Contents
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Unit 1. Careers . | |
Unit 2. Selling online............ | |
Unit 3. Company ...... | |
Unit 4. Great Ideas ... | |
Unit 5. Stress | |
Unit 6.Entertaining... | |
Unit 7. Marketing . | |
Unit 8. Planning ... | |
Unit 9. Managing People . | |
Unit 10. Conflict ...... | |
Unit 11. New Business | |
Unit 12. Product ... | |
Appendix 1 ... | |
Appendix 2 ... | |
Appendix 3 ... | |
Appendix 4 ... |
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UNIT 1. CAREERS
I. Lead-in
What words do you associate with the word career?
Suggest different stages in typical career using expressions such as go to school, go to university, get qualifications in, get a job in a company, be promoted to, move to another company, retire, etc.
II. Study the vocabulary
to exaggerate
outsourcing ,
teleworking ; ,
freelancer
tenure
human resources department (HRD)
recruitment
remuneration ,
performance review
annual
training
redundant
delayering , ""
downsizing
outplacement service
portfolio worker , ,
salaried ( )
employability
to keep up with
give-and-take ,
to attend meetings
career ladder
rapidly growing company
unemployed -
to make a fortune
to make a living
to get the sack
to do ones best
to take time off
flexitime
anti-social hours
to work overtime
spreadsheet
subsidiary
vacancy -
staff -
sales representative
senior manager
appointment -
academic background
numeracy
III. Read and translate the text
Reports of the death of the traditional career have been greatly exaggerated. Despite the growth of outsourcing (buying in services that were previously performed by a company's employees from outside the organisation) and teleworking by freelancers working from home communicating via the Internet, most professional people still go to what is recognisably a job in a building that is recognisably an office. The average tenure, the length of time that people spend in a particular job, has remained unchanged (at about seven years) for two decades.
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From the point of view of the human resources department (HRD) of a large company, managing people's careers can still be seen in the traditional activities of selection procedures and recruitment, managing remuneration (how much people are paid) and working with department managers on performance reviews: annual or more frequent meetings with employees to tell them how well they are doing and how they may progress further on the career ladder. The HRD will also be involved with training and professional development of the company's staff.
A company's HRD may also be involved in making people redundant. Redundancies may be the result of an economic downturn with reduced demand for the company's goods or services, but they may follow a decision by a company to delayer (to reduce the number of management levels) and downsize. It may offer outplacement services, advice to people on how they can find another job, perhaps after some retraining.
A manager made redundant in this way may become a portfolio worker, offering their services to a number of clients. But there are also reports that many such managers describe themselves as consultants when in fact they would prefer to be working in a salaried job in an organisation like the one they have been forced to leave.
Others may enjoy their new-found freedom and embrace the flexibility that it offers. (Companies too may talk about flexibility when they use the services of freelancers in this way, rather than relying on salaried employees.) Freelancers have to maintain their degree of employability by keeping up with the latest trends and skills in their profession or industry, for example by attending short courses. They may complain that working outside an organisation gives them fewer opportunities to learn these new skills. For many salaried employees, on the other hand, developing one's career in an (enlightened) organisation is a process of give-and-take - the environment they work in allows them to keep their skills up to speed.