新视野大学英语视听说教程4听力原文和答案

by companies that sell products to large number of small business with a small-sized office.

Some products are often designed specifically for the SOHO market. (S9) Many books are written and sold specifically for this type of office to tell people how to equip a small office. Nowadays many consultants, lawyers, and real estate agents in small and medium- sized towns operate from such home offices.

(S10) In the field of software development, engineers often have to work 20 hours or more at a stretch, so they can hardly adapt to normal office hours. They often work in small offices to have more freedom.

Task3: The Role of Job Descriptions

Script

People who don’t understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesn’t take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Don’t limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like, “What are our departmwnt’s goals? How does my work fit in with the overall objective of the company?”

That method helped Lisa James, an assistant manager at an electronics company. When James was transferred to a new department seven years ago, she found herself not only working for the manager of quality control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards, she was given a raise for her efficient work. If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston-based management-consulting firm: Read your position description, which most large firms provide, and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important.

15. If your boss does not describe your job responsibility clearly, what can you do?

16. What kind of questions can you ask about your job?

17. When James was transferred to a new department, how many managers did she have to work for?

18. With whom did James draft a list of goals? 5. How was her list of goals received? Keys: 1B 2.D3. D 4.A 5.C For Reference

Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important.

IV. Speaking Out

MODEL 1 I’ve got to talk to Mrs. Parker.

Susan: Parker Electronics Susan speaking. How may I help you?

Mrs. Jones: This is William Jones of Sea-land Limited. I’m calling from

Australia. Would you please transfer me to Helen Parker, extension513?

Susan: Please hold, Mr. Jones. I’ll see if Mrs. Parker id available to

take your call…I’m sorry, Mrs. Parker is out of the office. Can anyone else assist you?

Mrs. Jones: No. I’ve got to talk to Mrs. Parker. It’s urgent. When will she

be back?

Susan: I’m afraid she is out for the whole day. May I take a message? Mrs. Jones: Tell her I must talk to her right away. Your last shipment was

damaged.

Susan: Oh, what a pity. Is there a particular time you want her to call you?

Mrs. Jones: She can get in touch with me any time tomorrow at 613-2775-2940. Susan: Let me repeat that back: Mr. Jones of Sea-land, 613-2775-2940;

call as soon as possible regarding the damaged cargo. You can be reached all day tomorrow.

Mrs. Jones: The sooner the better. Those missing parts are holding up our

production.

Susan: I’ll give her the message, Mr. Jones. She’ll get back to you

as soon as she can.

Mrs. Jones: Thank you. Good-bye.

MODEL2 Something unexpected has come up. Script

Bob: Hello.

Susan: Hello, it’s Susan Smith from Parker Electronics.

Bob: Hi, Sue, Bob here. How is it going? What’s on your mind day?

Susan: I’m calling on behalf of my boss, Mrs. Helen Parker. She wants some

of your in expensive late-model DVD player. Bob: We have a good selection that should be right up your alley. Do you suppose

we could arrange a meeting? Susan: She was hoping to get together with you this week, if possible. She wants

to get going on this right away.

Bob: Let me check my schedule. Yes, I’m free as the breeze on Friday. Susan: Why not meet at about ten in the morning at your office?

Bob: Sound good. Let’s confirm that. I’ll look forward to seeing her at ten

on Friday.

Susan: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye. [Later]

Bob: Hello, Bob Smith speaking.

Susan: Hello, Bob, this is Susan. Something unexpected has come up. I’m afraid

we have to cancel the meeting with you on Friday.

Bob: That’s disappointing. Shall we meet some other time?

Susan: She’d like to postpone the meeting until Monday afternoon. Would that

be convenient for you?

Bob: Well, I’ve got a full schedule on Monday, but I’d be free after five. Susan: Could we make it five thirty then?

Bob: Five thirty’s perfect. I’ll see Helen at five thirty on Monday. Susan: Ok. Great! Thanks. Bye.

MODEL3 It’s much more than just satisfactory. Script

Helen: You know, Susan, I’ve been looking over the review of your performance

in the past three moths.

Susan: Is everything satisfactory?

Helen: We should say it’s more than just satisfactory. According to the review given by your supervisors, you are doing excellent work during this internship. Susan: Thank you, Helen.

Helen: Well, your attendance record is perfect, and you’re very diligent. And on top of all that, you went out of your way to bring in new customers. Susan: I enjoy working here, so I try to do my very best.

Helen: Well, wonderful! Our company could use more hardworking employees like you. In fact, the board of directors is unanimous in deciding to offer you a job.

Susan: I’m so glad to hear that. I’ll graduate in less than a month. By then I can devote more time to the company. I’ll work heart and soul to promote its business.

Helen: And I also think you are ready to take on some new responsibilities. Susan: What do you mean, Helen?

Helen: I’m promoting you to assistant marketing manager, but you might have to travel around the country at short notice. Is that OK with you?

Susan: Of course. Thank you. I’m honored that you have so much confidence in me. Helen: Well, Susan, you did great work. Your promotion is effective immediately. Susan: Thank you. I look forward to the new challenge of the job.

Now Your Turn Task 1

SAMPLE DIALOG

Jenny: Hell, Jenny of Mokia Mobile.

Dick: Hello, this is Dick, your mobile phone battery supplier.

Jenny: Hi, Dick. Glad to hear from you again. What’s on your mind?

Dick: We’ve produced a new battery that is inexpensive, but powerful. It can last a long time.

Jenny: We’ve already got a goof selection. What’s so special about your new product?

Dick: Well, could you arrange for me to meet your boss Linda? Then I’ll go into details.

Jenny: OK, when can you come?

Dick: I was hoping to get together with Linda this week, if possible. I want to get going on this right away.

Jenny: Let me check her timetable…Yes, she’s completely free Thursday Dick: Why not meet at about ten in the morning at your office?

Jenny: Sound good. Let me say it again: We’ll look forward to seeing you at ten on Thursday.

Dick: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye. [Later]

Jenny: Hello. Is Dick there, please? Dick: Hello. Dick speaking.

Jenny: Hi, Dick, this is Jenny. Something unexpected has come up. I’m afraid we have to postpone the meeting with you on Thursday. Dick: That’s disappointing. When can we meet?

Jenny: Linda has to put the meeting off until sometime on Friday. Will that suit you?

Dick: I’m afraid I can’t go on Friday. I’ll be flying to another city on business.

Jenny: Then could you come after five on Thursday? Dick: Certainly, Can we make it five thirty then?

Jenny: Five thirty’s perfect. Linda will be waiting for you at five thirty on Thursday.

Dick: Ok. Great! Thanks. Bye.

V. Let’s Talk

Script

Lillian: Mr. Baxter, you have worked in the company 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 company. 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 on-the-job 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 company’s chief financial officer, who saw how her group could help develop his staff. So the two forged a long-tern=m alliance, which led to a training program so successful that it has since been picked up by the company’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. Positive Statements Negative Statements The golden rule of work is Many workers never develop useful relationships. relationships with people in other parts of their organization. Worse, they may not treat then with respect. Wendy frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain. She and the company’s chief financial officer forged a long-term alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan. Having allies who speak well of you increases your reputation with the top management. VI. Further Listening and Speaking

Task1: A small misstep can become a big career trap. Script

George Adams, a market researcher at a Midwestern firm, finally printed his marketing report. After months of research, hundreds of surveys, and several