ENGLISH LANGUAGE,

19th, October 2020.

o When to terrorize talent

o Articles
UNIT 2 o Career skills: Getting things done
Leadership o Dilemma: Mission Impossible?

Terrorizing the talent

Warm up activities: Keynotes

The role of a leader is to inspire and motivate staff and develop talent within an
organization. The management style of leaders varies: some prefer to delegate
responsibility to subordinates, whereas others prefer to use their authority to control
operations directly.

Preview -Management styles

Opinions differ about what is the best way to manage employees. Which of the
following statements do you agree with? Discuss your views with a partner.

a) Employees cannot be trusted and must therefore be closely supervised.

b) Staff should be allowed to organize their own work.
c) The best motivation is money and recognition for meeting targets.

Reading -Fear and management

Read the text about leadership on the opposite page. What motivation
techniques are mentioned?
1. Read the text again. Are these statements true or false?
1. A photographer witnessed the manager kicking David Beckham.
2. The manager lost his temper because the team lost the match.
3. Management tactics are easier to identify in business than in sport.
4. Patterson encouraged his employees to make themselves indispensible.
5. When business is good, fear is used less as a management tactic.
6. Fear may help some people to reach their targets.
7. Both company employees and artists share the same fear of failure.

2. What fears make people work hard? Can fear motivate people as
successfully as rewarding them?

Intelligent Business Coursebook –Intermediate Business English

by Tonya Trappe/Graham Tullis
1
Vocabulary 1 -Synonyms

3. Match the words from the text with similar meanings.

1 inspire a technique
2 fire b terror
3 fear c motivate
4 defeat d employee
5 upset e sack
6 subordinate f failure
7 tactic g hurt

Fear and management

When to terrorize talent

The football dressing room remains the last refuge of old-style management
techniques.

The nation was in shock. David Beckham, Britain's most beautiful (and skilful) footballer
emerged from his house on Monday morning to allow the world to photograph a wound above his
left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a
defeat and kicked a football boot, which hit the Beckham eyebrow.

In sports, more than in most businesses, the management tactics are out in the open for all to
see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball
coach at Indiana University, once did. But the ability to inspire fear has always been an essential
tool of management.

Lots of successful chief executives/izvrsni direktor rule by terror. None, it must be said,
reaches the standard set by John Patterson, who built NCR early in the 20th century. "When a man
gets indispensable/neophodan, let's fire him," he would apparently say. One NCR executive
discovered he had been fired when he found his desk and chair in flames on the company lawn.
Modern laws on constructive dismissa/lkoji se tiu konstruktivnog otpustanja and employee
harassment have put an end to such fun.

However, terror in the workplace is making a comeback these days. In an economic

upswing/usponu, fear goes underground/strah se povlaci. Workers are scarce/mi smo u oskudici sa
radniima, and therefore powerful/samim tim su oni mocni; bosses must handle the talent with care.
When times turn tough, the balance of power swings/ravnoteza snage je malo poljuljana. As Hank
Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, "in almost every one
of our businesses, there are 15-20% of the people that really add 80% of the value." In other words,
80-85% are largely redundant/je uglavnom suvisno - and had better shape up fast./bolje da brzo
napreduju

Motivating talent

Intelligent Business Coursebook –Intermediate Business English

by Tonya Trappe/Graham Tullis
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 Does fear really motivate? In sport says Scott Snook, who teaches organizational behavior at
Harvard Business School, " fear can become a barrier to taking risks,/u preuzimanju rizika yet can
provide the essential emotional kick/trzaje needed to meet a challenge." Coaches need to
strike/pogoed pravog igraa da bi razvili talenat the right balance (and the right player?) in order to
develop talent.

Yet used in the boardroom,/takodje uzimano u Sali ya sastanke fear can be disastrous/moze
da bude poguban. Tony Couchman, a headhunter/lova na talente at Egon Zehnder in London,
recalls/priscjea se the board/vijece, odbor of a large firm with a chief executive who so
dominated/koji je toliko bio dominantan nad svojim direktorima, da su ga rijetko dovodili u pitanje
ili protivrjeili his directors that they rarely questioned or challenged him. "Success in such a com-
pany depends on having a great leader and a steady/stabilno market," he argues.

Jim Collins, author of a book that explains why some firms succeed in making the
jump/skok "from good to great" and others fail/a zasto ostali ne uspiju, found/otkrio je da je pristup
strahu je bila kljuna raylika u firmama koje je on nadgledao that the approach to fear was a key
distinction among firms that he surveyed. He found that in the truly successful firms people were
"productively neurotic". At Microsoft, for example, employees worry all year at the prospec/zbog
gos sastankat of their annual meetings with Bill Gates, where even being shouted at would not hurt
as much as seeming to be an idiot./
Gdje ak I ako bi ste bili iyvikani ne bi toliko boljelo kao kad biste ispali isdiot
The driving fear/poketacki strah of failure/neuspjeha, points out Mr Collins, is not unique. to
corporate/preduyetniki life. "I'm self-employed, and I live with constant fear," he says. "But I'm
self-afraid." That kind of fear is common among creative artists and also in professional services
where the person is the product and lots of fragile egos have to be managed./I mnogo krhkih ega
mora da se kontrolise

2. Complete the sentences with the words below.

manager subordinates coach chief executive (CEO) workers
staff directors employee

1. The new manager improved morale in the department.

2. The …coach…………….. praised his team upon reaching the Cup Final.
3. Our board of ……diretors…………. meets every three months to
discuss
4. The factory …workers………….. went on strike because of low pay.
5. The share price went up when the new … CEO ………. was appointed.
6. I have to do the appraisals for the six …subordinates………. who report to
me.
7. An aggressive management style led to an …employee…………. increase
in turnover.
8. Every …staff………..in the company gets health and safety trainer.

Vocabulary 2 -Collocations

Match each of the following verbs with one set of nouns

Set meet make take
Intelligent Business Coursebook –Intermediate Business English
by Tonya Trappe/Graham Tullis
3
 a chance a mistake
1. an opportunity 2. …………….. a judgement
a position a profit/loss
…………….. a point a call

a deadline a precedent
3. ……………. a need 4. …………….. an example
. the cost an objective
expectations a limit

Grammar focus -Articles

Read the extract below and underline all the nouns. Which are preceded by
indefinite articles a/an, the definite article the article no article at all?

Does fear really motivate? In sport, says Scott Snook, a teacher in organizational
behavior at Harvard Business School, (one of the most famous business schools in
the world) “fear can become a barrier to taking risks, yet can provide the essential
emotional kick needed to meet a challenge. Coaches need to strike the right balance
in order to develop talent.”

The indefinite article a/an refers to

- non-specific singular countable nouns (He's a good manager)

- jobs and nouns of nationality (I'm a sales executive.)

The definite article the refers to

- nouns already mentioned or specified (I gave the report to her)
- nouns that are one of a kind (You can read about it on the internet)
- the superlative form of adjectives (It's the best job I've had.)

There is usually no article with

- general plural and uncountable nouns (Criticism doesn't help)

- abstract nouns such as talent, success (We should develop our talent)

Language check

Complete the text with a, the or X (no) article.

Sandy lives in Barcelona. In …x……..morning, she goes to …x… work

early. She usually travels by…x……….. bus but on ……x……. Tuesdays, her
boyfriend gives here lift and she goes by ………x…………car. She has ……
Intelligent Business Coursebook –Intermediate Business English
by Tonya Trappe/Graham Tullis
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x……… lunch at work and comes ……x….. home at about six in …
the………… evening. She learns …x…… Spanish and goes to …the…
swimming pool on ……x…… Mondays. At …x……… weekend, she usually
has …x…… dinner with her parents but sometimes she goes out to ……
x………different clubs with her boyfriend and often goes to …x… bed at
four or five in ……the……… morning. On ……x………Sunday evenings, she
goes to ……the……… cinema with ……a……… friend. She hates Monday
mornings! Neodredjene koristimo ispred brojiivih imenia da oynaimo lie koje
pominjemo po prvi put
The koristimo kada je nesto odredjen I poynato ili ya djelove daan ili kod fraya
the inem the beah, kod naija kad oynaava ijelu naiju the lationos, ipred Rijeka
planina, uz superlative, redne brojeve.
Izostavljamo ispred i=linih imena, obroka, dana u nedelji, sportova, jezika,
imenia u mnozini, apples are very healthy ispred apstraktnih imenia, love is
essenaial.
Određeni clan ispred muzičkih instrumenata. the guitar, the piano

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Intelligent Business Coursebook –Intermediate Business English

by Tonya Trappe/Graham Tullis
5