English for Business Studies: Teacher's Book (Second Edition), Publikacje z Marketing Business-to-business (B2B)

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A course for Business Studies

and Economics students

English for

Business Studies

Teacher’s Book

S E C O N D E D I T I O N

Ian MacKenzie

P U B L I S H E D B Y T H E P R E S S S Y N D I C AT E O F T H E U N I V E R S I T Y O F C A M B R I D G E The Pitt Building, Trumpington Street, Cambridge, United Kingdom

C A M B R I D G E U N I V E R S I T Y P R E S S The Edinburgh Building, Cambridge CB2 2RU, UK 40 West 20th Street, New York, NY 10011–4211, USA 477 Williamstown Road, Port Melbourne, VIC 3207, Australia Ruiz de Alarcón 13, 28014 Madrid, Spain Dock House, The Waterfront, Cape Town 8001, South Africa

http://www.cambridge.org

© Cambridge University Press, 1997, 2002

It is normally necessary for written permission for copying to be obtained in advance froma publisher. The role play cards, tests and tapescripts in this book are designed to be copied and distributed in class. The normal requirements are waived here and it is not necessary to write to Cambridge University Press for permission for an individual teacher to make copies for use within his or her own classroom. Only those pages which carry the wording ‘© Cambridge University Press’ may be copied.

First published 1997 Second Edition 2002 Reprinted 2003

Printed in the United Kingdomat the University Press, Cambridge

Typeface Minion ( Adobe Systems Incorporated ) 10/13pt. System QuarkXPress® [ OD &I ]

A catalogue record for this book is available from the British Library

ISBN 0 521 75286 8 Teacher’s Book ISBN 0 521 75285 X Student’s Book ISBN 0 521 75287 6 Audio Cassette Set ISBN 0 521 75288 4 Audio CD Set

Ian MacKenzie teaches at the Haute École de Gestion, Lausanne.

The three sectors of the economy^13

Unit 1 The three sectors of the

economy

1b Reading

Vocabulary notes You probably have to be British

to understand ‘pebble-dashed semis’. A semi - is a semi-detached house, almost a symbol of suburban middle-class life. Pebble-dashed means that the bricks are covered with lots of small stones stuck in a thin layer of cement. It should be pointed out to German speakers that a warehouse in English is not the same as a Warenhaus (department store) in German; and to French speakers that inhabit is the English equivalent of habiter , and not the negative inhabité. A possible additional exercise related to this text would be to describe other processes, along the lines of Lodge’s description of all the activities that precede boiling water in a kettle. For example, what has been done that enables you to pick up and use a pencil, or brush your teeth, or look in a mirror, and so on.

1c Comprehension

SUGGESTED ANSWERS

1 Tiny fields (the primary sector), factories (the secondary sector), and railways, motorways, shops, offices, and schools (the tertiary sector).

2 Primary sector digging iron ore mining coal Secondary sector assembling

ANSWER

The text suggests that most people take for granted the amazing complexity of the economic infrastructure.

As mentioned in the Introduction, the units in the Student’s Book are grouped according to subject matter: management, production, marketing, finance, and economics. This first introductory unit is more general. It covers a lot of basic vocabulary concerning developed economies, much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countries, with the decline of manufacturing industry and its replacement by services. There is an extract from a magazine interview with an economist and an interview with a British Member of Parliament on this issue. Task 1a , based on the photograph, provides a good warm-up activity.

An important point: virtually all the activities in this and the succeeding units can be done in pairs, and then checked with the whole class. Here this applies to describing the photo in 1a , classifying the activities in 1c , answering the questions in 2a and 2b , writing the summary in 2c , and so on.

1 The economic infrastructure

1a Vocabulary

The photo clearly shows a large factory (the Unilever factory in Warrington, England) in the centre, with more factories, industrial units, or warehouses in the top right-hand corner. The large factory seems to include some office buildings. Also visible are agricultural land (in the background; the land in the foreground doesn’t appear to be cultivated), a river, a railway and several roads, and housing, perhaps with a school in the centre of the housing estate top left.

14 Unit 1

2 Manufacturing and services

2a Reading

2b Listening

TAPESCRIPT

Interviewer Denis MacShane, do you agree with the people who say that manufacturing industry will inevitably decline in what we call the industrialized countries? Denis MacShane I think manufacturing will change, convert itself. There are many new products that have to be invented to serve new needs, and they can be made in the advanced countries because in fact the technology of production means you need very little labour input. I’m holding in my hand a simple pen that British Airways gives away to its passengers. It is made in Switzerland, a pen, a low-tech product, made in Switzerland, with the highest labour costs in the entire world, and British Airways, a British company, having to pay in low value pounds, is buying from Switzerland a manufactured product. Now what’s going on here? It seems to me that the Swiss – and they also manage to do it with their watches, the famous Swatch – have stumbled on a new secret, which is how to make low-tech

ANSWER

Denis MacShane quite clearly disagrees with Galbraith.

ANSWERS

1 Because they think it will lead to unemployment. 2 Designing goods, persuading people to buy them; arts and entertainment. 3 No, because it is a natural, progressive and inevitable development.

1d Discussion

This activity is designed to get learners thinking about the issue of the future of manufacturing in industrialized countries, and the growth of the service sector, for the next part of this unit.

building cutting metal laying cables milling metal pressing metal smelting iron welding metal Tertiary sector advertising products calculating prices distributing added value maintenance* marketing products packaging products* pumping oil* transportation

• Some of these answers are open to discussion. For example, if maintenance involves cleaning office floors, this is a tertiary service, but if it involves replacing broken windows or overhauling machines, this is closer to building or construction, and should consequently be considered a secondary sector activity. Similarly, designing product packaging is a tertiary sector service, but the physical activity of packaging products can be considered part of the production process, which is of course part of the secondary sector. If pumping oil is understood as extracting oil by pumping water into bore holes, this is a primary sector activity, but if it is understood as pumping oil to or from a refinery, it is a tertiary sector transport activity. 3 Other primary sector activities include farming (agriculture), fishing and forestry. Other secondary sector activities include manufacturing, transforming and processing. Other tertiary sector activities include financing, designing and retailing.

16 Unit 2

Unit 2 Management

An additional question Give some examples of

famous managers. Whose career would you most like to emulate?

1b Reading

Peter Drucker, the (Austrian-born) American management professor and consultant, is the author of many books about business. The text paraphrases the extended definition of management he gives in one of his management textbooks.

Vocabulary note Many learners are unfamiliar with

the plural of crisis, namely crises (in the penultimate paragraph). Also: thesis – theses, hypothesis – hypotheses, and their pronunciation. Outstanding , in the last line, here meaning exceptionally good, also has another meaning, as in an outstanding (or overdue) balance, etc.

ANSWERS

Drucker’s first point (setting objectives and developing strategies) presumably requires qualities J, H, E and A (not necessarily in that order). The second point (organizing) presumably also requires H, E and J. The third point (motivation and communication) embraces F, D, I and probably C. The fourth point (measuring performance) probably requires H and E. The fifth point (developing people) might require H, F, D and J. But all this is clearly open to discussion.

2 A personal choice of qualities: D, F, H and J. I also quite like K. If you like the sound of derisive laughter ringing round the classroom, tell any learners who choose L that they should consider becoming a teacher! 3 There are clearly no definitive answers as to which of these skills can be acquired.

Management is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qualities required by managers, a definition of management, consideration of the role of meetings in management, a critical view of the management of one large American multinational company, and an interview with the manager of a British department store, who discusses his job.

A possible warm-up activity, before the discussion on the qualities required by managers and the definition of management, would simply be to discuss the cartoon. What’s the joke? We can assume that Mr Farvis runs this company (his name is on the door). What can we say about his managerial skills, or his apparent lack of them? Another possible warm-up activity (for classes that can be expected to know the answer) would be to ask learners to discuss in pairs for two minutes what exactly managers do , hoping to elicit vague notions (though probably without the correct vocabulary) concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.

1 Management – an art or a science?

1a Discussion

ANSWERS

1 The answer is probably that management is a mixture of innate qualities and learnable skills and techniques.

Management^17

much effort into management and worrying about the possibility of making bad decisions, and not enough into producing good, competitively-priced products.

2b Comprehension

2c Vocabulary

ANSWERS

1 apparently 2 software 3 effort 4 hardware 5 trainees 6 expertise 7 layers 8 verify 9 amended 10 downfall

POSSIBLE ANSWERS

1 It seems as if the people who work for IBM are more interested in being regarded as a manager than as a computer designer or technician. 2 IBM’s corporate culture seems to place more emphasis on management than on developing and selling the company’s products. 3 IBM’s managers don’t actually do the work of designing and writing software themselves, but organize and supervise the people who do it. 4 IBM products are rarely as good or as cheap as similar products made by their competitors. 5 There is an extensive hierarchy and a system of checks and controls which ensures that bad decisions are generally avoided (but good decisions also take a very long time to make). 6 The slowness of IBM’s decision-making process (and the consequent lack of competitiveness of their products) will eventually destroy the company.

1c Vocabulary

1d Vocabulary

1e Writing

These memos circulated for years in e-mails of lists of stupid sayings. You may well have received similar lists of stupid things said by lawyers, defendants, politicians, people making insurance claims, etc. They are apparently genuine (with the one about security cards coming from Microsoft). Your students may manage to do better (or worse). This is not a particularly serious exercise.

2 Meetings

Drucker obviously believes that work is largely something that is done individually, and that meetings are not ‘work’, but merely preparation for it, or consolidation after it.

2a Reading

Robert Cringely’s history of the personal computer industry is very informative, in places very critical, and also very funny. In this extract, he is extremely negative about IBM, saying that they put much too

ANSWERS

Common collocations include: allocate resources (or people), communicate information or decisions, develop strategies (or people or subordinates), make decisions, measure performance, motivate people, perform jobs, set objectives, and supervise subordinates.

ANSWERS

1 resources 2 manageable 3 setting, communicate 4 supervise, performance 5 achieved 6 board of directors 7 innovations

Management^19

ANSWERS

1 A focus group. 2 Members of staff from all areas of the store (e.g. the food section, the menswear section, the stock and accounting office, the warehouse, and so on). 3 Staff can discuss problems in the store, and make suggestions for improvements. After this, they will meet with members of management to discuss those issues and try to provide solutions. 4 Individuals’ problems with their work or their line manager, or even family problems. 5 Individuals are encouraged to discuss such problems with their supervisor or manager.

goods. They have meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously myself, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencer’s philosophy, I suppose, is that meetings should not be a substitute for day-to-day communication and therefore if problems do arise in terms of the operation, or an individual has got a problem in their working environment, or indeed their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will come and talk to their supervisor or their manager, to see what we can do to solve the problem. English for Business Studies Second Edition © Cambridge University Press 2002

3c Listening

TAPESCRIPT

Interviewer Do you have meetings for members of staff where they can express views about what’s going on in the store? Steve Moody We have a series of meetings, management and supervisory every week, we have something which Marks & Spencer’s call a focus group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive

ANSWERS

1 Although Marks & Spencer ‘would like to encourage as much accountability and delegation as possible’, they have a corporate appearance for all their stores, in all of which customers should get the same level of service. This limits the freedom of individual managers to change the stores: there are ‘parameters and disciplines that not only the staff but supervision and management would follow’. 2 Instead, they concentrate on staff development and training.

you know, not only the staff but supervision and management would follow. Within that, in terms of development and training, training is obviously an investment for all staff. If staff are trained to do their job well and they understand it, they will feel confident in what they’re doing, that in turn will give a better service to the customers, obviously from Marks & Spencer’s point of view it could well lead to increased sales. English for Business Studies Second Edition © Cambridge University Press 2002

20 Unit 2

New words in this unit

allocate banker board of directors chairman competitive customer director distributor function hardware innovation investor logistics manageable management manager measure meeting

merchandise motivate objective organization pay performance promotion resources software staff strategy subordinate supervise supplier tactics team top manager trainee

3d Discussion

Some learners may decide that they have the necessary abilities to become a manager or even a top manager; others may envisage more specialized careers in a particular function such as marketing, finance, computing, accounting, and so on, which will not involve managing and coordinating a large number of people and operations.

22 Unit 3

Promotions. The Finance Department contains both Financial Management and Accounting. Sales consists of two sections, the Northern and Southern Regions, whose heads report to the Sales Manager, who is accountable to the Marketing Manager.

2 Competition and communication

2a Vocabulary

2b Listening

TAPESCRIPT

Jared Diamond I’ve received a lot of correspondence from economists and business people, who pointed out to me possible parallels between the histories of entire human societies and histories of smaller groups. This correspondence from economists and business people has to do with the following big question: what is the best way to organize human groups and human organizations and businesses so as to maximize productivity, creativity, innovation, and wealth? Should your collection of people be organized into a single group, or broken off into a number of groups, or broken off into a lot of groups? Should you maintain open communication between your groups, or erect walls between them, with groups working more secretly? How can you account for the fact that Microsoft has been so successful recently, and that IBM, which was formerly successful, fell behind but then drastically changed its organization over the last four years and improved its success? How can we explain the different successes of what we

ANSWERS

1 C 2 F 3 E 4 A 5 G 6 B 7 D

1d Comprehension

1e Discussion

Note This exercise might be difficult for less

advanced classes as it includes a number of words that are not defined here or practised elsewhere in the unit. Words which recur and are defined in later units (e.g. capacity, sales force, commission, features, market share, credit facilities, inventory, retained earnings) are not included in the vocabulary list at the end of the unit.

1f Describing company structure

Here is a short description of the organization chart illustrated. The Chief Executive Officer reports to the President and the Board of Directors. The company is divided into five major departments: Production, Marketing, Finance, Research & Development, and Human Resources. The Marketing Department is subdivided into Market Research, Sales, and Advertising &

ANSWERS

1, 4 and 11 would logically satisfy production managers, although 11 should also satisfy other departments. 2, 3, 6, 7 and 9 would logically be the demands of marketing managers. 5, 8, 10 and 12 would logically keep finance managers happy.

ANSWER

The only adequate summary is the second. The first stresses the disadvantages of hierarchies much more strongly than the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix management and teams are designed to facilitate communication among functional departments rather than among autonomous divisions.

Company structure^23

At the time of writing, the full transcript of Professor Diamond’s talk is available at: http://www.edge.org/3rd_culture/diamond_rich/rich/ _p1.html

ANSWERS

1 1 A 2 B 3 D 4 D 5 B 6 C 7 A 8 C

2 g b c h i e k f d j a Isolated companies or groups are at a disadvantage, because most groups of people get most of their ideas and innovations from the outside. So in order to maximize productivity, creativity, innovation, and wealth, you should break up your business into a number of groups which compete but also communicate with each other quite freely. You should also exchange ideas and information with other companies, and regularly engage staff who have worked for your competitors.

So what this suggests is that we can extract from human history a couple of principles. First, the principle that really isolated groups are at a disadvantage, because most groups get most of their ideas and innovations from the outside. Second, I also derive the principle of intermediate fragmentation: you don’t want excessive unity and you don’t want excessive fragmentation; instead, you want your human society or business to be broken up into a number of groups which compete with each other but which also maintain relatively free communication with each other. And those I see as the overall principles of how to organize a business and get rich. English for Business Studies Second Edition © Cambridge University Press 2002 (This recording is not of Jared Diamond himself, but was read by an actor from a transcript of Professor Diamond’s lecture.)

call different industrial belts? When I was a boy growing up in Boston, Route 128, the industrial belt around Boston, led the industrial world in scientific creativity and imagination. But Route 128 has fallen behind, and now Silicon Valley is the centre of innovation. And the relations of businesses to each other in Silicon Valley and Route 128 are very different, possibly resulting in those different outcomes. I’ve spent a lot of time talking with people from Silicon Valley and some from Route 128, and they tell me that the corporate ethos in these two industrial belts is quite different. Silicon Valley consists of lots of companies that are fiercely competitive with each other, but nevertheless there’s a lot of collaboration, and despite the competition there is a free flow of ideas and a free flow of people and a free flow of information between these companies that compete with each other. In contrast, I’m told that the businesses of Route 128 are much more secretive, and insulated from each other. Or again, what about the contrast between Microsoft and IBM? Microsoft has lots of units, with free communication between units, and each of those units may have five to ten people working in them, but the units are not micro-managed, they are allowed a great deal of freedom in pursuing their own ideas. That unusual organization at Microsoft, broken up into a lot of semi-independent units competing within the same company, contrasts with the organization at IBM, which until four years ago had much more insulated groups. A month ago, I met someone who is on the board of directors of IBM, and that person told me, what you say about IBM was quite true until four years ago: IBM did have this secretive organization which resulted in IBM’s loss of competitive ability, but then IBM acquired a new CEO who changed things drastically, and IBM now has a more Microsoft-like organization, and you can see it, I’m told, in the improvement in IBM’s innovativeness.

Work and motivation^25

Unit 4 Work and motivation

1c Reading

Abraham Maslow, mentioned here, is of course more famous for his own theory of motivation, and his pyramid of needs, with which most business learners are familiar. The Student’s Book, I am pleased to say, is one of the very few books about business that does not mention this theory!

1d Summarizing

Learners can be asked to complete these sentences either orally (working in pairs), or in writing (alone or working in pairs).

TYPICAL ANSWERS

1 According to Theory X, employers have to threaten workers because the threat of losing their jobs often makes people work better. 2 According to Theory Y, employers should give their workers responsibilities because a responsible job is necessary to people’s psychological well-being. 3 Maslow criticized Theory Y because there are people who are unable to take on responsibility and self-discipline. 4 Maslow argued that even though they might want to be given responsibilities at work, people also require the security that comes from routines and from being given instructions.

ANSWERS

1 X 2 Y 3 X 4 X 5 Y 6 X

7 Y 8 Y

As well as setting and communicating objectives, developing strategies, and allocating resources, managers have to motivate the staff who report to them. These will often include people with interesting, responsible and fulfilling jobs, as well as others with less interesting and highly repetitive tasks. This unit includes a discussion on whether it should be assumed that people like work and responsibility, or whether they need to be forced to work; a discussion about the kind of things that might motivate, or at least satisfy, employees; and an interview with a department store manager, who describes how he attempts to motivate his employees.

A possible warm-up would be to ask the learners to discuss briefly in pairs what is the worst possible long- term job they could imagine doing, one in which it would be almost impossible to motivate them, and why. (Someone will probably say ‘Business English teacher’, but of course we approve of humour in the classroom, don’t we?!)

1 Work and responsibility

1a Vocabulary

1b Discussion

As always, to be discussed in pairs. There are no ‘right’ answers, but these statements naturally fall into two groups, reflecting two opposing views of human nature, as will be seen in the text that follows.

ANSWERS

1 A 2 B 3 B 4 C 5 C

6 B 7 A 8 B 9 C 10 B

26 Unit 4

2 Motivating staff

2a Listening

This is a second extract from the interview with the manager of the Marks & Spencer store who featured in Unit 2.

TAPESCRIPT

Steve Moody In terms of keeping people motivated, the first thing is obviously ensuring that they are paid a decent salary and that they work in a pleasant environment. Beyond that, that they understand what is expected of them and that when they do do their job and they do carry out tasks, that what they do is actually appreciated by their line manager and indeed the people that they work with. They are not asked to do the same thing over and over again, yeah, without being told why they’re being asked to do it. Interviewer How important is a variety of tasks in motivating people? I mean, you wouldn’t have somebody just working on the till the whole time, which I imagine is really hard work. Steve Moody I think again it depends on the individual’s abilities and the individual needs. We have people who work for us who actually like being on the till, all the time, because what they actually love, more than most, is the interface with the customers. They also, of course, become highly skilled, highly specialized, and highly efficient on the till, and if they like doing that and it actually suits us from an operational point of view, we would not discourage anybody from doing that. Equally, we’ve got members of staff who don’t particularly like going on the till, but like filling up and doing stock orders and doing specific jobs that other people don’t like doing, so it is tailoring individuals’ needs and abilities to the operational needs of the store. Obviously you would not want to reduce flexibility by only having a certain

1e Discussion

Learners’ answers will almost certainly differ here. This task relates to the text in 1g , which summarizes Herzberg’s well-known argument that many of the items listed here (including good pay and good working conditions) merely satisfy but do not motivate workers.

1f Writing

This is probably a task to be set for homework.

1g Reading

According to Herzberg, good conditions merely satisfy workers, but do not motivate them; motivation can only come from interesting work, responsibility, and so on.

1h Summarizing

TYPICAL ANSWERS

1 Herzberg suggested that good labour relations and working conditions will only satisfy people – or more importantly, dissatisfy them if they do not exist – but not motivate them. 2 According to Herzberg, the kind of things that motivate people are challenging or interesting jobs, recognition, responsibility, the chance of promotion, and so on. 3 The problem with saying that only challenging, interesting and responsible jobs are motivating is that there are and always will be people in jobs that are not challenging, interesting and responsible, and managers have to try to motivate these people. 4 Ways of motivating people in unskilled jobs include giving them responsibilities as part of a team, giving them more than one activity to do during the day, and encouraging them to believe in corporate values. 5 The problem with trying to motivate workers by the belief that their company is the best is that it is unlikely to succeed if it is not true, and most companies are evidently not the best.

28 Unit 4

2d Case study: Motivation

POSSIBLE ANSWERS

Bus drivers probably want enough consecutive days off to compensate for working irregular hours. They might appreciate facilities at the bus depot where they could socialize with colleagues before or after work. Yet few bus companies are likely to offer facilities as costly as a gymnasium or tennis courts. Drivers would almost certainly appreciate a subsidized canteen. Early retirement might be a good way of retaining staff for a large part of their working life, and would almost certainly be popular. Nurses certainly do not do their job for the money. They are probably motivated by seeing their patients get better, and probably appreciate working regularly with the same patients. Public hospitals are clearly not in a position to implement a profit-sharing programme, and it doesn’t even sound very appropriate for a private hospital, any more than productivity bonuses. Most nurses would probably appreciate a shorter working week. They would probably also respond favourably to career training, and perhaps to a nursery and sports facilities. Sales reps in general seem to be motivated by high commissions, or a productivity bonus. They probably already have a company car. If they spend most of their time travelling, they are unlikely to be interested in a canteen, sports facilities, or a redecorated office. Few sales reps seem to stay long enough with the same company to be affected by extra days’ holiday for long service or early retirement. They would probably be motivated by the knowledge that the products they sell are in fact beneficial. A manual printing worker who remained for a large part of his or her career in the same company might well appreciate every single motivational strategy suggested. In reality, they are unlikely to be offered many of these, least of all a higher salary or a company car. I have absolutely no idea how you would motivate a shepherd!

2c Discussion

ANSWER

Steve Moody insists that the Christmas bonus, for example, actually motivates staff, whereas Frederick Herzberg argued that good salaries and working conditions merely satisfy. But Moody’s statement that there are people who like a routine, and others who prefer a variety of interesting tasks, coincides with Douglas McGregor’s argument.

ANSWERS

1
There is a restaurant where staff can get free drinks and good, low-priced meals.
There is a place where they can relax during their breaks, read newspapers, play pool, and so on.
They have regular medical screenings.
There is a staff discount on M&S merchandise.
There is a Christmas bonus of 10% of the annual (not monthly) salary.
Staff are treated with respect and dignity, and are listened to and consulted. 2 It motivates them to work hard during the busiest period of the year (and a period in which they also have extra expenses).

that you work with, the way you are treated, with respect and dignity, and the fact that your views are listened to, even if they’re not always carried out they are listened to, and you feel you are consulted, that makes people happy in their job, it makes them satisfied in their job, it makes them get up and come to work in the morning. English for Business Studies Second Edition © Cambridge University Press 2002

Work and motivation^29

New words in this unit

administration benefits cash register employee employer incentive job security labour relations labour union motivation pension perks

produce productive reward sick pay skilled store task threat till unskilled wages working conditions

2e Vocabulary

Vocabulary note Many learners will probably be

unfamiliar with the uncountable noun produce (stressed on the first syllable), which is only used for agricultural items (dairy produce, fruit, vegetables, flowers, and so on).

See also the role play ‘Extra Perks’ in Business Roles 2 by John Crowther-Alwyn (Cambridge University Press).

ANSWERS

1 producer 2 products 3 productive 4 production 5 unproductive

6 productivity 7 pro′duce 8 ′produce