Preview

What motivates you to work harder?

Choose three factors from the list. Explain your choices to a prtner.

1. The prospect of earning good money in the future.

2. Competition with others
3. Working in a friendly environment
4. Having fun while you work
5. Receiving praise
6. Meeting a challenge
7. Working on something that is interesting and exciting
8. Feeling confident that you can do something well

Listening 1

1. Listen to Dylis Breeze, a human resources manager, talking about motivating workers in
her company. Which of the factors in the list above does she mention?
2. Listen again and complete the next.
Most people feel motivated when they know they are making a -------------adn doing
something --------------------
People need to receive praise. They want to feel that others ----------- their problems or
suggestions. AAnd most want to develop their --------and---------new thingd.

3. Tick what managers should do, according to Dilys Breeze.

Stimulate
Encourage
Criticise
Support
Listen
Shout
Help
Instruct

Speaking

Did you have similar ideas to Dylis Breeze?

Reading

1. Read the article on the opposite page and find four reasons some companies are trying to
attract Young workers
2. Read the article again and answer the following questions
- What does CapitalOne offer its employees?
- What five things are most important to Young people in their work?
3. Wich of the following things were generally true in the past (p) and wich are true today (t),
according to the article?
- Office culture is formal
- People only become top managers after years of loyal service.
- Companies can grow rapidly and also fail suddenly.
- Workers have to show respect for tjeir superiors.
- Companies prefer workers who understand e-bisiness.
- People work for the same company all their lives.
- Young people have many opportunities to show creativity.

Listening 1

Motivation means different things to different people. Some people are motivated by
money and competition; others are motivated by working in a friendly environment, or
being able to have fun.

Most people feel motivated when they know they are making a contribution, and doing
something useful. People need to receive praise. They want to feel that others listen to
their problems or suggestions. And most want to develop their skills and learn new
things.

It is important for managers to stimulate and encourage their staff to get the best from
them. Staff will be more motivated if they have a challenge, and the work is interesting.
But they also need to believe that they can do the job. So it is important for managers
to support their staff, listen to their problems and help them feel more confident.
People only get satisfaction from work if they feel they can do it well.

THE KIDS ARE ALL RIGHT

Youth is a time for fun. In one american playground in Florida, there are basketball
courts and volleyball nets. Inside, there are bright colours, Nerf guns and a games
room with pingpong. This is not school, but the offices of Capital One, one of
Americas larest credit-card firms. The firm gives each department a monthly fun
Budget. The same sort of thing can be found across corporate America these days.
The kids have taken over. It is tchnology that drivers business today, and dot.com
culture is everywhere. The Young are now the rising power in the workplace.
Take Microsoft, a business with 40.000 mostly Young employees: the dress code is
anything goes as long as you are clean. People wear shorts and have blue hair
sometimes even in management. The typical workplace scene features mid-afternoon
hockey, video games and techno music on headphones.
Companies want to attract and keep a younger workforce because of its technical
skills and enthusiasm for change. So youth culture is becoming part of office culture.
This may be no bad thing. Along with the company fun Budget come things that
matter more deeply to Young people: opportunity, responsibility, respect.
In the past, it was the middle-aged who ruled. At work,grey hair, years of loyal service
and seniority counted most. Now things are changing. Older workers will not
disappear, but they will have to share power with the Young. In the old days
companies grew slowly; with success came conservative corporate values. Now the
worlds largest firms can crash at any moment. The pace of change is increasing. And
change favours the Young: they learn and relearn faster and will risk more to try new
things.
Many companies no longer have seniority-based hierarchies. People can get to the top
faster. They do not have to spend years showing respect fot their superiors. It is more
important that they are able to understand e-business and have the courage to ask
why?. Loyalty to the company is less important tan talent. Employees satay only
when there are challenges and rewards. Changing Jobs frequently is now a sign of
ambition and initiative.
All this is a good thing. Young people are at their most creative stage in life. Now they
have more opportunity top ut their ideas and energy into practice.

LOS NIOS ESTN BIEN

La juventud es un tiempo de diversin. En un patio americano en Florida, hay canchas

de baloncesto y redes de voleibol. Dentro, hay una sala de juegos con ping-pong,
armas de Nerf y colores brillantes. Esto es no la escuela, pero las oficinas de Capital
One, una de las empresas de tarjetas de crdito de larest Americas. La firma da cada
departamento mensual "diversin presupuesto". El mismo tipo de cosa puede
encontrarse en toda la Amrica corporativa estos das. Los nios han asumido el
control. Es tchnology que controladores negocio hoy y punto-com la cultura est en
todas partes. Los jvenes son ahora la potencia en ascenso en el trabajo.

Microsoft, una empresa con 40,000 empleados en su mayora jvenes tomar: el

cdigo de vestimenta es "cualquier cosa va mientras usted est limpio". La gente usar
shorts y tiene el pelo azul a veces incluso en la gestin. La escena de trabajo tpico
incluye media tarde hockey, juegos de video y msica tecno en los auriculares.

Las empresas quieren atraer y retener a una fuerza laboral ms joven debido a su
habilidad tcnica y entusiasmo para el cambio. As que la cultura juvenil se est
convirtiendo en parte de la cultura de la oficina. Esta no p uede ser ninguna cosa mala.
Junto con la empresa fun presupuesto ven cosas que importan ms profundamente a
los jvenes: oportunidad, responsabilidad, respeto.
En el pasado, era la mediana edad que gobern. En el trabajo, cabello gris, aos de
servicio leal y la antigedad contaron la mayora. Ahora las cosas estn cambiando.
Trabajadores de edad avanzada no desaparecer, pero tendrn que compartir el
poder con los jvenes. En los viejos tiempos las empresas crecieron lentamente; con
xito vino conservadoras valores corporativos. Ahora las mayores firmas de worlds
pueden fallar en cualquier momento. Est aumentando el ritmo del cambio. Y el
cambio favorece a los jvenes: aprenden y aprender ms rpido y corre el riesgo de
ms para probar cosas nuevas.

Muchas empresas ya no tienen jerarquas basadas en la antigedad. La gente puede

llegar a la cima ms rpido. No tienen que pasar aos mostrando respeto fot sus
superiores. Es ms importante que ellos son capaces de entender e-business y tener el
coraje de preguntar "por qu?". Lealtad a la empresa es menos importante talento
bronceado. Satay de empleados slo cuando hay desafos y recompensas. Cambio
frecuentemente de trabajo ahora es un signo de iniciativa y ambicin.

Todo esto es una buena cosa. Los jvenes estn en su etapa ms creativa en la vida.
Ahora tienen ms ut superior oportunidad sus ideas y energa a la prctica.