新编剑桥商务英语高级学生用书听力Word格式.docx

新编剑桥商务英语高级学生用书听力Word格式.docx

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mafraid.Ourteam'

sresponsibleforitsownworkschedules.Andaslongaseverything'

sfinishedbeforethemachine'

sshipped,it'

suptouswhenwedoit.Soyou'

dthinkwithe-mailandeverything,we'

dallbeabletoworkfromhomeorcomeandgoaswepleasebutthat'

snotthecase.Unfortunately,it'

saveryconservativecompanysoeveryone'

sstillclockinginandoutatthesametime.Isupposethemanagershavealwaysworkedaroutineninetofiveandjustcan'

timagineanythingelsebeingpossible.

manITconsultantandI'

mworkingforasmallleisuregrouponaone-yearcontract.SoI'

mtravellingaroundEuropealot,whichIknowsoundsveryglamorous,butit'

sjustacaseofjettingin,fixingahotel'

scomputerandthenjettingoutagain.ItalsomeanI'

moncallandworkvery…shallwesay‘flexible'

hours,includingmanyweekends.OhandI'

malsoresponsibleforthewebsite,whichIworkonfromhome.WhatImississupportfromcolleagues,youknow,beingabletodiscussproblemsorthingslikethelatesttechnologywithotherITprofessionalsinthesamejob.So,yes,it'

sdefinitelythesocialsideofmyjobI'

dliketoimprove.

Well,I'

matempandI'

mworkingasaPAforalawfirminLondonjustnow.It'

samedium-sizedfirmthat'

sgrowthquicklysoitsorganisationisverymuchlikethatofasmallercompany.OK,Iknowit'

sunreasonabletoexpectadefinitejobdescriptionImean,ifsomethingneedsdoing,thenIthinkwhoever'

savailableshoulddoit.ButI'

malreadyresponsibleformanagingthediariesandcorrespondenceoftwoseniormanagers,sowhenthetelephone'

sringingalldayandpeoplekeepaskingmetophotocopyreportsorevenmakethemcoffee,itjustbecomesimpossibletogetanythingdone.

IworkfortheUKsubsidiaryofaJapanesecompanyandit'

sveryJapaneseintermsofthewayit'

srun.I'

vejustgotanewboss,who'

scomeoverfromJapan.Weseemtobegettingonprettywellatthemomenthealwayshastimeformeandgivesmelotsofsupport.Theonlythingis,Idon'

treallyhaveahugesayinwhatIdowhichisallrightbutsometimesitwouldbenicetobeabletoshowabitofinitiative.Ourworkprocessesaretotallystandardizedasfixedroutines,whichIdon'

tmind.It'

sjustthatIalwayshavetoconsulthimbeforeIcanmakeeventhesmallestalterationtoanyjobofanysort.

新编剑桥商务英语高级学生用书Unit1B

I=InterviewerN=Neil

ISo,Neil,whydidBTdecidetointroduceOptions2000?

NWell,westartedlookingatflexibleworkingbackin1993.Andsubsequentstaffsurveysshowedthat96percentofouroffice-basedstaffwantedtoworkathometwoorthreedaysaweek.Wethoughtabouthowwecouldrespondtothisandsoonrealisedthatflexibleworkingwasverymuchawin-win-winsituation.It'

sawinfortechnology,usingourownproductsandpracticingwhatwepreach.Andofcourse,itreducesBT'

sofficespaceandcutscosts.ButIthinktherealdriverforchangewasacceptingthatourpeoplewantedtoworkdifferently.

IRight.Andhowmanyofthemwillactuallyendupworkingfromhome?

NOurtarget'

s10,000bytheendoftheyear.

I10,000!

NYes,that'

soutofabout55,000office-basedstaff.

IAndwhateffecthasthishadoncompanystructure?

NWell,thecompany'

sbeenorganisedaroundbusinessunitsforsometimenow.Itusedtobeverymuchdepartmentalised,withworkbeingdoneinseries,youknow,passedfromonedepartmenttothenext.ButproductlifecyclesarealotshorternowadaysfortheInternet,say,it'

slessthan6monthseven.Sopeoplecometogetherforaspecificpurposeandthengoofftojoinnewprojectswhenthejob'

sdone.

ISo,theseorganisationalchangesmusthavehadquiteaneffectonBT'

sculture.

NWell,asIsaid,we'

vebeendevelopingaproject-orientedculture.So,peoplenowarepaidforwhattheyactuallydoandnotforsittingatadeskfromninetofive.Butthereallyfundamentalchangeisthatwe'

vebecomealotmorecollaborative,bothinternallyandinourdealingswithpartnersandclients.Andpeopleare,ofcourse,nowgettingusedtoworkingonseveralteamsatonce,whichmeanstheytendtogetalotmorevarietyintheirworkaswell.

IYes.Andhowaboutthetechnology?

Howdoyouhelpyourteleworkerscopewithit?

NWell,peopleworkingfromhomehave,Isuppose,hadtobecomemoreindependentaboutcopingwithtechnology.ButourcorporateintranetisthelargestinEuropeandwe'

veinvestedalotoftimeandmoneyinmakingsurethere'

senoughon-linesupportforanyoneusingit.Oh,andthereissometrainingavailable,ofcourse.

IAndwhat'

sbeentheimpactsofar?

NWell,it'

sdifficulttosaywhetherproductivity'

srisenornot.Butsurveysshowthatsincepeoplehavehadaccesstowork24hoursaday,they'

vebeenworkingalotlongerdays.Infact,we'

vejustimplementedanewtrainingprogrammetohelpmanagersrecognisethisanddealwiththesituation.Becausealthoughsomepeoplemightproducetheirbestworkunderthiskindofpressure,it'

scertainlynotthecaseforeveryone.

IWasthatoneofthechallengeswhenimplementingtheprogramme?

NYes,aswasgettingthegeneralconceptover.We'

vealsohadtoadapttothediversityofourflexibleworkers.It'

snotunusual,say,for400ofthemtobeontheintranetatmidnight.

IMidnight?

NYes.ISo,whathappenswhenthesepeopleneedstationeryorwhentheircomputercrashes?

NWe'

vehadtodevelop24-hours,365-day-a-yearsupportservices.I'

dsaythatwasprobablyourtoughestchallenge,actually.

IAndhowhavepeopleadaptedtoworkinginthesevirtualteams?

NWell,sofar,verywell.Newteamsusuallymeetatthestartofaproject.Ofcourse,youcanalwaysfindoutabouttheotherteammembersonthecompanyintranetevenbeforeyoumeetthem.Afterthefirstmeeting,mostcommunicationisthendonebye-mail,sowe'

vehadtoworkoutguidelinesonhowtousee-mail,sowe'

vehadtoworkoutguidelinesonhowtousee-mailmoreeffectively.Atthestartweexperiencedsomedifficultieswithpeoplecirculatingfartoomuchirrelevantinformation.And,ofcourse,there'

salwaysoneortwopeoplewhoresistanyformofchangewhatsoever.

IAndfinally,howdoyouseethefutureoftheofficeitself?

NWell,Ithinkflexibleworking'

sboundtoincreasebutthere'

llalwaysbeaplacefortheoffice.There'

llalwaysbeaneedforface-to-facecontactbecauseeventeamsworkingremotelystillneedtogettogethereverynowandagaintorefocus.Beingtiedtothedesk,however,ishistory.Infuture,mobilepersonalinformationsystemswillhaveallthetoolsweneedforourjobs.Thedaysofputtingbitsofpaperindrawersaredefinitelynumbered,I'

mafraid.

新编剑桥商务英语高级学生用书Unit2A

R=RichardK=Katie

RNow,Internetstocks.Theyweregoingthroughtheroofearlierthisyearuntiltheyranintotheirrecentdifficulties.Sothequestionis:

hasthebubblefinallyburst?

OurtechnologycorrespondentKatieJohnsonjoinsmeinthestudio.SoKatie,firstofall,whatdrovethesepricesupsohighinthefirstplace?

KWell,allthehypeabouttheInternetwouldhaveattractedsomeinvestorslookingforaquickprofitbutIthinktherealdrivingforcehasbeenthefactthatdemandhasfarexceededalimitedsupply.TherewereonlyahandfulofInternetshareofferslastyear,soopportunitiestojumpontotheInternetbandwagonhavebeenverylimited.

RAndallthisisdespitethefactthey'

refarfromwhatyou'

dcallasafeinvestment.

KAbsolutely,yes.

RButwhataboutgoodoldprofits?

Dotheymatchtheperformanceoftheshareprices?

KWell,thisiswhat'

ssofascinating.TakeA,forexample,theInternetbookseller.Theyhaveamarketvalueof$18bn,turnoverinexcessof$1bn,andyettheyhaven'

tevenreachedthebreak-evenpoint.Apartfromacoupleofcompanies,suchasYahoo!

AndAmericaOnline,mostofthemarealonglongwayawayfrommakinganykindofprofitwhatsoever,nevermindthehugeprofitseveryone'

shopingfor.

RSowhyonearthiseveryonesokeentoinvestinthem?

KWellthey'

reverytrendy,andofcoursethere'

salwaysthebrandfactor,whichisanotherreason.CompanieslikeYahoo!

AndAmericaOnlinenowenjoyincrediblyhighbrandawareness.Buttherealattractionisthetremendouspotentialforfuturerevenue,particularlyfromadvertising.Yahoo!

Alreadyhas144millionpagehitsadayandnearly2,000advertisers.AndwithInternetusageexpectedtodoublewithinfiveyears,advertisingspendingisboundtoincrease.

RButthenhowdoanalystsvaluethesecompanies?

KWell,it'

snoteasy.Theyhavefewassetsinthetraditionalsenseandtheyallshowphenomenalgrowthintermsofturnover,soanalystsarehavingtorelyonalternativeyardstickstocomparethem.

RSuchas?

KSuchasthingslikeaudiencereach.Lycos,anothersearchenginelikeYahoo!

sawitssharesjumpbymorethanathirdrecentlywhenfigurescameoutsayingitreached45percentofallhomeInternetusers.

RSo,let'

sturntotherecent