The New Achievers

And, as companies change from large hierarchical structures to smaller more flexible organizations, the communication skills and supportive approach of women are likely to become more valued. It was predominantly men who profited from 'the materialistic 80s', the age of the achiever. But it will be women who achieve the most in the future.

Article B

Which bosses are best?

How do you like your boss? Sympathetic, empowering and not too busy, probably. They will be aware of the pressures of your job, but delegate responsibility where appropriate. They will be interest­ed in your career development. Oh, and, preferably, they will be male.

In a survey for Royal Mail spe­cial delivery, a quarter of secre­taries polled expressed a prefer­ence for a male boss. Only 7% said they would prefer a woman. The future of management may be female, but Ms High-Flier, it seems, can expect little support from her secretary.

One should not, of course, assume that all secretaries are female, but women still make up the overwhelming majority. So it makes uncomfortable reading for those who like to believe that a soft and cuddly sisterhood exists in the previously macho office environ­ment, where women look out for their own. The findings also raise questions about neat predictions of a feminized future for manage­ment, where 'womanly' traits such as listening skills, flexibility and a more empathetic manner will become normal office currency.

Business psychologist John Nicholson is surprised by the sur­vey's findings, asserting that 'the qualities valued today in a success­ful boss are feminine, not mascu­line'. He is emphatic that women make better bosses. 'They listen more, are less status-conscious, conduct crisper meetings, are much more effective negotiators and display greater flexibility.'

They are also considerably more common than they used to be. According to information group Experian, women are no longer scarce in the boardroom - they occupy a third of the seats round the conference table. Women directors are still relatively uncommon in older age groups, but among young directors the proportion is growing.

Anecdotal evidence suggests that a reluctance to work for a woman may be more a question of management style than substance. 'It's just women bosses' attitude,' says Martha, a PA for 25 years who has worked predominantly for women, including a high-profile politician. 'It's something women have that men don't. When they are critical they are much more personal, whereas men sail through not taking a blind bit of notice.'

Sonia Neill, a former secretary at Marks and Spencer, has experi­enced power struggles between women even where there was a significant disparity in status. 'Women either find it awkward to give you work or they try to assert themselves by giving you really menial tasks. Men never do that.'

From the Guardian

3. Which of the following points support the ideas expressed in the text?

1. Women are as entrepreneurial as men.

2. Most female managers prefer task-based jobs to people-centred ones.

3. Women tend to be more conscientious than men.

4. Women who do succeed in business have to become even more ruthless than men.

e) Men are not as financially aware as women.

f) Women are more likely to be the mangers of the future than men are.

5. Match each of the words in the left column to a word from the right column to make nine word partnerships.

senior career forward tight risk- high hierachial flexible communication

budgeting structures taking progress organizations positions skills planning fliers

7. Find words in article B with the following meanings.

• aspects of person’s character

• absolutely convinced

• based on stories about personal experience

• a difference between things

• behave in a determined way

8. From the two texts find as many characteristics as possible that are attributed to female managers.

8. Do you find any of the ideas expressed in the texts surprising?

8. Imagine that you are a HR-manager. In each of the following situations decide if you would give the applicant the job or not. Be prepared to justify your decision in each case.

Systems Analyst. The applicant is a 36 year old woman returning to work after giving up her previous job to start a family three years ago. She is well qualified for the post and much more experienced than any of the other applicants. She is, however, a little out of touch with the latest developments in the industry you work in and would require some retraining. Most of the other applicants are younger men.

Marketing Director. The applicant is a.29 year old woman. On paper she looks impressive and at interview she came across very well indeed. In terms of experience and expertise, she is clearly the best person, for the post. There's only one problem: the job is in a country where women do not have equal status with men and where very few women hold management positions at all, let alone senior ones such as this.

Production Manager. The applicant is a 44 year old woman. You have recently interviewed ; twenty people for a very responsible post within your company and she is one of the two on your final shortlist The other most promising candidate is a 29 year old man. On balance, you think the man would probably be the better choice but, at present, your company has only appointed three female managers out of a total of thirty-two and you are under a lot of pressure from the personnel department to exercise «positive discrimination» in favour of women.

Management Trainer. The applicant is a 31 year old man. The company you represent runs assertiveness training courses for women in management and at the moment you have an all-female staff. Whilst the applicant has an excellent track record in management training with mixed groups, you have some doubts about his credibility running seminars exclusively for women, some of whom tend to see male managers more as an obstacle than an aid to their progress. You're also concerned about how the rest of the staff will react to him.

GRAMMAR

1. Use make or do to form 12 business phrases.

1. We …… a good profit from our exports.

2. We …… business all over the world.

3. We intend to …… an effort to reach new markets next year.

4. What did you …… at university?

5. We will …… the last payment next week.

6. We’re not here to …… a loss!

7. The bookkeeper will …… the books after his holidays.

8. It used to be easier to …… money.

9. I’ve got to …… some work at the office this evening.

10. I hope to …… an agreement with a local supplier.

11. I’m sure we can …… well.

12. What do you …… for a living?

2. Mr Zezuli is visiting a textile manufacturer. Complete the following mini-dialogues with appropriate prepositions or adverbs.

Extract 1 The Sales Manager is just preparing herself for her visitor and asks her Personal Assistant to talk to him for a few minutes.

SM: Anna, do you think you could look …… Mr Zezuli for a few minutes?

I'll be right with him.

PA: Mr Zezuli, while you're waiting perhaps you'd like to look …… our latest fabrics.

Z: Can I look …… the catalogues? I'd like to see your whole product range first.

Extract 2 The Sales Manager is with Mr Zezuli.

SM: Mr Zezuli, if you'd like to look …… , we can arrange a visit to the factory. So, first I suggest that we look …… the plant. Now, if you look …… …… the window, you'll see a convoy of lorries leaving the depot.

Extract 3 The Sales Manager and Mr Zezuli are walking to the factory.

SM: In this corridor, you can see paintings of the directors. This is the present MD. I've always looked …… …… her, because I think she manages the company efficiently.

Extract 4 The Sales Manager and Mr Zezuli are discussing prices.

A: I'm afraid I'm not happy with these figures. We should look …… them in more detail.

SM: So, I hope you'll find these more acceptable.

Z: Yes, I do. So, now let's look …… to my next visit and make some provisional plans.

SM: Yes, Mr Zezuli, I look …… …… meeting you on your next visit to Rotaronga. Let's...