Viewing and speaking Task 1 earning live on frustrating head chasing television editor launching basis privileged III 2
Lillian: Mr. Baxter, you have worked in the company for five years, and now you manage everything here smoothly, like a clock. Could you tell us the secrets of your successful career?
Baxter: Just as the golden rule of real estate is \location, location\the golden rule of work is \relationships, relationships\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 them with respect. Lillian: Could you give me 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 visited 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. Thus the two 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 inGermanyandJapan. 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.
Unit 4 let’s tallk 1
Ayesha: In the newsroom you have about 16 reporters. The news reporters sit in one part of the room, and you have features on the other side of the room. I'm just going to see Kev, he's my news editor and he's gonna do a brief, basically brief me on a story that's happening later on. When I walk into my newsroom I don't know what to expect. You start at eight but you don't know how long that's gonna go on for. Hello. Kevin: Hi Ayesha. So we're really looking for a featurey sort of piece for tomorrow's paper.
Ayesha: FrenchayHospital, which is one of our hospitals inBristol. They're celebrating their 10 years of this head injury unit, and we've been invited up. We're gonna obviously cover and take pictures, and I'm gonna get to speak to people. So he was really giving me guidelines.
Kevin: You know when you're doing your interviews, speak to people in some detail about, you know, how they were injured in the first place, but then the treatment they've gone through. OK? Ayesha: Yeah. Excellent! Thank you!
Well, I've just started writing up for my next, and just basically from the day. I've got to get something through, I think, by about four. Sometimes I come back and I've got so much going on in my hands. So I'm just trying
to, sort of, just work it through. Deadlines are very stressful. But you have to meet them because it's important; it's part of what newspaper journalism is all about. You get used to it by getting the guidance, managing your time, but it's still scary. OK. It's all done. OK. This is theBristolfinal. If I have a look at page 14, there we are, and that's my story. Exciting!
Unit 4 VI 3
They gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say goodbye to the departing CEO, Dick Jackson. The departing CEO left three numbered envelopes for the new CEO. The message read, \your predecessor.\So, the new CEO held a press conference and tactfully laid the blame at the feet of the previous CEO.
The message read, \quickly rebounded.
The message said, \for Carl to leave and give three similar envelopes to the next CEO.
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