TEXT 3.docx
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TEXT 3.docx
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TEXT3
Text3
Reading1hour
PARTONE
Questions1–8
●Lookatthestatementsbelowandatthefiveextractsontheoppositepagefromanarticlegivingadvicetoself-employedconsultantsaboutnegotiatingfeesfortheirservices.
●Whichbook(A,B,C,DorE)doseeachstatement1–8referto?
●Foreachstatement!
–8,makeoneletter(A,B,C,DorE)onyourAnswerSheet.
●Youwillneedtousesomeoftheselettersmorethanonce.
Example:
1Lackofself-confidencewillputyouatadisadvantageinanegotiation.
0
ABCDE
1Tryingtonegotiateisonlyworthwhileifthereistheprospectofsuccess.
2Thebestresultofnegotiationiswhenbothpartieshaveasenseofsatisfaction.
3Acceptingalowerfeemighthavebenefitsinthefuture.
4Itisimportanttoknowhowmuchotherpeoplearechargingforsimilarwork.
5Youshouldaskforafeeinexcessofwhatyouexpecttoget.
6Offertheotherpartyincentivestoagreetoyourfee.
7Otherpeople’sreactionstoyouareinfluencedbyyourbodylanguage.
8Itmaybecomeobviousthatyouhavecometoregretadealyouhavemade.
A
You’reindangerofsellingyourselfshortifyoudon’tknowwherethegoalpostsare,especiallywhenyou’renegotiatingwithanewclient.Researchthemarketandfindoutthegoingrate.Youcandothisbynetworkingcontactsortalkingtosmallbusinessadvisers.Alternatively,askthecompetition.Ofcourseyourrivalsmaynottellyou,butthere’snoharminasking.Anotherprerequisiteislearningtorecognizewhenthere’sscopefornegotiation,becausewithoutit,youcanwasteagreatdealoftimeandenergy.
B
Knowtheamountyouwouldreallylike,slightlyabovewhatyouthinktheywillofferandabovewhatyou’dbehappytosettlefor.Also,knowyourtrade-offs.Createawishlistofallthethingsyou’dliketoreceiveifyoulivedinaperfectworld.Thatway,iftheothersidewantyoutomovefromyourpreferredoropeningpositiononanissuetoapositionnearerthebottomline,youcanmoveinexchangeforsomethingfromyourwishlist.
C
Peoplewhoarenervousaboutnegotiatingovermoneyoftenletfeartellthemthey’renogoodatthesediscussionsandnotworththefee.Youliterallycan’taffordtheluxuryofasinglenegotiatingthought.Standupwhenmakingnegotiatingphonecalls:
itwillmakeyoufellmorepowerful.Ifyou’refacetoface,makesteadyeyecontact,keepyourheadupandyourhandsstill–theseallsuggestassertiveness,ratherthanaggressivenessorpassivity,andyou’llbesurprisedathowmuchthisaffectsthewaythatyoucomeacrossinthenegotiation.
D
Youhavetoknowthepricebelowwhichitwouldbeuneconomicalforyoutodoajob.Thiscouldvaryfromjobtojob-youmaybepreparedtodosomecheaperinthehopethatthey’llleadtobetterthings.Butdon’tbetalkedbelowyourbottomlineandendupworkingfornothing.Afterall,inthelongterm,there’slittlepointinagreeingtosomethingthatyou’renothappywith:
you’relikelytofeelresentful,andthismightevencomeacrossinyourbehaviour.
E
Whennegotiatingmoney,theremaybenon-financialfactorsyoucanthrowintothemix.Forexample,whynotsay,‘Ifyoupaymesuchandsuch,I’llincludeareportonthecompanyforyou’.Plantheseextrasbeforehand.Makesurethattheywon’ttakeforevertodo,butarethingsofvaluetotheotherside.Thisway,youcanachievetheidealoutcome:
youappeartoacceptcompromisewheninfactyou’vegoteverythingyouwanted,andthey’llthinktheygotthebetterofthedeal.
PARTTWO
Questions9–14
●Readthetextabouttrainingprogammes.
●Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
●Foreachgap9–14,markoneletter(A-H)onyourAnswerSheet.
●Donotuseanylettermorethanonce.
●Thereisanexampleatthebeginning.(0)
REALTRAININGFORALL-ACTIONMANAGERS
Learningbydoingisfamiliartoeverymanagersentonatrainingcourse.Invariablythisinvolvesrole-playbasedonstudiesoflong-agotriumphsanddisastersfromarelevantindustryororganization.(0)_H_Theproblemis,anyexperienceofdecision-makinggainedfromrole-playhasoneobviousshortcoming:
itisnotreallife.
Totacklethisdilemma,someofthebest-knowncompanieshavesetuptheInternationalManagementDevelopmentConsortium,whichprovidesarangeofexecutivedevelopmentprogrammesforstaffmembers.(9)____Whatthismeansisthattheyinvolve‘actionlearning’throughreal-lifesituations,andparticipantsworkasproblem-solvingconsultantsonprojectswithincompaniesengagedinday-to-daybusiness.
(10)____Withinthistheyalsotaketrainingandrefreshercoursesintraditionalbusinessskillssuchasfinance,marketing,staffmanagementandstrategicplanning.Thesedisciplinesaretaughtbyamixofacademics,businesspeopleandseniormanagersfromConsortiumcompanieswhoalsomonitortheconsultancywork.
Morethan100oftheseconsultancyprojectshavebeenundertakensofar,andmanymorearetocome.(11)____Generally,thosewhochoosetoattendthecoursecomefromvariouscountries,reflectingthemulti-nationalnatureofcompanieswithintheConsortium.(12)____Asaresultofthiscross-culturalexchange,thepeopleonthecourselearnagreatdealfromeachother-andoftenkeepincontactonaprofessionallevellongaftertheendoftheircourse.
TheConsortiumsayslanguagedifficultiesarenotaproblemwhenconsultanciesareundertakenforforeigncompaniesonsite.Atranslatorisonhandtodealwithdifficultieswhicharisefromtechnicaltermsorjargon.
(13)____Thisisbecausetheyarenotchargedconsultancyfees,althoughanominalsumispayableforadministration.ThefundingfortheschemeisprovidedbyeachConsortiummemberwhocontributestothecostofrunningthetrainingcourses,andtheamountinvolvedisconsiderablylessthanfeeschargedbyleadingbusinessschools.(14)____‘itis,’saystheChairman,‘areallearningexperiencewithtechniquesthatcaneasilybeusedbackatwork..’
Example:
0
ABCDEFGH
ATheyarebeingofferedbycompanieswhoareawareofthebenefitsoftherangeofknowledgeofferedbythepeopleonthecourse.
BAswellasthesavings,therearealsothedividendsitpaysintheformofimprovedstaffperformance.
CThedifferencebetweentheseprogrammesandtheaverageexecutivecourse,however,isthatthesecoursesarebasedontheconceptof‘live’consultancy.
DInthisway,participantscanalsobenchmarkthemselvesagainstthebestmembersfromarangeofConsortiumcompanies.
EThismeansthatwithineverytraininggrouptherewillbeawidevarietyofexperience,whichisdiscussedandexploredbythegroup.
FTypically,groupsofuptosixcoursemembersundertakeprojectsaspartofthisdevelopmentprogramme.
GAnothermajoradvantageisthatthesecompaniesusuallygettheirproblemssolvedverycheaply.
HManagersaretypicallycastaskeyfiguresinthesedramas,thecomparisonsaremadelaterbetweenhowtheydealtwiththefictionalsituationandtheactualevent.
PARTTHREE
Questions15–20
●Readthefollowingarticleaboutbusinessschoolsandthequestionsontheoppositepage.
Foreachquestion15–20,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
Intermsofpurequantityofresearchanddebate,businessschoolshaveperformedamazinglyinpromotingmanagementasadistinctiveactivity.Nootherdisciplinehasproducedasmuchinsuchashortperiod.Itisunclearyethowmuchofitwillstandthetestoftime,butforsheerindustry,thebusinessschooldeservecredit.Notadaygoesbywithoutanotherwaveofresearchpapers,books,articles,andjournals.
Intheseterms,schoolshaveproducedagenerallyacceptedtheoreticalbasisformanagement.Whenitcomestoknowledgecreation,however,theyfindthemselvesindifficulties.Theyarecaughtbetweentheneedforacademicrigourandforreal-worldbusinessrelevance,whichtendtopullinoppositedirections.Thedesiretoestablishmanagementasacredibledisciplineleadstoresearchthatpanderstotraditionalacademiccriteria.Theproblemforbusinessschoolresearchersisthattheyseektheapprovaloftheiracademicpeersratherthanthebusinesscommunity.IntheUnitedStatesthishasledtothesortofgrand‘paperclipcounting’exercisesthatmeetdemandsforacademicrigourbutfailtoaddoneiotatotherealsumofhumanknowledge.
Businessschoolshavetoooftenallowedtheconstraintsoftheacademicworldtocloudtheirviewoftherealworld.Businessschoolresearchersseekprovabletheories–ratherthanhelpfultheories.Theyhavechampionedaprescriptiveapproachtomanagementbasedonanalysisand,morerecently,onfashionableideasthatsoondisappearintotheether.The‘onebestway’approachencouragesresearcherstomouldtheidiosyncrasiesofmanagerialrealityintotheirtightlydefinedmodelsofbehaviour.Figuresandstatisticsarefittedintolinearequationsandtidymodels.Economistsandothersocialscientistslabelthiscuresmoothing.Meanwhile,realitycontinuallyrefusestoco-operate.
Centraltothisisthetensionbetweenrelevanceandrigour.Inaperfectworld,therewouldbenoneedtochoosebetweenthetwo.Butinthebusinessschoolworld,theneedtosatisfyacademiccriteriaandbepublishedinjournalsoftentiltsthebalanceawayfromrelevance.Inotherwords,itisofteneasiertopursuequantifiableobjectivesthanitistoaddanythingusefultothedebateaboutmanagement.Toalargeextent,theentirebusinessschoolsystemworksagainstuseful,knowledge-creatingresearch.Academicshavefiveyearsinwhichtoprovethemselvesiftheyaretomaketheacademicgrade.Itse
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