新编剑桥商务英语（高级）第三版2.1(3)

5 How does the industry analyst defend the company's growth strategy? A He says size is very important in this industry.

B If Oracle hadn't taken over PeopleSoft, someone else would have. C He says it will make them the biggest company in the sector. 6 How does he explain the differences in company culture? A The two CEOs had a different philosophy.

B The two companies were involved in different types of business. C There was no real difference.

A prase release

You work in the press office of an insurance company that has recently taken over another company. Since the take-over there have been some negative reports about it. You decide to put out a press release. Include the following points. ·Explain the business reasons for the take-over (to compete with other big insurance companies; to rationalise staffing) ·Express your enthusiasm about the future opportunities for the merged company. ·Thank all the employees for their support. ·Reassure people that there won't be major job cuts. Begin like this:

PRESS RELEASE Insure CO

Last month Insure Co was pleased to announce the acquisition of

ABC Insurance. The new company brings together two leading insurance providers to form the world's third largest insurance company…

4 Read this extract from an article in Business Strategy magazine. Where do these four types of organisation belong in the text?

stock brokers restaurants oil companies banks

organisational culture

Rapid feedback and Low risk High risk Reward Work-hard, play-hard Tough-guy macho

Slow feedback and culture culture

Reward Process culture Bet-the-company

culture

A of attempts have been made to categorise the organisation and culture of different companies, but only two things seem certain: 1)that many different cultures and types of organisation can exist within each company一and 2)that the activity and sector

play a crucial role in determining how work is organised. Deal and Kennedy recognised this when they proposed four different types of

organisational culture: Work-hard, play一hard culture tends to apply to companies like software developers or (1) which need to react quickly to changing circumstances and fo work of a high tempo. Creativity often plays an important part in their work so they tend to be organised in a project-based way grouping people in teams to solve particular tasks. Tough一guy macho culture concentrates power around key personnel,but it will also devolve a lot of responsibility to the individual

and emphasise decisions that affect the present rather than the future. Examples are (2) sports teams, police, the military Process culture applies to companies which have strict hierarchies and strict job roles, such as insurance companies (3) and public services. Strategy and direction seem to take second place to organisation and so hey are often, maybe unfairly, associated with plodding and bureaucracy.Bet-the一company culture may also be present in companies with a hierarchical structure, but long-term planning and investment, involving high risk, is also a key feature, so direction and goals are generally clearer

Examples are aircraft manufacturers and (4)

5 Describe an organisation you know or have worked or studied in. 1 How many people worked there? 2 What was its business/ speciality? 3 How was it organised?

4 How would you describe the culture?

Did it fall into any of the categories described above? In what ways?

An employee survey

6 Look at this survey from the same edition of Business Strategy magazine. Mark the six items that are most important to you (1 is the most important).

I prefer an organisation which emphasises:

A Individual responsibility and empowerment of employees B Teamwork and consensus

C Clear lines of reporting and areas of responsibility D Quick decision-taking and action E Long-term, careful planning

F Creativity, innovation and taking risks G Clear and consistent procedures H Job security

I Customer satisfaction J Measurable results K Employee welfare

L Financial reward for employees M Non-financial rewards (training, development)

N Informal relationships between staff and management