新視野大學(xué)英語(yǔ)視聽(tīng)說(shuō)教程4(新版)unit4-展示頁(yè)
2025-04-13 01:06本頁(yè)面
【正文】 t you’re talking about. Joan: You’re fired. That’s what I’m talking about.Carl: I find that surprising, Miss Jackson. After all, I sold twentyfive percent more of our products than any other salesperson.Joan: Look, I’m not here to argue. You’re fired. Understand?Carl: I understand perfectly. I just wonder what’s going to happen to the contract I’ve been arranging. It would be a shame to lose it。 it could mean a lot of our pany. And I’m the only one who knows the details.Joan: No one is indispensable. Just clear out your desk, and that’s the end of it. Do I make myself clear, Mr. Westlake?Carl: Crystal clear—apart from one small detail.Joan: And what, pray tell, is that detail?Carl: I’m not Mr. Westlake. I’m Carl Smith.Joan: Well then, that’s a different kettle of fish, Mr. Smith. I know you’ve bee n working late almost every night and ing in on Saturdays to get work done. The pany is very happy with your progress.Carl: That’s good to know. I was beginning to think that I wasn’t appreciated.Joan: You’re doing well. We have approved your first salary increase.Carl: That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay.1. Why is the man surprised at the being fired?2. What is the second reason mentioned of the man to object to his being fired?3. What mistake did the woman make?4. What do you know about the man’s work performance?5. What does the man finally get?Keys: 1C Task 2: Don’t be a lonerScriptLillian: Mr. Baxter, you have worked in the pany for five years, and you manage everything here smoothly, like a clock. Could you tell us the secret of your successful career?Baxter: Just as the golden rule of real estate is location, location, location, the golden rule of work is relationships, relationships, relationships. Unfortunately, many workers focus so hard on the job at 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 then with respect.Lillian: Could you give more details?Baxter: Let’s take Wendy as an example. She switched jobs several months ago in the pany. 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 onthejob 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 visit 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 pany’s chief financial officer, who saw how her group could help develop his staff. So the two forged a longtern=m alliance, which led to a training program so successful that it has since been picked up by the pany’s offices in Germany and Japan.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.Keys:Relationships, marketing manager, in conflict with, expenses, ended in vain, training administrator, visited, establish closer relationships, longterm, picked upTask3: Keys:CDDCAIV. Speaking OutMODEL 1
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