UnitTOC\o"1-2"\h\z\uTopic1TheStructureof ATallStructureandaFlat Corporate DescribingtheStructureofan KeystoSuccessfulCorporate Topic2Corporate DefinitionofCorporate CorporateCultureintheGlobalBusiness TheDenison DescribingCorporate Unit Thisistheintroductoryunittothiscourse.Somebasicbusinessconceptsandinformationareintroducedanddiscussedhere,includingtypesoforganizationalstructures,corporatereorganizationandcorporateculture. TheStructureofInthistopic,twomajorformsoforganizationalstructuresareintroduced,andthenyoulookspecificallyatthestructureofABCAutomobiles.Asabusinessstrategywithincreasingimportance,corporatereorganization–redesigningthestructureofanorganization–isalsodiscussedhere. ATallStructureandaFlatBytheendofthisactivity,youshouldgainedagoodunderstandingofthetwomajortypesoforganizationalstructure;developedvocabularyrelatedtothestructureoforganizations,includingnamesofdepartmentsandtitlesofpositionswithinanorganization;improvedlisteningskillsandcomprehensioninbusinesssituationsrelatedtothestructureoforganizations;andlearnedtosummarizeinformationanduseittomakecorrect CompanystructureofABCFillinthediagramwiththecorrectCompaniesoftenhaveeitheratallstructureoraflatstructure.Atallstructureusuallyhasmanylevelsofmanagement.Itishierarchical<V>.Aflatstructurehasfewerlayersofmanagement,whichoftenresultsinmoreindividualresponsibility.BelowisthecompanystructureofABCAutomobiles.Pleaseputthecorrectdepartmentsintheirrightplaces.ChiefChiefExecutive ChiefFinancial(1) (2)(3)ResearchandDevelopment (4)(5)Customer (6)(7)HumanResourcesTask2RoleswithintheMatchtherolestothecorrespondingTheTrainingOfficeratABCautomobilesisintroducingthecompanystructuretoagroupofnewstaffincludingyou.Listentohisintroduction,andputthefollowingrolesundertheirrelevantdepartments.(1)Market (2)Credit (3)Maintenance(4) (6)After-sales(7)Quality (8) (9)Recruitment<V>(10)Pay (11)Accounts (12)(13)SalesRepresentative(14)Purchasing (15)Training(16)Export (17)Customer (18)Business(19)Packaging (20)Dispatch (21)TechnologyChiefChiefExecutive MaryHRJoanTask3FlatortallatABCWriteyouranswertothefollowingquestioninthegivenBasedonwhatyouhavelearnedaboutthetypesofcorporatestructures,whatkindofstructuredoesABCAutomobileshave?Why?ABCAutomobileshasatypicalflatstructure.DivisionmanagersreportdirectlytotheCEO.Keyconcepts&vocabularyKeyconceptsChiefExecutiveChiefExecutiveOfficer(CEO):ChiefFinancialOfficer(CFO):首席財(cái)務(wù)官財(cái)務(wù)總監(jiān)division(n.):部門hierarchical(adj等級(jí)的invoice(n.):發(fā)票query(n.):recruitment(n.):Task2:SpeechbytheTrainingNowtodayI’llstartofftellingyoualittleaboutthestructureofABCAutomobiles.TheheadofthecompanyhereinSydneyistheCEOorChiefExecutiveOfficer,andthat’sMr.Davis(D-A-V-I-S).Nowasyouknow,ABCAutomobilesisdividedintosevendivisions:ResearchandDevelopmentorR&D,Production,Finance,Marketing,CustomerService,HumanResources,andAdministration.ThefirstdivisionhereisR&DandthatisheadedbytheR&DManager,Dr.ArthurMacDonald(A-R-T-H-U-R,M-A-C-D-O-N-A-L-D).TheResearchers,TechnologyOfficersandBusinessDevelopersallreporttohim.ThenextdivisionisProductionanditisheadedbythePlantManager,JonathonGoldman(J-O-N-A-T-H-O-N,G-O-L-D-M-A-N).TheTechnicians,andQualityControllersallreporttohim,asdothePackagingClerksandDispatchClerks.ThenthereisthedivisionofFinanceandthedepartmentisheadedbytheCFOorChiefFinancialOfficer,Ms.ElaineChapman(E-L-A-I-N-E,C-H-A-P-M-A-N).TheAccountsClerks,andCreditControllers,whocheckthatcustomershavesettledtheirinvoices<V>,reporttoher.ThenthereistheMarketingdivision<V>whichisbothsalesandmarketing,andJamesSpencer(J-A-M-E-S,S-P-E-N-C-E-R)istheheadofthisdepartment.HeisresponsiblefortheExportClerks,theSalesRepresentatives,andMarketAnalysts.AfterthatwehavethedivisionofCustomerServiceandthatisheadedbyMs.MarySmith(M-A-R-Y,S-M-I-T-H).AlltheCustomerAdvisors,MaintenanceEngineers,andAfter-salesClerksreporttoher.ThenwecomeontotheHumanResourcesdepartment,headedbyMs.SheilaGolembeski.(S-H-E-I-L-A,G-O-L-E-M-B-E-S-K-I)YoumettheRecruitmentOfficerGinaLewisatyourinterviews.Thenthere’smyself,theTrainingOfficerandfinallythePayClerk–PeterJenkins–soifyouhaveanyqueries<V>aboutsalariesandsoonyoushouldgoandseehim.FinallywehavetheAdministrationdepartment,headedbyMrs.JoanWaller.SheisresponsibleforthePurchasingOfficerwhopurchasesallourofficesupplies,theAdministrationAssistantandtheReceptionist.SupplementaryCompanyStructureTraditionally,TechEngineeringhadatallstructure,butnowitismovingfromtalltoflat.ListentoKirkJohnsondescribinghiscompanyasitwasinthepastandasitisWell,TechEngineeringintheolddayswasquitedifferentwhenIfirstwenttowork.Wewereallindifferentdepartmentsandneverspoketoeachother.Wehadahierarchicalorganization.Traditionallywehadpeoplewhocameinandwereworkingontheshopfloor,manufacturingproductstojobdescriptionsthattheyweregiven,ortooperatinginstructionstheyweregiven.Soyouhadthefirstlayerofpeopleontheshopfloormanufacturing.Thenyouhadasupervisorylayerofpeoplewhosupervisedthemonaday-to-daybasis.Thenyouhadalevelabovethatwhichwascalledpeopleplanners.Wehadinspectors,theyweremonthlypaidpeople.Thenyoumoveduptomoremiddlemanagement,whoweretryingtogetnewbusiness,andwereoverseeingthenextgradedown,andthenyouhadtheseniormanagementteam,andthenyouhadtheboard,andtheboardinourcompanywasonlyfour,buttheboardwassupposedtobesettingthestrategiesofthething.Soitwasmassiveamountsoflevelsinplace,actually,inthecompanyintheolddays.Thestructuretodayisthatwehaveteamsinplaceofindividualpeopleandwithinthoseteamstheycanmanufactureaproductfromfronttoback.Theactualteamsnowareself-managing.You’vegotteams,thenyou’vegotthreepeopleonly,onlythreepeople,whoarewhatyouperceiveasmanagement. CorporateBytheendofthisactivity,youshouldgainedagoodunderstandingofcorporatelearnedvocabularyrelatedtocorporatereorganization;improvedreadingskillsandcomprehensioninbusinesssituationsrelatedtocorporatereorganization.Task1Whatis“corporateWriteyouranswertothisquestioninthegivenspace.Lookingattheformationoftheword“re-organization”,couldyouexplain“corporatereorganization”fromyourownunderstanding?InEnglish,theprefix“re”usuallymeans“again”.“Corporatereorganization”meansredesigningtheorganizationalstructureofthecorporation.Itisoftenusedtogetabusinessoutofadifficultsituationitisfacing:growthhasplateaued<V>,customersarecomplaining,competitorsareencroaching<V>,shareholdersareselling,skilledemployeesareleaving,ortechnologyismakingtraditionaldistributionchannels<V>obsolete<V>.Task2EffectivecorporateMatchthewordswiththeirNowadays,corporatereorganizationhasbecomeoneofthemostcommonlyusedbusinessjargontermsandalsooneofthecommoneststrategies.Itseemstobetheomnipotent<V>curetoallbusinessproblems.However,itmightnotbethatsimple.Readthefollowingarticleaboutreorganization,matcheachwordinboldinthearticlewithitsmeaningintherightcolumn.It’safamiliarscenario:acompanybringsinanewdepartmentheadwhoimmediatelydecidesthatthewaytoshowleadershipistoreorganize.Andthenanewdivisionheadcomesonboard,oranewCEO,andtherearemorereorganizations,restructuringsorreengineerings.Employeescanfindthemselvesreorganizedseveraltimesinonemonth.Noone,ofcourse,wouldargueagainsttheneedfororganizationalrestructuring,especiallyascompaniesbecomemoreglobalandexpandintonewproductsandmarkets.Andfewwouldargueagainstthelong-heldbeliefthatcorporatestrategyandstructuremustbealignedinawaythatallowsthecompanytomanagechangeHowever,theproblemsarisewhenreorganizationsareundertakenforthewrongreason,arepoorlyimplementedorfailtounderstandparticularconstraintsofeitherthecompanyorthemarketinwhichitoperates.Researcherssaythatdecidingontherightstrategyforthecompanyiskeyandstrategy-makingprocessesdonehastilyandbasedonthewrongassumptionscanmeanmovingtheboxesaroundontheorgchart<V>withoutthinkingthroughalltheWhateverapproachreorganizationstake,theyneedtobemorethansymbolic.Changingcompanystructure–suchaswhoreportstowhom–won’tachievemuchandcanbeverydisruptive.Anyreorganizationhastotargetsomethingbigger–suchaschangingtheculture,incentives<V>andvaluesoftheorganization–andtrytogetpeopletobehavedifferently.Thiscouldmeancreatingnewcompensationandpromotionsystems,developingdifferentcompetenciesamongemployees,committingtomoreretraining,andsoforth.Theusualmodelofworkrestructuringisthattherearemanydifferentleversyoucanpull.Butifallyouarechangingisjustonelever,itwon’tbeveryeffective.scenario A.aligned undertaken C.constraints D.hastily assumptions inaconsequences G.approach H.broughtintocorrectdisruptive ameansoflever (1) (2) (3) (4) (5)(6) (7) (8) (9) Task3Re-FillintheThefollowingwordsarealsotakenfromthearticleyouhavejustreadinTask2.Lookatthemandfindwhatiscommonintheformationofthesewords.Nowcompleteeachofthefollowingsentenceswithacorrectformofawordchosenfromthelistofwordsgiven:retell,rewrite,reconstruct,reinstate,reopen. appraisal<V>ofperformance.Manyhousesinthisarea sincethefloodlastOurcompanycanteen tothestaffafteritsThepolicemanaskedtheseconddriver howthetrafficaccidenthadhappened.Theworkers’unionaskedthe whohadbeenfiredonwrongtoto

havebeento

wasCorporatereorganization/restructuring:Redesigningtheorganizationalstructureofthecorporation.KeyCorporatereorganization/restructuring:Redesigningtheorganizationalstructureofthecorporation.appraisal(n.):appraisal(n.):評(píng)估distributionchannel經(jīng)銷渠道encroach(v.):侵入incentive(n.):鼓勵(lì)obsolete(adj.):過時(shí)的omnipotent(adj.):萬能的orgchart:機(jī)構(gòu)表plateau(v.):renovation(n.):SupplementaryTheMovefromTalltoGeneralElectricinJuly2002announcedthatitwasbreakingitsfinancialsubsidiary–GECapital–intofourunits.Simultaneously,itditchedthechairmanshipofGECapital,sayingthemanagersofthefournewlyindependentunitswouldreportdirectlytotheparentcompany’schairman.Inthe1990s,storieslikeGE’sseemedcommon.ResearchershaveexaminedthemanagementstructureandpayinlargeU.S.companiesandfoundthatcorporatehierarchiesreallyareindeedgettingflatter:Moreexecutivesarereportingdirectlytotheboss.Inaddition,thenumberoflevelsbetweenCEOsandthelowestmanagerswithprofit-centerresponsibilityhasdropped.Companies,inshort,aregoingfromtalltoWerethefirmsmerelygettingbigger,thusneedingmorehigh-levelexecutives?No.Onaverage,thenumberofemployeesatthecore51firmsinvestigatedactuallydroppedfrom86,000to70,000.Weretheydoingmergersandacquisitionsandthusstitchingtogethermanagementteamsfromtwoormorepredecessors?Researcherstossedouttheonesthathaddonedeals,andtheresultsstillheldup.Sowhatchanged?TheeliminationoftheintermediatepositionofchiefoperatingofficeraccountsforasignificantpartoftheincreaseinCEOreports.Anotherpairofterms–centralizedvs.decentralized–oftencomesintoplaywhendiscussingcorporatestructures.Atcentralizedcompanies,poweranddecisionsstreamdownfromthetop.Decentralizedonestrytopushpowerdownsothatemployeeswhodealwithcustomershaveauthoritytomakedecisions.Arethefirmsbecomingmorecentralizedordecentralized?Neither.Ormaybeboth.Ontheonehand,theCEOisgettingdirectlyconnecteddeeperdownintheorganization,aformofcentralization.Ontheotherhand,decision-makingauthorityisbeingpushedfurtherdown,aformofdecentralization.InfirmswheretheCEOhasmoredirectreports,divisionmanagersearnlessinsalaryandbonus,butmoreinlong-termincentivepaylikestockoptions.Paygetssteeperintheseflatterfirms,too.Thatis,thereisagreaterdifferenceinpaybetweenupper-andlower-levelmanagers.Allthissuggeststhatasorganizationsarebecomingflatter,andevenasmoreresponsibilityisbeinghivedofftolowerlevels,payandincentivesarebecomingmorelikethatinapartnership.Accordingtotheresearchers,thechangesinfirmhierarchiesarearesponsetochangesintheenvironment.Thereismorecompetitionfromabroadandfromnewentrants.Competitionincreasesthepaceofchangeandcompaniesareexpectedtocreatenewproductsandservices.ThathasrequiredCEOstobeclosertodivisionmanagerswhoareclosertotheproductmarkets,whichhasresultedinashortenedchainofcommand. DescribingtheStructureofanBytheendofthisactivity,youshouldfamiliarizedyourselfwiththeexpressionscommonlyusedtodescribecompanystructureandresponsibilitiesofpeople;andpracticeddescribingthestructureofanorganizationandresponsibilitiesofdifferentpositions.Task1TallorWriteyouranswerstothefollowingthreequestionsinthegivenOrganizationalchartofGreatBaseDevelopment,WhattypeofstructuredoesitWhatdoesthiskindofstructurealwaysWhichonewordcanweusetodescribesuchaIthasatallAtallstructureusuallyhasseverallevelsofItisTask2ThestructureofGreatBaseDevelopment,FillintheGreatBaseDevelopment,Incisplanningtoupdateitscompanybrochure.Youaregiventhetaskofwritingadescriptionforthecompanystructurechapter.BasedontheorgchartinTask1,completethisdescriptionbyfillingintheblanks.Morethanonewordcanbefilledinoneblank.Payattentiontotheexpressionsinbold.Thiscompanyhasa(1) structure.The(2) isresponsiblefortheday-to-dayrunningofthecompanyandreportsdirectlytothe Thecompanyisdividedinto .TheProductionManagerhas andtwo(6) underhim.The(7) reporttotheproductionsupervisors,andthecleaningstaffareaccountableto<V>thetwo(8).TheMarketingDepartmentiscomposedof :Advertising, .The ismadeupoftwosections:CustomerAccounts Finally,the(14) iscomposedoftwosections:RecruitmentandTraining.The(15) isinchargeof<V>takingonnewemployees,whilethe seestoprofessionaldevelopmentandtherunningoftrainingcoursesforstaff.Theyhaveateamofpersonnelstaffunderthemandareresponsible (1)talland (2)(3)theBoardof (4)4(5)production (6)maintenance&security(7)shop-floor (8)maintenance&securitythree (10) (12)Finance(13) (14)Personnel (17)PersonnelTheexpressionsinboldareoftenusedindescribingcompanystructureandjobresponsibilities.Task3DescribingcompanystructureandFillintheTheexpressionsinboldinTask2areoftenusedtodescribecompanystructureandjobresponsibilities.CompletethefollowingpassagebyfillinginanappropriateTheorganizationIworkforisquitesmall,butitdoeshaveahierarchicalstructure.TheDirectorisin(1) thewholeorganization,andeveryone(2)her.She(3)twodepartments(4)her–EnglishlanguageandArts.TheEnglishLanguageDepartmentis(5) intotwosections.TheCulturalSectiondealswithvariousculturaleventsrelatedtoEnglishlanguage,sotheyare(6)offilmshowings,theatreperformances.TheothersectionistheTrainingSection,andthepeoplethereare(7) forsettinguplanguagetrainingcourses.TheArtsSectionisalso(8)oftwosections–theExhibitionsandtheLibrary.(1)charge(2)reports(3)(4)(5)(6)in(7)(8)madeTherearenokeyconceptsTherearenokeyconceptsinthisbebeaccountableto:reportbeinchargeof:SpeakingActivityKeystoSuccessfulCorporateBytheendofthisactivity,youshouldgainedagoodunderstandingofthekeystosuccessfulcorporatereorganizations;developedvocabularyrelatedtothem;practicedgivingashortTask1“HavinggoodChoosetheincorrectanswerfromA,B,CandAccordingtobusinessresearch,“havinggoodreasons”isoneofthetwomostimportantkeystosuccessfulreorganizations.Youareaskedtomakealistofreasonsforreorganizationofacompany.WhichoneofthereasonsyouwillNOTincludeinyourlist?ToimprovetherelationshipbetweenthemanagementandtheotherToreduceoverhead<V>ToreorganizethecompanyafteramergeroracquisitionisToavoidDGoodreasonsforreorganizationstoimprovetherelationshipbetweenthemanagementandtheotherstaffsothatthemanagementwillhavemorechancestolistentotheotherstaff,whobecomelessreluctantinlettingouttheircommentsonthemanagementandsuggestionsforpromotingcompanybusiness;toreduceoverheadcostsoastocutthetotalcostforproductsorservicesofferedbythecompanyandasaresultthepricesforproductsandserviceswillbeloweredandbemoreattractivetocustomersortoreorganizethecompanyafteramergeroracquisitioniscompletedsoastoincorporatethenewstaffwiththeexistingstaffandtoimprovetheexistingteamsortoformnewtoreorganizethecompanyforproduct/servicepromotionorforintroducingnewproductsorservices,forexample,toenlargetheexistingsales/marketingdepartmentortoaddanafter-salesdepartmentortorelocatedistributorsorsalesagents.Task2“DecidingontherightChoosetheincorrectanswerfromA,B,Cand“Decidingontherightstrategies”istheotherkeytosuccessfulYouareaskedtomakealistoffactorstobeconsideredwhendecidingontherightstrategiesforacorporatereorganization.WhichoneofthefollowingfactorsyouwillNOTincludeinyourlist?ThestrengthsandpotentialoftheStrategy-makingistime-Theabilityofthenew CAccordingtobusinessresearch,factorstobeconsideredwhendecidingontherightstrategiesinclude:Strategy-makingshouldbebasedonhavingaclear-eyedunderstandingofwhatthecompanyiscapableofdoingandhowthecompanycandevelopitscapabilities.Thestrategy-makingprocessistime-consuming<V>andshouldnotbedoneinahurry.Strategy-makingshouldaccommodate<V>bothinternalefficiencyandexternalcompetitiveness.Task3CorporatereorganizationatHotPearl,DeliveraspeechatyourstaffThetopmanagementofHotPearl,Inc.havedecidedtoreorganizethecompanytoimproveitsoverallperformance.You,astheCEO,aredeliveringashortspeechregardingitatyourstaffmeeting.Basedontheinformationgiveninthebrackets,fillintheblankstocompletethespeech.LadiesandGentlemen,wehaveverygoodreasonstosupportourdecision.(poorcommunicationbetweenthemanagementandtheemployees).Inaddition,(theneedtoreduceoverheadcosttoproductHowever,whenwearedecidingonthestrategiestoreorganizethecompany,thereareacoupleoffactorsweshouldtakeintoconsideration.Firstly,(3)(aclearunderstandingofthecompany).Furthermore,remember(timeIhope,byreorganizingthecompany,wecancommunicatewellwithourpeopleandbecomemoreattractivetoourcustomersandclients.Everyonemayhaveadifferentanswertothistask.You’vegivenagoodspeechaslongasiteffectivelycommunicatestherequiredinformationtothelistenersanditflowssmoothly.Thefollowingoneisonlyforyourreference:Ladiesandgentlemen,Wehaveverygoodreasonstosupportour(1)Therelationshipbetweenthemanagementandtheemployeesisgettingworse.Peopleareleaving,becausetheywerenotgivenenoughopportunitiestoletouttheircommentsonthemanagementandsuggestionsforpromotingcompanybusiness.Inaddition,(2)weneedtoreduceoverheadcosttolowerourproductpricestokeepcompetitiveinthemarket.However,whenwearedecidingonthestrategiestoreorganizethecompany,thereareacoupleoffactorsweshouldtakeintoconsideration.Firstly,(3)weneedtohaveaclearunderstandingofwhatwearecapableofdoingandhowwecandevelopourcapabilities.Furthermore,remember(4)strategy-makingistime-consumingandshouldn’tbedoneinahurry.Ihope,byreorganizingthecompany,wecancommunicatewellwithourpeopleandbecomemoreattractivetoourcustomersandclients.KeystosuccessfulcorporateKeystosuccessfulcorporate“Havinggoodreasons”and“decidingontherightstrategies”arethetwokeystosuccessfulcorporatereorganizations.accommodateaccommodate(v.):tobringintoharmony,toexternal(adj.):外部的internal(adj.):內(nèi)部的overheadcost:管理費(fèi)用time-consuming(adj.):費(fèi)時(shí)的Inthistopic,youlistentothechairmanofHi-Tech,Inc.talkingaboutthecorporatecultureofhiscompany.TheDenisonModel,amodelofcorporateculture,isintroduced.Inthereadingactivity,youreadareal-lifecase,whichillustratesthekeyroleofcorporatecultureinsuccessfulbusinessoperations.Finally,youreflectonyourowncompanyandpracticetalkingaboutitsculture.ListeningActivityDefinitionofCorporateBytheendofthisactivity,youshouldgainedageneralunderstandingofwhatcorporateculturedevelopedvocabularyrelatedtoimprovedyourlisteningskillsandcomprehensioninbusinesssituationsrelatedtocorporateculture;andlearnedtoapplywhatyouhavelearnedinreal-lifeTask1WhatiscorporateWriteyouranswerstothefollowingquestionsinthegivenTomostofyou,cultureisnotanewwordatall.Canyougivetwoorthreeexamplesofwhatculturegenerallyincludes?CanyouthinkoftwoorthreeadjectivestodescribeabusinesscultureyouCanyouthinkoftwoorthreeadjectivestodescribeacorporatecultureyouTherearemanyexamplesyoucangive:history,music,language,food,traditions,etc.Thenwhatisaculture?Ingeneral,acultureisawayoflivingforaparticulargroupofpeople.Forexample,someadjectivescanbeusedtodescribethegeneralbusinesscultureintheUnitedStates:direct,efficient,andprofit-driven.YoucanalsothinkofsomeadjectivestodescribethegeneralbusinesscultureinChina.Thenwhatisabusinessculture?Abusinesscultureisawayofdoingbusinessforaparticulargroupofpeople.Eachofyouwillhaveadifferentanswertothisquestion.Youshouldbeontherighttrackaslongasyouhaveaclearunderstandingofwhatcorporatecultureis:Corporatecultureisacorporation’sparticularwayofdoingbusiness.Thecorporatecultureistheidentityofthecorporation.Itanswersthequestion“Whoarewe?”or“Whoarethey?”Itsetsstandardsforthecorporation’sbehaviorandhelpstopredictitsfutureactionsandTask2CorporatecultureofHi-Tech,FillintheMr.MaxWilliam,thechairmanofHi-Tech,Inc.,istalkingaboutthenewcorporatecultureofhiscompany.CompletethefollowingdescriptionofthenewcultureofHi-Techbyfillinginthewordsyouhaveheardfromhisspeech.Morethanonewordmaybeusedinoneblank.ThenewcorporatecultureofHi-Tech,Inc.bringsaboutanew(1) toeveryone.Itscoreconceptisbestexpressedbythewords:(2) .Inthenewculture,(3) and(4) arecombined.Itreflects(5)bothinthepresenttimeand(6) .Thenewculturewillenhanceour(7)and(8) inthemarket.(1)intention (2)loyalty,harmony,extensiveness,infinity,creativeness (4)modernbusiness (5)our(6)inthe (7) (8)Task3CorporatecultureofyourWriteyouranswertothequestioninthegivenNowyouhavegotaverygeneralideaofwhatcorporatecultureis.Couldyouuseafewwordstodescribethecultureofthecompanyyouareworkingfornow,oryouhaveworkedbefore,oryouknow?Everycompanyisdifferent.Thepurposeofthistaskistostimulatesomethinkingonyoursideaboutyourownsituationcomparedwithwhatyou’veCulture:Ingeneral,acultureCulture:Ingeneral,acultureisawayoflivingforaparticulargroupofpeople.Businessculture:Abusinesscultureisawayofdoingbusinessforaparticulargroupofpeople.Corporateculture:Corporatecultureisacorporation’sparticularwayofdoingbusiness.cohesiveness(n.):cohesiveness(n.):凝聚力doctrine(n.):教條enhance(v.):加強(qiáng)、提高essence(n.):精髓harmony(n.):和諧intention(n.)企圖，目的loyalty(n.):忠誠vitality(n.):Task2:SpeechbyMaxThenewcultureatHi-Techpresentsabrand-newintention<V>toeveryoneafterourlongandcarefulpreparation.Thecoreconceptofournewculturecanbesummarizedinafewwords:loyalty<V>,harmony<V>,extensiveness,infinityandcreativeness.Thesewordsarethecombinationofdoctrines<V>ofourtraditionalcultureandmodernbusinessmanagement.ThiscoreconcepthascomeaboutthroughtheyearsofHi-Tech’sgrowingexperienceandistheresultofeffortsmadebymanypeople.Whenweconsidertheessence<V>ofacountry’sculture,itusuallyreflectsthenation'svitality<V>,creativityandcohesiveness<V>.Thesameistrueofacompany.Thecultureofacompanyreflectsitscapabilities,whichnotonlydefineitspresentstatusbutalsodetermineitsfutureprospects.Thisnewculturewilldefinitelyenhance<V>ourimageandcompetitivenessinthemarket.SupplementaryAmanagerofJoyJetAirlinesistalkingabouthisJoyJetAirlineswasbuiltonaveryflatmanagementstructure,wherethereisthechairman,Mr.BobbyNicol,andthenit’sgotachiefexecutiveandanumberofboarddirectors,andbelowthatyouareintothemainmanagementoftheairline.Butunlikeotherairlinecompanies,JoyJetisnotrestrictedbyendlesslayersofbureaucracy.It’saveryefficientcompany.Wehaveapaperlessofficesystemwhichreducestheneedforexcessfrillswithinthecompany.Wehaveveryfewphotocopiersorcomputerprintershere,andit’sveryeasytocommunicatebothinternallywiththecompanyandWearestillbasedinabrightredconvertedshednearthemaintaxi-wayattheInternationalAirport.It’scalled“JoyLand”,it’sallopen-plan,everybodydressescasually,there’snosecretaries,there’snoprivateoffices,peoplecomeandgoastheyplease.Andessentiallytakingfrillsandcomplexityoutofthebusinessiswhatourcompanyisallabout.Everythingwecandowedoinordertominimizecost,andwehaveanabsolutecommitmenttotakingcostoutofthebusinessandthereforecontinuingtoofferlowfarestocustomers. CorporateCultureintheGlobalBusinessBytheendofthisactivity,youshouldgainedagoodunderstandingoftheroleofcorporatecultureintheglobalbusinesscontext;learnedafewimportantbusinessconcepts;improvedyourreadingskillsandcomprehensioninbusinesssituationsrelatedtocorporateculture.Task1MergersandWriteyouranswertothequestioninthegiven“Merger”comesfrom“merge”;“acquisitioncomesfrom“acquire”.Mergersandacquisitionshavebecomenormalandpopularbusinesspracticesasglobalization<V>speedsupandcompetitionintensifies.Whatdoyouthinktheymeanrespectively?Mergeristhecombinationoftwoormorebusinessenterprisesintoasingleenterprise.Acquisitionisthepurchaseofanassetsuchasaplant,adivision,orevenanentirecompany.Theissuemos