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They….
Brioline is a modern, dynamic, middle‐sized company with
an informal business culture. For example, staff use first
names when they speak to each other, and we do not have
to wear smart clothes every day, as there is a system of
casual Fridays. Reporting procedures, too, are informal:
we do not write a lot of reports or e‐mails to each other,
because we think it is better to speak face‐to‐face.
We have flexible hours, which means we can start at 8:30,
9:30 or 10:30 a.m. In some companies, people have to
work at night one or two weeks a month, but not at
Brioline. I am happy about that, because I do not like shift
work at all! Finally, as regards time off, most of us get 20
days’ annual leave.
Audio 7_3b letter of reference
Audio 7_3 Profile: Birgitte Nielsen
Birgitte Nielsen was born in Aarhus, but her parents moved to
Copenhagen when she was only three years old.
She was a very successful student. He favourite subjects were
Physics and Maths. In fact, she was always very good with numbers,
maybe because her father worked in a bank and her mother was a
computer programmer.
At the age of 18, Birgitte wrote a book called FORTRAN for
Beginners. The students liked it a lot and said it was better than the
course book!
After secondary school, she went to Dublin for a few years, where
she did an MBA. Her two passions, computer programming and
business, led her to found her own company at the age of twenty‐
five. Today, Nielsen Electronics is a very successful business, with
branches in five different European countries.
Audio 7_3 Vocabulary
¾ to move to = trasferirsi a
Mark: Was there anything good about John?
Cary: Oh yes, sure. For example, he liked people to be on time,
and he himself was never late for a meeting. And something
else. He didn’t often make promises, but when he promised to do
something, he did it.
Mark: So, punctual and very reliable.
Cary: Exactly. You know, he was a bad manager, but he wasn’t a
bad person. He was rather sociable, and sometimes we went
out for a drink after work together with a few colleagues.
Audio 7_1a The Bank Manager
Mark: Cary, many employees didn’t like John, the previous Office
Manager. What kind of problems did they have with him?
Cary: There was one key problem, I think: he didn’t motivate his staff.
We have a lot of hard‐working, ambitious employees here, but John
never said ‘Well done’ or even ‘Thank you’.
Mark: So he didn’t encourage people.
Cary: That’s right. In fact, some people became completely demotivated.
Mark: How long was he at Margetis Bank?
Cary: He stayed almost three years.
Mark: Why did he leave?
Cary: He said he wanted to work for a big international company. But in
my opinion, that wasn’t the real reason. He didn’t know how to
solve the problems he created. So he decided to go.