新视野大学英语视听说教程4答案 unit 4 Is workjust another four..
II. Basic Listening Practice
M: Do you see yourself as a leader or more of a team player?
W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I’m not afraid to take over in order to achieve the goal at hand.
Q: What does the woman want to be?
W: Good morning, I have an appointment with Mr. Davies at 11o’ clock.
M: Yes, he left a message for you saying he’s terribly sorry but he’s stuck in traffic and is running 15 minutes late. Please take a seat and he’ll be here as soon as possible. Would you like tea or coffee?
Q: Where is the conversation probably taking place?
W: You don’t happy. Did you get that promotion?
M: No, they brought in some new guy. I’m not going to hang around for much longer, I can’t assure you.
Q: Why is the man unhappy?
W: Mr. Jones is a self-made millionaire, and I’m honored to have worked for him for the past thirty years as his accountant.
M: He must be pleased to have a loyal and faithful employee such as yourself.
Q: What is true of the woman?
W: Jane, we’re considering you for the new office manager’s position. We’ve been very pleased with your work.
M: Thank you very much. I’ve always enjoyed working here, and I would welcome an opportunity for more responsibility.
Q: Which of the following is true?
Keys: 1.C 2.B 3. A 4.B 5.D
III. Listening In
Task 1: You’re fired!
Joan: Come in, come in. Have a seat. Ah…uh…I want you to know this is going to hurt me more than it will hurt you.
Carl: Yes, ma’am. But I’m not quite sure what you’re talking about.
Joan: You’re fired. That’s what I’m talking about.
Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our products than any other salesperson.
Joan: Look, I’m not here to argue. You’re fired. Understand?
Carl: I understand perfectly. I just wonder what’s going to happen to the contract I’ve been arranging. It would be a shame to lose it; it could mean a lot of our company. And I’m the only one who knows the details.
Joan: No one is indispensable. Just clear out your desk, and that’s the end of it. Do I make myself clear, Mr. Westlake?
Carl: Crystal clear—apart from one small detail.
Joan: And what, pray tell, is that detail?
Carl: I’m not Mr. Westlake. I’m Carl Smith.
Joan: Well then, that’s a different kettle of fish, Mr. Smith. I know you’ve bee n working late almost every night and coming in on Saturdays to get work done. The company is very happy with your progress.
Carl: That’s good to know. I was beginning to think that I wasn’t appreciated.
Joan: You’re doing well. We have approved your first salary increase.
Carl: That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay.
16. Why is the man surprised at the being fired?
17. What is the second reason mentioned of the man to object to his being fired?
18. What mistake did the woman make?
19. What do you know about the man’s work performance?
20. What does the man finally get?
Keys: 1C 2.B 3.D 4.A 5.A
1. I want you to know this is going to hurt me more than it will hurt you.
2. That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay.
Task 2: SOHO
The modern concept of small office and home office, or small and home office, often (S1) shorted to SOHO, is concerned with business that employ from one to ten workers. Also (S2) known as a virtual business, the SOHO has not evolved beyond the idea of an (S3) independent business person who has a few support stall members.
Business (S4) enterprises that are large are often called Small and Medium-sized Enterprises.
Before the19th century and the (S5) spread of the industrial revolution around the globe, (S6) nearly all offices were small offices or home offices, with only a few exceptions. Most businesses were small, and (S7) so was the amount of paperwork that went with their business activities.
At the end of the 20th century and the beginning of the 21st, the term “Small or Home Office” and (S8) the acronym SOHO have been used t to great extent by companies that sell products to large number of small business with a small-sized office.
Some products are often designed specifically for the SOHO market. (S9) Many books are written and sold specifically for this type of office to tell people how to equip a small office.
Nowadays many consultants, lawyers, and real estate agents in small and medium- sized towns operate from such home offices.
(S10) In the field of software development, engineers often have to work 20 hours or more at a stretch, so they can hardly adapt to normal office hours. They often work in small offices to have more freedom.
Task3: The Role of Job Descriptions
People who don’t understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesn’t take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Don’t limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like, “What are our departmwnt’s goals? How does my work fit in with the overall objective of the company?”
That method helped Lisa James, an assistant manager at an electronics company. When James was transferred to a new department seven years ago, she found herself not only working for the manager of quality control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards, she was given a raise for her efficient work.
If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston-based management-consulting firm: Read your position description, which most large firms provide, and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important.
15. If your boss does not describe your job responsibility clearly, what can you do?
16. What kind of questions can you ask about your job?
17. When James was transferred to a new department, how many managers did she have to work for?
18. With whom did James draft a list of goals?
5. How was her list of goals received?
Keys: 1B 2.D3. D 4.A 5.C
Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important.
IV. Speaking Out
MODEL 1 I’ve got to talk to Mrs. Parker.
Susan: Parker Electronics Susan speaking. How may I help you?
Mrs. Jones: This is William Jones of Sea-land Limited. I’m calling from Australia. Would you please transfer me to Helen Parker, extension513?
Susan: Please hold, Mr. Jones. I’ll see if Mrs. Parker id available to take your call…I’m sorry, Mrs. Parker is out of the office. Can anyone else assist you?
Mrs. Jones: No. I’ve got to talk to Mrs. Parker. It’s urgent. When will she be back?
Susan: I’m afraid she is out for the whole day. May I take a message?
Mrs. Jones: Tell her I must talk to her right away. Your last shipment was damaged.
Susan: Oh, what a pity. Is there a particular time you want her to call you?
Mrs. Jones: She can get in touch with me any time tomorrow at 613-2775-2940.
Susan: Let me repeat that back: Mr. Jones of Sea-land, 613-2775-2940; call as soon as possible regarding the damaged cargo. You can be reached all day tomorrow.
Mrs. Jones: The sooner the better. Those missing parts are holding up our production.
Susan: I’ll give her the message, Mr. Jones. She’ll get back to you as soon as she can.
Mrs. Jones: Thank you. Good-bye.
MODEL2 Something unexpected has come up.
Susan: Hello, it’s Susan Smith from Parker Electronics.
Bob: Hi, Sue, Bob here. How is it going? What’s on your mind day?
Susan: I’m calling on behalf of my boss, Mrs. Helen Parker. She wants some of your in expensive late-model DVD player.
Bob: We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting?
Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away.
Bob: Let me check my schedule. Yes, I’m free as the breeze on Friday.
Susan: Why not meet at about ten in the morning at your office?
Bob: Sound good. Let’s confirm that. I’ll look forward to seeing her at ten on Friday.
Susan: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye.
Bob: Hello, Bob Smith speaking.
Susan: Hello, Bob, this is Susan. Something unexpected has come up. I’m afraid we have to cancel the meeting with you on Friday.
Bob: That’s disappointing. Shall we meet some other time?
Susan: She’d like to postpone the meeting until Monday afternoon. Would that be convenient for you?
Bob: Well, I’ve got a full schedule on Monday, but I’d be free after five.
Susan: Could we make it five thirty then?
Bob: Five thirty’s perfect. I’ll see Helen at five thirty on Monday.
Susan: Ok. Great! Thanks. Bye.
MODEL3 It’s much more than just satisfactory.
Helen: You know, Susan, I’ve been looking over the review of your performance in the past three moths.
Susan: Is everything satisfactory?
Helen: We should say it’s more than just satisfactory. According to the review given by your supervisors, you are doing excellent work during this internship.
Susan: Thank you, Helen.
Helen: Well, your attendance record is perfect, and you’re very diligent. And on top of all that, you went out of your way to bring in new customers.
Susan: I enjoy working here, so I try to do my very best.
Helen: Well, wonderful! Our company could use more hardworking employees like you. In fact, the board of directors is unanimous in deciding to offer you a job.
Susan: I’m so glad to hear that. I’ll graduate in less than a month. By then I can devote more time to the company. I’ll work heart and soul to promote its business.
Helen: And I also think you are ready to take on some new responsibilities.
Susan: What do you mean, Helen?
Helen: I’m promoting you to assistant marketing manager, but you might have to travel around the country at short notice. Is that OK with you?
Susan: Of course. Thank you. I’m honored that you have so much confidence in me.
Helen: Well, Susan, you did great work. Your promotion is effective immediately.
Susan: Thank you. I look forward to the new challenge of the job.
Now Your Turn
Jenny: Hell, Jenny of Mokia Mobile.
Dick: Hello, this is Dick, your mobile phone battery supplier.
Jenny: Hi, Dick. Glad to hear from you again. What’s on your mind?
Dick: We’ve produced a new battery that is inexpensive, but powerful. It can last a long time.
Jenny: We’ve already got a goof selection. What’s so special about your new product?
Dick: Well, could you arrange for me to meet your boss Linda? Then I’ll go into details.
Jenny: OK, when can you come?
Dick: I was hoping to get together with Linda this week, if possible. I want to get going on this right away.
Jenny: Let me check her timetable…Yes, she’s completely free Thursday
Dick: Why not meet at about ten in the morning at your office?
Jenny: Sound good. Let me say it again: We’ll look forward to seeing you at ten on Thursday.
Dick: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye.
Jenny: Hello. Is Dick there, please?
Dick: Hello. Dick speaking.
Jenny: Hi, Dick, this is Jenny. Something unexpected has come up. I’m afraid we have to postpone the meeting with you on Thursday.
Dick: That’s disappointing. When can we meet?
Jenny: Linda has to put the meeting off until sometime on Friday. Will that suit you?
Dick: I’m afraid I can’t go on Friday. I’ll be flying to another city on business.
Jenny: Then could you come after five on Thursday?
Dick: Certainly, Can we make it five thirty then?
Jenny: Five thirty’s perfect. Linda will be waiting for you at five thirty on Thursday.
Dick: Ok. Great! Thanks. Bye.
V. Let’s Talk
Lillian: Mr. Baxter, you have worked in the company for five years, and you manage everything here smoothly, like a clock. Could you tell us the secret of your successful career?
Baxter: Just as the golden rule of real estate is location, location, location, the golden rule of work is relationships, relationships, relationships. Unfortunately, many workers focus so hard on the job at hand that they never develop useful relationships with people in other parts of their organization. Worse, when they do interact with colleagues in other departments, they may not treat then with respect.
Lillian: Could you give more details?
Baxter: Let’s take Wendy as an example. She switched jobs several months ago in the company. In her first position, as a marketing manager, she frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain.
Then in her new job as training administrator, she wanted to launch an on-the-job training project. She needed the financial department to support her request for a budget. How did she convince them this time?
Although the financial department’s offices were located in another city, Wendy decided to visit them in their offices and try to establish closer relationships. She believed she must first of all understand their mission and their own training needs. Then she found an ally in the company’s chief financial officer, who saw how her group could help develop his staff. So the two forged a long-tern=m alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan.
Winning allies throughout your organization has an additional benefit. These days, it’s far too risky to expect your work to speak for itself. Having allies who speak well of you increases your reputation with the top management.
Positive Statements Negative Statements
The golden rule of work is relationships. Many workers never develop useful relationships with people in other parts of their organization. Worse, they may not treat then with respect.
Wendy frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain.
She and the company’s chief financial officer forged a long-term alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan.
Having allies who speak well of you increases your reputation with the top management.
VI. Further Listening and Speaking
Task1: A small misstep can become a big career trap.
George Adams, a market researcher at a Midwestern firm, finally printed his marketing report. After months of research, hundreds of surveys, and several boring drafts, his report was complete, and just in time. He was going away for the weekend, and he wanted to relax knowing his report was a success. He carefully proofread his document and then delivered copies to all the executives on his distribution list.
When he returned to his desk, he discovered his boss, the department manager, was livid. At first he did not realize he had accidentally gone over his head. Anyway, she had given him the contribution list in the first place. So he thought he was just following orders. But the boss was furious that she hadn’t seen the final document.
The boss asked Adams to get back the copies, but it was too late. When Adams got to the CEO’s office, he was already reading the report.
Adams had felt friction with his boss before. She was overbearing and tended to find fault with his work after he’d broken his back to meet deadlines. In this instance, however, he realized he had made a serious error. His boss was extremely upset, for his mistake made her look as though she wasn’t in control of her department.
From the boss’s point of view, Adams was usurping her authority. The result was simple and natural: Adams left his job soon afterward.
Adams’s story illustrates a fundamental truth about the workplace: small, seemingly innocent missteps can sometimes become a big career trap.
13. To whom did Adams deliver copies of the report?
14. What did Adams discover after he delivered the copies?
15. What happened when the boss asked Adams to get back the copies of the report?
16. According to the passage, why was his boss extremely upset?
5. What conclusion can we draw from the passage?
Keys: 1.B 2.B 3.C 4.A 5.C
Task 2: The boss is angry!
Sam: Tell me: Does this place look like a nursing home?
Sally: No. Why?
Sam: Do I look like a male nurse?
Sally: Not at all.
Sam: Then why do my employees act as though this were a nursing home instead of a work place?
Sally: You’re obviously upset. What’s wrong? Tell me.
Sam: You’re right. I’m upset about a lot of things.
Sally: Can you tell me what the problems are?
Sam: First of all I’m upset because so many of the staff have been showing up late for work.
Sally: It’s true. A lot of people have been coming in late. They probably think you don’t mind. You know there’s a pretty relaxed atmosphere here.
Sam: Maybe it’s because I hang out with a lot of them outside the office.
Sally: They must see you more as a buddy than a boss. It’s because you’re so friendly.
Sam: You’re right. They don’t view me as an authority figure anymore. I’m afraid they don’t respect me as a boss
Sally: So what are you going to do about it?
Sam: I’m going to change. No more Mr. Nice Guy. I’m going to start cracking the whip.
Sally: When do you want this change to take place?
Sam: Starting today, I’m going to lay down the law. From now on, everyone in the company must follow regulations to the latter.
Sally: I’ll post a notice as soon as possible. What should it say?
Sam: No more punching in late. No more clocking out early. No more calling in sick without a goof reason or without a doctor’s note.
Sally: Anything else?
Sam: No more personal phone calls or e-mails on company time!
Sally: All right, I’ll get right on it!
Task3: Three Envelopes
After a high –level firing at Supertech, the top executives gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say good-bye to the departing CEO, Dick Jackson.
Lunch was pretty well over when Jackson took his replacement aside and said: “Carl, it’s a jungle out there in the business world. If we graduate of Harvard Business School don’t stick up for one anther, who will? Nobody, that’s who.”
Jackson explained that a tradition the company’s CEOs had. The departing CEO left three numbered envelopes for the new CEO. He handed Martin three envelopes. “Open one if there’s a problem you can’t solve.”
Things went smoothly for Martin at first, but six months later sales took a downturn, and he was catching a lot of heat. At his wit’s end, he remembered the envelopes. He took from his desk the first envelope. The message read, “Blame your predecessor.”
Martin held a press conference and tactfully laid the blame at the feet of the previous CEO. The press—and Wall Street—reacted positively, sales picked up, and the problem was soon behind him.
A year later, the company was again experiencing a dip in sales, combined with serious product problems. The CEO opened the second envelope. The message read, “Recognize.”
This he did, and the company quickly rebounded.
After several consecutive profitable quarters, the company once again fell on difficult times. The CEO went to his office, closed the door and opened the third envelope. The meager read, “Prepare three envelopes.”
1. They gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say good-bye to the departing CEO, Dick Jackson.
2. The departing CEO left three numbered envelopes for the new CEO
3. The message read, “Blame your predecessor.” So, the new CEO held a press conference and tactfully laid the blame at the feet of the previous CEO.
4. The message read, “Recognize.” The new CEO did it, and the company quickly rebounded.
5. The meager said, “Prepare three envelopes.” It implied that it was time for Martin to leave and give three similar envelopes to the next CEO.
A Wearable Translator
The inability to communicate in a foreign language is a problem that many international travelers face. But now, a Minnesota company is developing a system that would make this a problem of the past.
Minneapolis-based Via is the company behind the “Mobile Language Translation System”, or MLTS. But they are not the only company trying to develop real-time computer translation. IBM is promoting a new high-speed text translation system, and NEC is working on software that provides rapid voice translations from English to Japanese and vice versa.
But Via CEO Ed McConaghay says that the biggest difficulty in developing MLTS hs been to combine existing technology with bidirectional capability and portable packaging.
A translator demonstrates just how MLTS works.
The translations take about five seconds and are not always perfect. However, the text translation on the screen can help users get the general idea of a conversation.
In the future, MLTS may be able to assist military personnel in communicating with foreign language speakers in the field.
This system may also be of help to border patrol officers, airport personnel, and local law enforcement.
Eventually, though, the device will be available to travelers or anyone in the general public who would like to communicate with a foreign friend.