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Unit 3
Listen1-1
Sales Manager: Look, it's obvious. If we increase sales, we'll make a profit, and if
we want to increase our sales, we'll have to increase our spending on advertising.
Financial Manager: No, you're absolutely wrong. We haven't got the money to
increase our spending on advertising. If we increased our spending and still our sales didn't go up, we would be in serious financial difficulties. We should think about reducing our costs. If we reduced our spending on advertising and on other things, then we'd be in a stronger position.
Production I think what we need is a new product. The products we are Manager: selling now are becoming old-fashioned. Few people want to
buy them. If we introduced a more up-to-date product we'd be more competitive.
Financial Manager: But we haven't got the money to back a new design.
General Manager: Let's not talk about \
Let's think of the real possibilities. Now what about the contract with Harris？Are we going to get it?
.
Sales Manager: I think—if I go to see Harris tomorrow and make him a good
offer, we'll get the contract. If we delay, we'll miss the chance.
General Manager: Well, if we can get the contract, we'll have some profit in hand.
So, go ahead and make him the offer. Then we'll discuss our advertising situation.
Listen1-2
Sales Manager: Look, it's obvious. If we increase sales, we'll make a profit, and if
we want to increase our sales, we'll have to increase our spending on advertising.
Financial Manager: No, you're absolutely wrong. We haven't got the money to
increase our spending on advertising. If we increased our spending and still our sales didn't go up, we would be in serious financial difficulties. We should think about reducing our costs. If we reduced our spending on advertising and on other things, then we'd be in a stronger position.
Production I think what we need is a new product. The products we are Manager: selling now are becoming old-fashioned. Few people want to
buy them. If we introduced a more up-to-date product we'd be
.
more competitive.
Financial Manager: But we haven't got the money to back a new design.
General Manager: Let's not talk about \
Let's think of the real possibilities. Now what about the contract with Harris？Are we going to get it?
Sales Manager: I think—if I go to see Harris tomorrow and make him a good
offer, we'll get the contract. If we delay, we'll miss the chance.
General Manager: Well, if we can get the contract, we'll have some profit in hand.
So, go ahead and make him the offer. Then we'll discuss our advertising situation.
Listen1-3
Sales Manager: Look, it's obvious. If we increase sales, we'll make a profit, and if
we want to increase our sales, we'll have to increase our spending on advertising.
Financial Manager: No, you're absolutely wrong. We haven't got the money to
increase our spending on advertising. If we increased our spending and still our sales didn't go up, we would be in serious financial difficulties. We should think about reducing our costs.
.
If we reduced our spending on advertising and on other things, then we'd be in a stronger position.
Production I think what we need is a new product. The products we are Manager: selling now are becoming old-fashioned. Few people want to
buy them. If we introduced a more up-to-date product we'd be more competitive.
Financial Manager: But we haven't got the money to back a new design.
General Manager: Let's not talk about \
Let's think of the real possibilities. Now what about the contract with Harris？Are we going to get it?
Sales Manager: I think—if I go to see Harris tomorrow and make him a good
offer, we'll get the contract. If we delay, we'll miss the chance.
General Manager: Well, if we can get the contract, we'll have some profit in hand.
So, go ahead and make him the offer. Then we'll discuss our advertising situation.
Listen2-1
Good morning, I'd like to welcome you to our organization. Now you all know which department you are going to, but before you go off, I'm going to tell you a little bit about the rules and regulations which we have to adhere to. The reason why we
.
have these rules is that they help us all to know what we can do, what we must do and what we shouldn't do—and in the long run make this a happy place to work in.
First of all, the flexitime system. Most of you can choose what time you are going to start and finish. However, you must all be here for core time, which is from 10 a.m. till 3 p.m. You should all work for a minimum of 37 hours a week and normally you shouldn't work more than 41 hours. If you look at your job descriptions you'll see that you should put in an average of 38.5 hours a week. This means you can put in up to an extra 2.5 hours per week. However, at the end of a month you shouldn't have more than 10 hours' overtime, because only 10 hours can be claimed. Is that clear?
You all have 18 days' holiday a year. 10 of these 18 days must be taken during July when the company will be closed. The other eight days may be taken in either one or two installments, for example five days and three days or six days and two days, etc. But you can't have eight separate single days off or four 2-day periods off.
We have a canteen here, where you can have lunch. Lunch tickets are on sale on Monday mornings only and this means you must buy your tickets then for the rest of the week. The canteen is open between 12:30 and 2 and there are two sittings. You should decide on Monday which sitting you are going to attend and tell the supervisor when you buy your tickets.
So, any questions about these three points—flexitime, holidays and lunch—before I move on to the next matter?
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