【文章內(nèi)容簡(jiǎn)介】 4. puters (and other machines) hardware5. young workers still learning their jobs trainees6. knowledge and skill expertise7. levels or strata layers8. to make certain that something is true verify9. corrected or slightly changed amended10. collapse or failure downfall3 The retail sectorYou will hear part of an interview with Steve Moody, the manager of the Marks amp。 Spencer store in Cambridge, England. What do you know about Marks amp。 Spencer?Mamp。S, as many people call them in Britain sell clothes, household goods and food. They have branches all over Britain, and are expanding into continental Europe.3a Listeninglisten to part One, in which Steve Moody describes the role and responsibilities of a store manager. Tapesript Part OneSTEVE MOODY so, as the store manager in Cambridge, which is probably the fortieth largest of the 280 stores we have got, I am responsible for the daytoday running of the store. All the product is delivered to me in predescribed quantities, and obviously I’m responsible for displaying that merchandise to its best advantage, obviously I’m responsible for employing the staff to actually sell that merchandise, and organizing the daytoday logistics of the operation. Much more running stores is about the daytoday operation. And ensuring that that’s safe, and obviously because of the two hundred people that we would normally have working here it’s ensuring that they are well trained, that they are well motivated, and that the environment they work in is a pleasant one, that they are treated with respect, and that they are mitted to the pany’s principles.Which of the following tasks is he responsible for?1. designing the store and its layout 2. displaying the merchandise 3. employing the sales staff 4. ensuring the safety of staff and customers5. establishing the pany’s principles6. getting mitment from the staff7. increasing profits8. maintaining a pleasant working environment9. motivating staff10. organizing the daytoday logistics11. pricing the merchandise12. running 40 out of 280 stores13. selecting the merchandise14. supervising the daytoday running of the store15. training staff3b ListeningListen to Part Two, and answer these questions.Tapescript Part TwoINTERVIEWER How much freedom do those people have within their jobs to make decisions themselves? How much delegation is there of responsibility down the chain?STEVE MOODY We would , as a business, like to encourage as much accountability and delegation as possible. Of course that does depend on the abilities of the individuals, the environment in which you’re working, and the time of year. With 282 stores we have a corporate appearance in the United Kingdom’s high streets. It is quite important that when customers e into Marks amp。 Spencer’s Cambridge they get the same appearance and type of looking store and the same level of service that they would expect if they went into Marks amp。 Spencer’s Edinburgh in Scotland, for example, and it’s very important that we have a corporate statement that customers understand. So, there are obviously parameters and disciplines that, you know, not only the staff but supervision and management would follow. Within that, in terms of development and training, training is obviously an investment for all staff. If staff are trained to do their job well and they understand it, they will feel confident in what they’re doing, that in turn will give a better service to the customers, obviously from Marks amp。 Spencer’s point of view it could well lead to increased sales.1. Why are Marks amp。 Spencer’s store managers limited in giving accountability to their staff and delegating responsibilities?Although marks amp。 Spencer ‘would like to encourage as much accountability and delegation as possible’, they have a corporate appearance for all their stores, in all of which customers should get the same level of service. This limits the freedom of individual mangers to change the stores: there are ‘parameters and disciplines that not only the staff but supervision and management would follow’.2. What do they concentrate on instead?Instead, they concentrate on staff development and training.3c listeninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meetings for members of staff where they can express views about what’s going on in the store?STEVE MOODY We have a series of meetings, management and supervisory every week we have something which Marks amp。 Spencer’s call a focus group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive goods. They have meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously myself, and we will discuss those issues and work together to try and provide solutions. However, Marks amp。 Spencer’s philosophy, I suppose, is that meetings should not be substitute for daytoday munication and therefore if problems do arise in terms of the operation, or an individual has got a problem in their working environment, or indde their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will e and talk to their supervisor or their manager, to see what we can do to solve the problem.Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff.1. What is the second kind of meeting called?A foc