新编剑桥商务英语课件.doc

Unit one A Teamwork第一单元 A 团队合伙课件01Assessing teams 团队评估优马思教育制作.com目录02．词汇准备03．口语练习04. 阅读思考05．课文解说 （有声）10．阅读思考练习和答案11．词汇练习和答案12. 补充短文 （有声）13．补充阅读材料词汇准备work towards a common objective 朝同一种目的共同努力share information 共享信息different point of view 不同的观点(be) under pressure 有压力toiletries 化妆品厂，清洁、化妆用品公司major brand 主导品牌sales department 销售部门sales staff 销售人员company culture 公司文化expatriate 旅居海外的management consultant 管理顾问managerial skills 管理技能creative thinking 创新技能team building 团队建设effective management style 有效的管理方式a survival course 生存技巧培训课程food and accommodation 食宿profile 简介，小传，概况simulation 模拟训练marketing mania 营销激情go for profit 追求利润behind schedule 进度落后筹划stick to the schedule 严格按照筹划进行口语练习What makes a good team?1. the members work towards a common objective2. they discuss roles and allocate them to team members3. they co-operate fully with each other4. they help individuals develop within the team5. the members trust each other6. everyone makes an equal contribution to the team7. the members share information effectively within the team8. they listen to different points of view9. they talk openly and honestly within the team10. when people are under pressure, others offer help.Do you work in a good team? Explain why/why not?参照词汇和体现co-operative 齐心合力的have communication problems 交流有困难attach importance to team building 注重团队建设develop team work 开拓团队协作an effective team 精锐的团队a high-performance unit 高效的团队exchange of views 交流见解emphasize team spirit 强调团队精神share the same value 具有相似的价值观collective efforts 共同的努力阅读思考Read the article about how Cussons developed teamwork at its Polish subsidiaries. What did Cussons do? What benefits did this bring?No longer Poles apartWhen Peter Welch, president of Cussons Polska and Uroda SA, arrived at Cusson’s newly acquired factory in Poland in 1993, he discovered that the concept of teamwork didn’t exist. ‘The guy who ran it before had a queue of people outside his office waiting for decisions on everything from taking a day’s holiday to major investments. All decisions were made by one man.’ Cussons entered Poland by taking over a manufacturer of cleaning products in Wroclaw. Two years later they bought Warsaw-based Uroda toiletries. Turnover increased at Wroclaw from £11m to £ 50m and the smaller Uroda quickly grew into a £ 22 m business. Both businesses are now major brands in Poland and export to other eastern European markets.But in spite of these successes, it is still hard to develop new approaches.‘The company culture here is the result of fifty years of regulation and control.’explains Welch. ‘ It’s not easy to get people to take on responsibility and be accountable when things go wrong. The sales department used to be a guy next to the phone waiting for it to ring.’To help solve these problems, Cussons brought in three expatriate managers to work closely with the local sales staff in project teams. They also brought in senior Coverdale management consultant keith Edmonds to work on the team’s managerial skills and improve communication within the team. Edmonds held two one-week programmes, working on team-building and developing creative thinking.‘The imaginative ideas participants came up with were extraordinary electric.’ He describes the programmes as helping people recognize that there is a rang of effective management styles. ‘We wanted to throw new light on old problems. The participants responded very positively. In one task they were given £ 500 and told to make as much profit with it as possible. ‘They came up with amazing ideas,’ says Edmonds. ‘They put on discos. They went to the Czech border, bought products and then sold them at a profit.’Welch believes the programmes were excellent at ‘getting people excited about their jobs’. But he warns, ‘we need to ensure that what happens on the programmes happen back in the workplace’. The results, however, are already very positive. ‘The two programmes cost us about £ 40,000 in total, including food and accommodation, but the returns we are getting from them are huge. We saved about £ 200,000 from the first programme and we are expecting savings of around £ 700,000 from the second one.’The programmes also form the basis of monthly reviews, in which progress is measured against targets set in the programmes. ‘You can see the results improving each month. I’m very pleased with the way it has worked out,’ says Welch.课文解说 (有声)听众朋友，人们好，欢迎收听优马思商务英语节目，我是欧德喻。

今天要给人们解说有关teamwork--团队合伙的课文课文重要内容是卡森公司如何在波兰的子公司开拓团队合伙我们在阅读文章时要思考卡森公司采用了什么措施，What did Cussons do?并获得了那些收益What benefits did this bring?好，我们先来看文章的题目No longer Poles apart不再有两极之遥题目是一种双关语（pun）Pole 的意思是极地，Poles apart是常用语，基本意思是“完全相反”、“大相径庭”；同步，Poles 又是波兰人的意思题目运用双关，指卡森公司与其新并购的波兰分公司原先在团队合伙，公司管理等方面大相径庭，但通过培训等一系列措施，。