2 Reading practice

Fine-Tune Your Project Schedule

Do you have a staff member sitting idly in the midst of the other busy ones? If so, your

project schedule might need fine-tuning

One of the most common problems that project managers weep about is ‘unrealistic

timelines’, a common consequence of clients having set their expectations too high Ironically, there are times in a project when a staff member is waiting for a colleague to

finish so he can start his own task Does the project manager shout foul and blame other people? Chances are, the project schedule needs a second look

The basic foundation of managing a project is creating an efficient and realistic project schedule During project planning, the project manager is given the chance to give

it some fine-tuning Given that most projects do not have the luxury of time, the project manager’s objective is to create the shortest schedule possible without sacrificing its scope

and quality

The critical path

If you want to deliver on time, or shorten the project duration, focus your attention on the critical path ‘When the critical path is shortened, the project is finished early When the critical path is maintained, the project is finished on time When the critical path is extended, the project is delayed It cannot be over-emphasised here that if there are any tasks in the schedule that a manager should pay close attention to, it is always those in the critical path

It is quite funny to note that some managers simply stretch the bars in the Gantt chart

so that all tasks finish in parallel; doing so simply clouds the entire project schedule Doing

the right things and doing them right are two important ingredients to successful project planning

Here are some right things done right:

• Estimate the tasks individually Make a list of tasks first Do not put them directly into the Gantt chart, because doing so may influence the estimates and the timeline

• Identify the task dependencies Some tasks cannot start until prior tasks are finished Obviously, you can’t install a roof over a house with no walls

• Create your Gantt chart Make sure you use the original estimates and adjust the task based on dependencies Don’t try to schedule putting on the roof and building walls in parallel

• Identify your critical path(s) Find the longest path of tasks in the Gantt chart Take note that you may have more than one critical path in your schedule; and not all tasks are part of the critical path

Slack time

Slack time, as the name implies, is the time when one can relax, delay a task but still

finish the project on time Managers tend to remove it from the schedule to impress their bosses or clients While this may look good on the surface, there are consequences when it is not done properly

For starters, accept the fact that slack times are a normal phenomenon in project schedules The role of a manager is to identify and minimise them Once there is acceptance, start thinking of ways to reduce slack times and improve productivity

Crashing

Crashing is the process of shortening delivery time It is used when stakeholders ask

for a faster delivery without reducing the scope of work For one, do not crash tasks that

are strictly interdependent on one another, such as applying a second coat of paint Note that crashing works only on tasks in the critical path because reducing time on non-critical tasks will not affect the project delivery time

You can put two people to work in parallel and have the task completed in half the time Or you can assign a more productive resource who can finish the work earlier In any

case, make sure you assess the risks Also, make sure you are not over-assigning critical tasks to your best team member It is mindless to assume that your best resource can work

16 hours a day for three weeks

Exercise 1

A Read the title and look at the picture in the reading passage Write two things the reading passage may be about

1 2

B Read the headings of each section Write down what each section may be about

The critical path _ Slack time _ Crashing _

Exercise 2: Rewrite the statements, if necessary, according to the writer’s ideas

1 One minor aspect of project planning is knowing which tasks are dependent on other ones

2 Project managers often set their expectations too high, and clients complain that timelines are unrealistic

3 Periods of non-productivity or inactivity are unacceptable at any time during a project 4 All the team should devote as many hours as necessary to complete critical tasks 5 One way of speeding up a project is getting more than one person to work on a critical

task at the same time

6 By focusing on key tasks, a project manager can ensure the project is delivered on time or is finished ahead of schedule

7 The project manager's aim should be to complete the project as soon as possible without compromising the original schedule

2 READING PASSAGE 2 2.1 Vocabulary practice

Exercise 1: Read the sentences and find synonyms in the text for the boldfaced phrases 1 The company will be in serious difficulties if they don’t complete the project within the

time schedule and cost estimates (para C)

Para I

7 doesn’t happen as planned _

8 failure to ensure that work is done correctly _

2.2 Reading practice

Up, Up and Away

Tony Douglas is redefining how to run massive construction projects

“To the west of London is a vast building site In the midst of a landscape of mud and men rises a vast glass-fronted box that will soon be Britain's largest freestanding building This is Heathrow airport's fifth terminal, destined to cater for 30m passengers a year It will include not just a terminal but also new road and rail links, and connections to the London Transport network

Big construction projects are always tricky, but airports bring special problems: tricky building techniques, and the need to interface with other transport links and to install sophisticated electronics to handle passengers and baggage

The man in charge of this logistical nightmare, Tony

Douglas, came to British Airports Authority via stints in the car and the commercial jet

Skimming strategy

Skimming is reading a text quickly to get a general idea of what it is about When you skim, use these tips

- Read the title

- Look at any images and read any captions

- Quickly read the first sentence of each paragraph - Move your eyes quickly

through the text Do not read every sentence or every word - If the text is short, read the

first and last sentence of each

paragraph

industries, and at Kenwood, a domestic appliance firm For three years, he ran BAA's (British Airports Authority) supply chain He took over as project manager for T5 (as the project is known) after the last boss left suddenly The risks attached to this huge project are so great that BAA has been forced to tackle it in novel ways If this giant endeavour is not completed on time and on budget, it could take the whole company down

First, BAA is unusual in running the project itself Mr Douglas insists that outsourcing to a big project management group such as Bechtel would cost more, not less Second, as much as possible of the construction is taking place off-site This reflects the site's physical constraints: it has only one entry point, through which a 12-metre load must move every 30 seconds for a period of four years And the site has capacity for no more than two days of storage The solution, he says, has been some “car industry logistics” - a large investment in computing and training that no individual supplier would have made

But the biggest novelty is the T5 Agreement This is a contract with the project's main suppliers, companies and subcontractors like Balfour Beatty and Bombardier, which aims to minimise the conflicts and cost-cutting that usually plague big building works

Usually, contractors hold a beauty parade and take on the suppliers who bid lowest The suppliers rely on glitches and delays to bump up the cost Every time something goes wrong, legal haggling breaks out among suppliers and between them and the contractor, and work shuts down for weeks on end With construction behind schedule, time runs short for the final installation and testing of the electronic systems

Under the T5 Agreement, BAA carries the risk, putting a precautionary sum into a fund that will be shared out among all its suppliers if the project finishes on time and budget The effect, says Mr Douglas, has been to change the whole pace and culture of the project, allowing teams of employees from different suppliers to work together

As one example, he cites the elegant steel air traffic control tower When the first two sections were engineered, they were out by 9mm “Normally,” says Mr Douglas, “the manufacturers would have blamed the structural engineers, who would have blamed the steel fabricator.” At first, they did just that Then Mr Douglas said, “Guys, this is my problem,” and sent them off to find a collective solution

New departures

Passing risk to suppliers chosen by beauty parade increases the risk of corner-cutting And, as T5’s suppliers are partners who will work on future projects, they have an incentive to do a good job If something goes wrong later, there may be a debate about negligence, but not about which supplier is to blame

If T5 works so well, why isn’t BAA building airports elsewhere? A bigger priority, at least for now, is to get permission to build an additional runway at Stansted, London's third airport But ultimately, success will surely point to a spin-off business that can build other big projects safely and cheaply

Exercise 1

A Read the title and look at the picture in the reading passage Write two things the reading passage may be about

1 _ 2 _

B Read the heading “New departures” Write down what this section may be about

Exercise 2: Read the text and find the information to complete the following lists

1 The principal problems related to building airports _ _ 2 BAA’s options for managing the project

_ 3 The specific constraints imposed by the nature of the site

_ 4 The major risks usually involved in managing a project like T5 _

3 READING PASSAGE 3

3.1 Vocabulary practice: Match the words found in the text with their definitions

1 distinctive A give support to an opinion, idea, or feeling, and make it stronger

2 franchise B the group of people who work in a company, industry, country, etc

3 slip C force someone to experience something very unpleasant 4 overhaul D working within a company or organization

5 workforce E a right to sell a company's products

6 in-house F easy to recognize because it is different from other things 7 payroll G completely change a system so that it works more effectively 8 reinforce H a person, group, or organization that you compete with 9 rival I go down in value

10 subject J the total amount of wages paid to all the people working in a particular company or industry

3.2 Reading practice

A Sweet Success

Ice-scream equipment manufacturer takes a rocky road to world domination

A Whether cone or cup, soft-serve or

gelato, the odds are good that the ice-creams bought by sweltering sightseers and beach-goers across the northern hemisphere this summer came from machines made by Carpigiani, a private Italian firm In more than 100 countries,

the firm's distinctive blue and

white emblem has come to stand for the very Italian art of making ice-cream Several

large franchise chains such as Cold Stone, which has over 1400 stores in America and

East Asia and expects a further 70 to open this year, depend on Carpigiani’s machines So do fast-food chains like Pizza Hut and McDonald's The firm has won around half of the global market for ice-cream makers, according to Gino Cocchi, its managing director No wonder, then, that Carpigiani is making money by the scoopful

B But Carpigiani's success has not always been assured It stagnated for much of the

decade after the death in 1982 of Poerio Carpigiani, a smart marketing man and one of two brothers behind the firm (The other, Bruto, who designed their first machine, died in 1945, one year before the company was founded.) Complacency had set in Quality

fell, complaints rose and Carpigiani’s share of world sales slipped from 25% in 1980

1,000-strong workforce by half He scrapped television advertising, always an

extravagance for a machinery manufacturer Carpigiani also resorted to outsourcing Its four factories (two in Italy, one in Spain and one in America), which produced about

40,000 machines last year, are essentially assembly lines, as few parts are made house any more

in-D The introduction of a system for quality control also helped get Carpigiani back on

track It was the first firm in the business to win a major industry accreditation A renewed emphasis on research and development was especially important, since poor materials caused many of the firm's problems Carpigiani’s technical department had

10 employees in 1990 when the payroll at its factory and headquarters in Anzola Emilia

was 300; it now has 50 out of a payroll of 250 It’s Gelato University teaches the

nuances of ice-cream making, and collaboration with traditional universities reinforces

its internal research The university in nearby Bologna, for example, is helping it to develop special steels, composites and plastics

E All this helps Carpigiani meet stringent regulations for machines that make food in

countries such as America The firm generates about one-third of its income there, with its 85% share of the American market for machines that make posh Italian ice-cream and 30% for machines that make soft ice-cream Hygiene is fundamental Machines that minimise intervention by human hands by cleaning themselves, for example, are more expensive, but help to ensure that the ice-cream they produce is safe to eat

F Cost-cutting, quality control and technical innovation, in turn, have helped Carpigiani fend off cheaper Chinese rivals, many of which have copied its designs It is even

building a new factory in China, to make machines for the local market Globalisation

may have subjected Carpigiani to stiffer competition, but it is also helping to propagate

a taste for genuine Italian ice-cream among China's swelling middle class

Exercise 1: Look at the picture, read the title and the line printed immediately below it, then write down what you think the passage might be about

Exercise 2: The following questions refer to information given in paragraphs A-F Which paragraph(s) are referred to in each question?

1 _ How did Gino Cocchi turn the company around?

2 _ What led to Carpigiani increasing its market share in the US? 3 _ Which factors caused Carpigiani’s decline?

4 _ What are the positive and negative impacts of globalisation on the company? 5 _ What do we know about the company’s current situation?

6 _ What does Gino Cocchi say the company had forgotten?

UNIT 2 – TEAMWORKING

Reading strategy: Highlighting and annotating

Highlighting: Decide the purpose of your highlighting Then highlight, underline, or circle information in a text such as:

• the main idea or topic of a paragraph • keywords, details, or examples

• phrases that summarize the information

Use different-colored highlighter pens for different types of information For example,

use one color for main ideas and another for details

Annotating: Read a paragraph and decide what is important Then write brief notes

in the margin of the page You may use abbreviations such as these: T = thesis

Ex = example

S = summary R = reason

MI = main idea ? = question

1 READING PASSAGE 1

1.1 Vocabulary practice: Complete the sentences below with the words in the box You may need to change the form of the words

teaming facilitator

assign franchise

collaborate legitimate

co-ordinate commitment

1 We have on many projects over the years 2 We have 20% of our budget to the project

3 All lenders issue a letter in connection with a mortgage loan 4 They brought in an outside to lead the discussions

5 Good increases both efficiency and morale

6 Each store is owned by an individual who pays a fee for the 7 It is her job to the work of the teams

8 The army must give power back to the government

1.2 Reading practice

We're Doing It Our Way

After 13 years of working nine to five, Toby and Rebecca Ruddle have bought a franchise and are becoming independent

When my wife and I open the doors of our own business, a gourmet gift shop, next month, we will be leaving 13 years in secure office jobs behind We are finally giving up

the safety of a regular income to take the risk, to fly or to crash 1

Since we met in 1998, Rebecca and I have been captivated by the allure of escaping the confines of traditional office life Over the years, our shared passion for entrepreneurship has led us to explore a myriad of exciting ideas, ranging from ventures in retailing to venturing into the dynamic world of dotcom start-ups We have brainstormed everything from retailing to dotcom start-ups to British-style hotels in the US In our quest for the ideal business endeavor, we've diligently scoured potential premises, meticulously sourced suppliers, and conducted extensive market research But until we discovered franchises, one thing always held us back: fear

Starting up your own business means taking a massive risk; 70% of all new businesses fail in the first three years Our survival chances were slim, and that safe regular

income that paid the mortgage didn't seem so bad after all 2

Then we started looking at franchises I was skeptical Many didn't seem legitimate, advertising earnings They leave you to sell an unsellable product while the franchiser takes your profits A little research, however, showed that if you were careful, this did not have

to be the case 3 Despite the national or global nature of the company, each shop is a

small business And the failure rate of legitimate franchises is a mere 10%

There are drawbacks, of course You have to pay the franchise a start-up fee and a percentage of your profits for the use of their concepts and trademarks, and you have to

follow their plan 4

When we went to the British Franchise Exhibition at Wembley to find a franchise last April, we found the range was incredible However, after years of working in jobs in which we had little interest, we wanted a business for which we would have a passion

5

The Company was called Oil & Vinegar The idea, John Blogg, the co-founder, explained, was a gourmet gift shop where the customer buys luxury foods such as truffles, stuffed olives, herbs and spices and kitchenware all beautifully presented and gift-wrapped

6 The company was now looking at the British market

In just one short month, we'll be unlocking the doors to our very own Oil & Vinegar shop, marking a significant milestone as it becomes the inaugural establishment of its kind in England It's important to acknowledge that, despite our excitement and determination, an undercurrent of fear still courses through our veins The unknown landscape of entrepreneurship, the challenges of introducing a novel concept into the market, and the weight of responsibility all contribute to our apprehension Nevertheless, we are resolute in our decision to move forward Yes, the fear is undeniably present, but our unwavering dedication and shared vision propel us to embrace this thrilling adventure

So to the future Rebecca and I have quit our decently paid, safe jobs When we open in a month's time, it will be the first Oil & Vinegar shop in England (the first British shop opened in Glasgow in July) Are we still scared? Very Are we doing it anyway? Definitely

Exercise 1: Follow these steps to highlight and annotate the following paragraph

● Highlight in one color (or circle) the main idea of the paragraph ● Highlight in another color (or underline) the key details

● Underline an example and write a note in the margin that identifies the specific example

Since we met in 1998, Rebecca and I have been captivated by the allure of escaping the confines of traditional office life Over the years, our shared passion for entrepreneurship has led us to explore a myriad of exciting ideas, ranging from ventures in retailing to venturing into the dynamic world of dotcom start-ups We have brainstormed everything from retailing to dotcom start-ups to British-style hotels in the US In our quest

for the ideal business endeavor, we've diligently scoured potential premises, meticulously sourced suppliers, and conducted extensive market research But until we discovered franchises, one thing always held us back: fear

Exercise 2: Choose the best sentence (A–G) to fit each of the gaps in the article There is one extra sentence

A However, a 90% success rate encouraged us to start looking more closely

B I was surprised to learn that some household names are franchises, such as Bodyshop, McDonald's, and Thorntons

C The shops had taken off in their native Holland and were spreading across Belgium and Germany

D We have bought into estate agencies, interior designers, coffee shops, and car repairers, but nothing caught our imagination until we came to the last stand

E A friend told us that franchises were extremely expensive and that we would do better to invest in something else

F We fell into a pattern of becoming discontented with our jobs, looking into going it alone, getting scared, and dropping the idea

G It is terrifying and exciting

2 READING PASSAGE 2

2.1 Vocabulary practice: Match the definitions (A–H) with the vocabulary (1–8)

1 assign A to plan, organize, or arrange the parts of something 2 existing B the act or process of making an exact copy of something 3 structure C to give somebody a particular job to do

4 consult D to act or work together for a particular purpose, or to be helpful by doing what someone asks you to do

5 duplication E things that you say that express your admiration and approval of someone or something

6 external F used to refer to something that exists now

7 praise G to get information or advice from a person, book, etc 8 cooperate H of, on, for, or coming from the outside

2.2 Reading practice

First-Time Leader

Taking on a leadership role for the first time is tough There is always pressure on you to do the right things, and to be seen to be doing them But, unless there's something that needs sorting out urgently, your first few months in the role will be better spent in understanding the people and the situation One easy mistake to make is to think that you, as a leader, the top person with the top salary, have the sole

responsibility and the know-how to solve every single problem yourself And you can be sure that others will encourage you to think that way since it takes the pressure off them, and satisfies their natural urge to leave the solving of problems to others Instead, try using existing resources to identify the current position and the ways to change it for the better

Start by consulting widely, beginning with the people who now report to you directly, as these are most likely to be the people with the expertise and experience to tackle some of the problems that are identified A series of one-to-one meetings, though time-consuming, will be worthwhile, especially if they are structured to provide you with the information you need to make decisions later on Two useful questions are: 'What do you see as the biggest problem facing the department questions are: 'What do you see as the biggest problem facing the department now?' and 'What one change would make the most difference to our success?' From their answers, you can build up a picture of your people, as well as of the issues Some will consider the needs of the department as a whole, while others may just concentrate on their own particular concerns You will also have had personal contact with each person and can judge who you will work well with in the future

Overlap in their responses is a useful pointer to the priorities needing your attention If there is no duplication in problems or solutions, it means that you have inherited a disunited group which will need some team-building and restructuring If no clear picture emerges, it means that your people are part of the problem: you will need to make them aware of this

At the same time, consult with customers Be open to criticism and to praise Compare the views of your department with this external viewpoint and see where the biggest gaps are This will help to identify areas for action

While you are data-gathering, have a look at the figures Apply different measures from the standard ones You probably lack knowledge about which company products are profitable, and you recognize that staff costs are a key factor So, ask for an analysis of profitability per employee There will be some grumbling that the new figures involve extra work, but the analysis will reveal how many and what kind of staff your company really needs

Finally, a key issue for you as a new leader is to establish priorities If you have done your research well, you will have identified a number of areas for action Bring your senior team together and tell them about your research findings, both the problems and the suggested solutions Together, plot the solutions on a big graph, with one axis relating to the amount of difference the action would make; and the other axis to the ease of implementation This will prompt useful discussion on the issues and the means of resolving them In selecting priorities, you might well gain volunteers to tackle some of the tasks Agree on actions, assign responsibilities, and establish dates for completion and progress reviews

Exercise 1: Highlight and annotate the following paragraph

Taking on a leadership role for the first time is tough There is always pressure on you to do the right things, and to be seen to be doing them But, unless there's something that needs sorting out urgently, your first few months in the role will be better spent in understanding the people and the situation One easy mistake to make is to think that you,

as a leader, the top person with the top salary, have the sole responsibility and the how to solve every single problem yourself And you can be sure that others will encourage you to think that way since it takes the pressure off them and satisfies their natural urge to leave the solving of problems to others Instead, try using existing resources to identify the

know-current position and the ways to change it for the better

Exercise 2: Choose the correct answers

1 Employees encourage their boss to believe that he or she should solve all the problems because they

A really don't want to have to solve the problems themselves B believe that the boss is paid to solve problems

C know that the boss has a lot more information about the issues than they do D feel that they shouldn't have to solve problems created by other people 2 How should you structure your first meetings according to the writer?

A Explain to each member of staff the problems facing his or her department B See people individually and ask each one the same questions

C Ask each member of staff to help in setting priorities for action D Bring everyone into the discussion to get an agreed plan of action

3 Getting the same answers from different people during your research tells you that A the people who are under you clearly do not work well together

B a lot of your department's problems are caused by the people themselves C you have identified the most urgent issues needing your attention

D your department is working well despite a number of problems

4 It is useful to talk to customers about the performance of your department because A they are likely to be more honest and open than your own staff

B it makes your customers feel that their opinions are important to you C it gives you an opportunity to criticize or praise them

D you can evaluate what they say against what your own staff told you

5 What might you learn from the kind of financial analysis that the writer recommends? A that you need to employ fewer people, or people with different skills

B that you can increase profitability by using different measures C that this kind of financial analysis involves a lot of extra work

D that financial data must be combined with other information to give a full picture 6 According to the writer, using a graph as part of the meeting with senior staff is a good way to

A set deadlines for completing the work and reporting back B give feedback to your staff on the results of your research

C get your staff talking about the issues and what to do about them D show which members of staff should tackle the various problems

3 READING PASSAGE 3

3.1 Vocabulary practice: Complete the sentences below with the words in the box You may need to change their forms

practice insult

undervalue effort

Abusive back up

oppressive

inferiority complex

1 After many years in an relationship, she left her husband 2 What can European companies learn from Japanese business ? 3 First, he drank all my wine and then he all my friends

4 He's always had an about his height

5 The enormous stock of gold has been deliberately at about one-quarter of the

3.2 Reading practice

Bullying in the Workplace

Do you know or work with someone who undervalues other people's efforts, ignores their viewpoint, or even publicly insults his or her co-workers? That person is a bully and is bad news for any company, though often the people at the top don't know, or worse, don't want to know A bully will set impossible deadlines, make fun of people, and ridicule them whenever they make mistakes The worst type will also

shout and be abusive What motivates bullies? No one is sure, but it may be that they are suffering from some kind of inferiority complex

According to a recent survey, the situation is far worse than originally thought and has become worse in the past year It's quite likely that the increase is a direct result of the current business culture with its emphasis on competition and aggressive 'masculine' management styles, combined with the stress of job insecurity', that is, the ever-present fear of losing one's job The survey quotes the example involving the appointment of an aging male manager who could not come to terms with women in management positions His relationship with the mainly female staff created massive problems throughout the whole organization The oppressive atmosphere did nothing to promote efficient working practices, with stress levels rising and confidence and spirits falling It wasn't easy for the staff to report him and it took a while to convince those at the top, but they did the wise thing and got rid of him

Bullying must be recognized and dealt with A fair disciplinary procedure should be in place Once a bully has been identified, employers must ensure that both sides have the opportunity to make their case and be able to appeal against any disciplinary action taken

If you work with someone who uses inappropriate or threatening language or behaves in a rude and abrupt manner, you could be dealing with a bully Whatever you do, you must not become a victim: if you do not fight back, you are giving the bully

encouragement to continue On the other hand, try not to get upset, you will feel worse and the bully will be very satisfied So, keep cool, be patient, and take action when you are sure you can be effective Talk to colleagues, and see what they think Make a note of conversations, and keep memos and letters, as these will be needed as evidence to back up your case Bullies don't always realize that their behavior is offensive, upsetting, and threatening, and it may be that a few well-chosen words will defuse the situation But if this fails, the employer will have to intervene, give proper warnings, and be prepared to dismiss the persistent offender

Exercise 1: Highlight and annotate the following paragraph

According to a recent survey, the situation is far worse than originally thought and has become worse in the past year It's quite likely that the increase is a direct result of the current business culture with its emphasis on competition and aggressive 'masculine' management styles, combined with the stress of job insecurity', that is, the ever-present fear of losing one's job The survey quotes the example involving the appointment of an aging male manager who could not come to terms with women in management positions His relationship with the mainly female staff created massive problems throughout the whole organization The oppressive atmosphere did nothing to promote efficient working practices, with stress levels rising and confidence and spirits falling It wasn't easy for the staff to report him and it took a while to convince those at the top, but they did the wise

thing and got rid of him

Exercise 2: Choose the correct answers

1 According to the writer, bullies are people who

A use cruel teasing to make other people feel inferior B enjoy upsetting people by spreading bad news C cannot get on with people of the opposite sex D believe that they are better than everyone else

2 According to the survey, bullying has become more common recently because A age and sex differences between management and staff cause tension B people are afraid they might lose their jobs if they are not strict C people feel they must be competitive and tough in order to survive D most managers prefer to ignore bullying in the workplace

3 In the example, what effect did the bullying manager have on the company? A Staff morale was very low as a result of his behavior

B He was finally dismissed when senior management realized what was happening C People felt bad about reporting him to senior management

D He got on much better with male colleagues than with female colleagues 4 To deal with bullies, there should be a proper procedure so that

A people who have been bullied can appeal to senior management against dismissal B both the person accused and the people accusing can put their point of view C management can dismiss anyone suspected of bullying other employees D everyone will know that the company has a definite policy on bullying 5 If you feel you are the victim of bullying, the writer recommends that you should

A repay bullies by being rude and aggressive to them in turn B collect evidence to prove that the person is guilty of bullying C persuade other members of staff to support you

D report the situation immediately to your supervisor

6 What does the writer mean by the phrase a few well-chosen words will defuse the situation in the few last sentences?

A It's a good idea to give the bullies a list of words that people find offensive B Employers should be told very diplomatically about the bullies' behavior C Bullies should be told that they will be sacked if the bullying doesn't stop D Bullies might change their behavior once it is pointed out to them

UNIT 3 – TECHNOLOGY

Reading strategy: Making inferences

Making inferences about a text means that you use your knowledge to make a

logical conclusion about the information that is given

“Brene Brown, Ph.D, a social scientist and research professor, has been doing extensive research over the past 17 years on what she calls our “inextricable human connections” and on true belonging.”

You can infer:

• Brene Brown has the training and the knowledge to conduct and evaluate research

• She’s very interested in human connections and true belonging

Making inferences helps you improve your comprehension and understand a text more deeply

.Tips

• Your inferences should always depend on the author’s words first and your

experience second

• Make sure your inferences are not contradicted by statements that are made

later in the text

1 READING PASSAGE 1

1.1 Vocabulary practice: Match the nouns (1-9) with their meanings (A-I)

1 design A a piece of equipment used for a specific task 2 model B an area where mobile technology can operate 3 subscriber C a particular type of machine

4 laptop D software or information that can be moved from one electronic device to another

5 appliance E a device to read information

6 sensor F a portable computer

7 network G a person paying to hire a telephone line 8 coverage H a set of connected technologies or systems

9 download I the appearance of something because of the way it has been planned and made

1.2 Reading practice

The March of The Mobiles

Is there no limit to the potential market for mobile communications?

When it comes to new designs for mobile phones, the model that was announced last week by a start-up based in Arizona really goes to the limit Shaped like a bone, it operates only as a speakerphone, picks up automatically when called, is mounted on a red strap for wearing around the neck, and is labelled with a large paw - because the PetsCell, as it is called, is a mobile phone for dogs Pets Mobility, the firm behind this astounding device, boasts of “connecting every member of your family - even your pet”

This is not quite as ridiculous as it sounds Indeed, you can expect more examples of this kind of thing The reason is that the mobile-telecoms industry has become a victim of its own success With sales of 600m units a year, mobile phones are simultaneously the world’s most widespread communications devices, computing devices and consumer electronics products Almost everybody in the developed world now has one, and growth is booming in the developing world, too China is the world’s largest market for mobile phones, and Africa is the fastest-growing In the least developed parts of the world, entrepreneurs such as Bangladesh’s “telephone ladies” rent out mobiles by the minute, putting phones into the hands of even the poorest The much-quoted statistic that two-thirds of the world’s population has never made a phone call is no longer true

As a result, the industry is frantically looking for new sources of growth, since it will not be able to rely on subscriber growth for much longer And in the developed world, it cannot rely on subscriber growth even now Hence the logic of selling phones for dogs Another untapped market is phones for infants: Communic8, a British firm, has launched the MyMo, a simple phone aimed at four- to eight-year-olds, while SK Telecom in South Korea offers a similar device, i-Kids, with built-in satellite tracking And even when every human, cat and dog has a phone, there are always cars, laptop computers, household appliances and industrial machinery Install a phone and some sensors inside a bulldozer, and it can call a mechanic before it goes wrong DoCoMo, Japan's leading mobile operator, estimates that the potential market for mobile phones in Japan is at least five times the number of people

Another approach is to encourage people to use their existing phones more than they do at the moment Third-generation networks, which will offer lots of extra capacity, will lead to lower prices and, the industry hopes, more phone calls Similarly, there is much excitement about “fixed-mobile convergence”, a technology that allows people to use their mobile handsets to make cheap calls at home over fixed-line networks - again, it is hoped, boosting usage Extending mobile coverage, so that subscribers can make calls wherever they are, is another tactic Coverage is already available in underground railway networks in many cities, and within two years it will be extended into what is many people's last remaining phone-free environment: aeroplanes

When everyone on earth is on the phone all day long - calling their dogs, cars or washing machines, if not each other - will the market finally be saturated? No There are already plans to stream music, video and other downloads to mobile phones in the dead of night, when networks are almost empty Even being asleep, it seems, need not prevent you from using your phone Evidently, the industry has far to go before it reaches the limits of mankind's desire to communicate

Exercise 1: Read the text and answer the questions.

1 What are the features of the new mobile phone for dogs?

2 What does the writer mean when he says the mobile phone industry is a victim of its own

success?

3 How are some countries allowing poor people to use mobile phones?

4 How can the potential market for mobile phones in Japan be at least five times greater

than the population?

5 Why is it good to make use of people's phones when they are asleep?

Exercise 2: Tick the statements that can be inferred from the passage

1 Dog owners are the target customers of PetsCells

2 Mobile phones play a crucial role in people’s daily lives

3 Many mobile phone companies would like to expand their market to China

4 Mobile phones are getting less popular in Africa

5 Many Japanese people use services offered by DoCoMo

6 People were not able to make phone calls in the underground railway networks until recently

7 Some people use their smartphones 24 hours a day

8 The demand for mobile phones will decrease in the near future

exceed overhauledpressure-cooker cope with analyst

1 By the spring of 1989, more and more bills put Perry in a financial _ 2 Ford plans to increase its car _ next year

3 The company has had to cut £46,000 from its advertising _

4 Entry-level budget _ may receive some formal training when they begin their jobs

5 The _ members remained in Shelley and Kirkburton but a new branch was now established further south

6 Local authorities have to _ the problems of homelessness

7 Legal requirements state that working hours must not _ 42 hours a week

8 They promised to reduce taxes and _ the whole welfare system 9 A company should trust its employees and have an open _ culture

10 Greater consumer access to the Internet has _ electronic retailing

2.2 Reading practice

The IT Fallacy

A In recent years, three forces - downsizing, globalization and the need for speed - have

combined to change the work environment What used to be a comfortably busy routine has become a non-stop workshop in which most people feel they can never stop to take a breather

B The result of downsizing is a mad dash to cram more work into fewer people If six

people are doing the work that ten used to do, and at the same time are expected to meet

or exceed previous budget and productivity targets, something has to give To this pressure-cooker environment, in which everyone is supposed to ‘do more with less’,

we can add the globalization trend that has swept through corporate boardrooms To the extent that global competitors have a lower cost structure —which many do because their labour costs are so much lower — US and European firms have yet another reason

to keep budgets and headcounts lower The final ingredient in this mix is fierce

competition, which has resulted in the pressure to do everything faster

C One-way corporate leaders justify the quest for efficiency and speed is to point to the

multibillion-dollar investments that have been made in IT equipment and services The

new PCs and corporate networks are supposed to boost productivity and profits, and

will, in fact, allow their companies to ‘do more with less

D This is true But another truth has become buried under the technology sales pitches

Achieving those gains will happen only after a significant initial investment in training and ‘system integration’ to make sure that all the pieces connect well with each other Pouring thousands of PCs and miles of cables into a corporation is a great way to waste money unless the systems and processes that technology is meant to automate are

overhauled Unfortunately, this has all become somewhat irrelevant The expectation is that more technology means more speed and more output per employee — and when

those results don't always magically occur, the only way to produce them is to require people to work longer hours

E Oddly, the same thing happens even when the technology delivers as promised

Consider the case of presentation software such as Microsoft PowerPoint, which has become a standard office tool Before PowerPoint, a graphics presentation would have to be created by a graphic artist ‘With PowerPoint and its software cousins, just about anyone can sit down at a PC and, without much training or practice, produce an on-screen presentation or a slick set of slides, handouts or transparencies that look fully professional

F On the one hand, this software is actually a productivity tool — it takes only hours to

do what might have taken days previously, and the result is just as good, if not better But it doesn’t stop there Now everyone sees how easy it is to use these programs, they

are used more and more Thus, a senior manager who wouldn't have considered asking an analyst to spend a couple of days working up a slide presentation using Stone Age

technology, doesn't hesitate to direct the same analyst to prepare that presentation using the desktop PC and PowerPoint The goal is for this analyst to save time by using the

software; the likely outcome is that he or she spends more time on presentations and has less time available for other aspects of the job

G If you're starting to think that, instead of working on a plan to cope with pressure, tight

deadlines and non-stop work, it’s time to polish up your résumé and look elsewhere, I'm afraid I have some bad news The grass really isn't much greener anywhere else — or at least, not a whole lot greener

Exercise 1: Choose the statements that can be inferred from the passage.

1 In the past, workers generally loved their workplace more

2 Companies now are obsessed with expanding their activity to overseas markets

3 Companies in the US and Europe are less satisfied with their salary than workers in other parts of the world

4 Business leaders generally think IT is among the top priorities 5 The investments in IT may put more workload on workers

6 The author mentions Powerpoint to emphasize the beneficial aspects of this tool

7 There is not much difference in the level of stress people in different workplaces have to

3.1 Vocabulary practice: Match the words/phrases (1-7) with their definitions (A-G)

1 influx A a complete change in someone or something 2 constricted B not flexible

3 poach C large quantity of people/things arriving at the same time 4 rigid D group of people with similarities

5 transformation E try to attract employees from other companies 6 tribe F attractive but less important than other factors

7 window dressing G limiting someone’s freedom to do what they want

3.2 Reading practice

Banks Are on The Hunt for Tech Veterans

When Ron Knapp joined Citigroup's FinTech* unit as head of technology, he sent a note to his new managers with a suggestion: 'Given what we're trying to achieve, I think I should come in wearing my boots and jeans.'

Mr Knapp joined Citi FinTech to build a team of technology specialists He spent sixteen years at Amazon, including working in software development, but now he has joined a tribe which he says will become increasingly valuable to big banks: established tech professionals

According to Max Johnson, manager at the recruitment agency Robert Walters, financial institutions started poaching professionals from the tech world a few years ago But to convince tech people to work for them, banks have had to change 'Banks have very rigid structures in a corporate lifestyle kind of way,' Mr Johnson says 'These [tech] people want to be creative; they want to be in an environment that is not constricted.' Small changes, such as relaxing the dress code, can help But in the end, Mr Johnson says, it comes down to pay 'Banks have had to compete with very competitive salary structures for tech,' he says In the UK, starting salaries for technology roles are higher at banks than at tech firms

But salary is only one attraction, says Faye Woodhead, one of Deutsche Bank's recruitment directors 'Opportunity and ability to make a difference, be challenged and learn is as important Dress code may help, but it is window dressing.'

Most importantly, banks are offering roles that did not exist in the industry a few years ago, according to Elly Hardwick, head of innovation at Deutsche Bank 'There are so

many opportunities in artificial intelligence, machine learning and distributed ledger technology,' she says And banks have something tech companies do not: financial data

'Five years ago, I never thought I would be at a bank,' says Carey Kolaja, Citi FinTech's global chief product officer Previously, Silicon Valley had been the centre of her professional life after years at eBay and PayPal She switched because she wanted a role serving people who did not have access to financial services 'It is about the type of problems you can solve at a bank,' Ms Kolaja says

The influx of tech professionals means banking staff are developing, too 'Exposing internal people to new ways of doing things is just as important,' Ms Hardwick says 'When tech and business sit together at the table, that is when you get the real culture transformation.'

*FinTech: short for ‘financial technology’; refers to providing financial services by making use of software and modern technology

Exercise 1: What can be inferred for each person? Match the people and the inferences

1 Ron Knapp A had never considered working in the financial sector before

2 Max Johnson B thinks other factors are more important than dress code when recruiting

3 Faye Woodhead C points out that banks can now offer more interesting technical roles

4 Elly Hardwick D proposed changing the dress code in their job

5 Carey Kolaja E believes salary is likely to be the main attraction for tech professionals

Exercise 2: Complete the information in the table

Previously worked for

Ron Knapp Citi FinTech 1 2

Max Johnson Robert Walters 3 unknown

Faye Woodhead 4

director of global employer brand and graduate recruitment

unknown

Elly Hardwick Deutsche Bank 5 unknown

Carey Kolaja 6 global chief product

officer

7 8

Exercise 3: Decide if these statements are True (T), False (F) or Not Given

1 Roy Knapp made a formal presentation to his company, asking to wear more informal work clothes

2 Max Johnson states that banks have been looking for established tech professionals for a very long time

3 Tech professionals are the most important positions in a bank

4 In Britain, tech industries usually pay higher salaries to new recruits compared to banks 5 Recruitment from the tech industry has also benefited existing staff in banks, by

introducing different ways of working

UNIT 4 - ADVERTISING

Reading strategy: Understanding comparisons and contrasts

Writers compare and contrast information in order to examine the similarities and differences between two or more things

• Phrases that signal similarities: all (of), both, each, similarly, like, and likewise • Phrases that show differences: in comparison with, by comparison, in contrast,

and differs from

• Comparisons can also be made using comparative and superlative adjectives: better/worse, more/less than, the best/worst

1 READING PASSAGE 1

1.1 Vocabulary practice: Match the definitions (A–H) with the vocabulary (1–8)

1 exhibition A knowledge or understanding of a particular subject, situation, or thing

2 demonstration B a person or a company that helps pay the costs of something, usually in order to advertise their products

3 sponsor C better, more powerful, more effective etc than a similar person or thing

4 endorsement D sold or used with other products

5 awareness E a collection of things that are shown to the public; an event at which these things are shown

6 superior F a statement made in an advertisement, usually by somebody famous or important, saying that they use and like a particular product or service

7 promote G to help sell a new product, film etc by offering it at a reduced price or by advertising it

8 complementary H an act of showing or explaining a product or service, especially a new one

are very common in newspapers, magazines, and other periodicals 0 B These ads are

typically short, as they are charged based on per line These are not as widespread as large display ads They do not include any graphics

Display advertising

Display advertising basically appears on websites These advertisements can be in different formats and they have items such as text, images, flash, audio, videos, etc The

first banner display on the Internet was on October 27th, 1994 1 eMarketer has

estimated that Facebook and Twitter may account for 33% of display ad spending market share by 2017

Co-operative advertising

Cooperative advertising is an agreement between a manufacturer and a distribution chain member (distributor, wholesaler, or retailer) The manufacturer contributes a fixed sum or shares a certain percentage of the member’s advertising It

can also be an agreement between two or more marketers who have complementary products (such as footwear and socks) or different seasonal sales cycles (such as winter coats and raincoats) to promote or sell each other’s products with their own

Cooperative advertising serves as a unique and powerful tool for small businesses, especially for those who have limited means to support the advertising campaigns required

for the survival and success of the business 2 Such kind of advertising helps small

companies to link their names with the ones that are nationally recognized Smaller

companies or start-ups use this type of advertising to attract loyal customers of popular brands

3 Small business houses should completely understand the commitment involved

before finalizing the agreement Sometimes huge corporate giants may demand a high level of quality or a certain style of advertising which may be difficult to achieve on a limited budget Figure 2.1.5 shows an example of cooperative advertising between Coca-Cola and McDonald’s In the case of co-operative advertising, sharing the cost of advertisement for their mutual benefit is a common practice

End product advertising

Product advertising is any form of communication about the promotion of any product or service through which potential customers are convinced to purchase the product The basic objective of product advertising is to increase brand awareness and demonstrate the differences between the product and its competitors A good advertising campaign educates the potential buyers on why they might need the product, how they can use it, and what benefits they will receive

Market research is usually conducted to obtain information such as the requirements of the target audience, factors which influence the buying decisions, and preferred media

to distribute the information about the product 4 For example, as shown in figure

2.1.6 Heinz uses superior quality tomatoes to prepare ketchup than their competitors

Direct response advertising

5 The basic idea here is that the more times

an advertisement is projected, it stays at the top of the mind consciousness of the customer, and they are likely to make a purchase decision This is an effective way of advertising; however, it’s a costly affair for the sponsor

to successfully pull the target audience 6 The

small businesses face budget constraints when they try

to imitate big brands in this type of marketing Direct response marketing evokes an

immediate response and compels the target audience to take some specific actions Direct response advertising is trackable, measurable, and targets a specific audience

Exercise 1: Choose the best sentence from below to fill each of the gaps For each gap 1-6, mark one letter (A-G) Do not use any letter more than once

A The collected data is then used to write an advertisement message and convince potential buyers to buy the product

B Classified advertisements are cheaper in comparison to large display ads used by businesses

C The joint efforts of marketers in such cooperative agreements broaden the scope of distribution and the quality of advertising campaigns

D The basic objective of display ads is to deliver brand messages to the site visitors E Given so many benefits, cooperative advertisements have a few drawbacks as well F The time and expenses involved in such advertisements are not a problem for big brands

as they have massive advertising budgets and product lines are planned in advance G Direct response advertising attempts to remind customers about the products and

services offered by a particular brand

Exercise 2: Complete the table and sentences below There are some examples done for you

Comparison categories:

Classified advertising Display advertising

Advertisement medium

Example:

This type of advertising is commonly found in newspapers, magazines, and periodicals

Display advertising primarily appears on websites, specifically on the Internet

Ad content and format