1、1.In lines 4-7, Robyn sees examples of all three. What are they?Tiny fields （the primary sector）, factories （the secondary sector）, and railways, motorways, shops, offices, and schools （the tertiary sector）.2.The long sentence from lines 12-28 lists a large number of operations belonging to the diff
2、erent sectors of the economy. Classify the 18 activities from the passagePrimary sector: digging iron ore, mining coal.Secondary sector: assembling, building, cutting metal, laying cables, milling metal, smelting iron, welding metal.Tertiary sector: advertising products, calculating prices, distribu
3、ting added value, maintenance, marketing products, packaging products, pumping oil, transportation.3.Can you think of three important activities to add to each list （not necessarily in relation to the kettle）? farming （agriculture）, fishing and forestry manufacturing, transforming and processing fin
4、ancing, designing, retailing2a Reading p121.Why do people worry about the decline of manufacturing?Because they think it will lead to unemployment.2.Which activities are as important as the production of goods?Designing goods, persuading people to buy them; arts and entertainment.3.Should people wor
5、ry about this state of affairs?No, because it is a natural, progressive and inevitable development.2b Listening p13Listen to a short interview with Denis MacShane, a British Member of Parliament for the Labor Party. Does he hold the same view as J. K. Galbraith?Denis MacShane quite clearly disagrees
6、 with Galbraith.1.Why does MacShane think that manufacturing has a future?Because there are many new products that have to be invented to serve new needs.2.Why does MacShane think that manufacturing has a future in the advanced countries?Because these countries have production technology that requir
7、es very little labor input.3.Why, however, is this manufacturing unlikely to solve the problem of unemployment?Precisely because it requires very little labor input.4.What does MacShane mean by in theory there should be no more manufacturing in Switzerland? （It is this theory that makes many people
8、argue that manufacturing must move to less-developed countries.）The conventional theory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerland are the highest in the world. （As is the cost of living!）5.Why does he say it is surprising for a British company t
9、o be buying Swiss goods?Because the pound sterling has, over the years, lost a great deal of value against foreign currencies, especially the Swiss franc.6.What is the reason he gives for the United States still being the richest nation in the world?It has a successful manufacturing economy, includi
10、ng its computer and car （automobile） industries.7.Match up the following expressions and definitions:1.to convert itself. B/ to change from one thing to another2.to serve needs D/ to satisfy peoples desires or requirements3.Labor input A/ manual work4.to stumble on E/ to discover something by accide
11、nt5.to be dubious C/ to be uncertain, disbelieving2c Writing p13Summarize both Gallbraiths and MacShanes arguments in a short paragraph of fewer then 50 words.A POSSIBLE SUMMARY Galbraith says that manufacturing industry will inevitably decline in the advanced industrial countries, and be replaced b
12、y design, advertising, entertainment, and so on. MaShane says that manufacturing will change, and make new products with new technology.New words in this unit 01agriculture, business, company, consumer, economic, economy, employment, goods, industry, infrastructure, labour, manufacturing, primary se
13、ctor, product, raw materials, secondary sector, tertiary sector, unemploymentUnit 2 ManagementManagement 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
14、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 the meetings in management, a critical view of the management of one large American multinational company, and an interview with the man
15、ager of a British department store, who discusses his job.Before the discussion on the qualities required by managers and the definition of management, maybe we can discuss the cartoon. Whats the joke? We can assume that Mr. Farvis runs this company （his name is on the door）. What can we say about h
16、is managerial skills, or his apparent lack of them? Discuss in pairs for two minutes what exactly managers do, concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.1a DiscussionWhat is management? Is it an art or a science? An instinct or a
17、set of skills and techniques that can be taught?Management is a mixture of innate qualities and learnable skills and techniques.What do you think makes a good manager? Which four of the following qualities do you think are the most important?Being decisive: able to make quick decisionsBeing efficien
18、t: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so onBeing friendly and sociableBeing able to communicate with people -Being logical, rational and analyticalBeing able to motivate and inspire and lead people -Being authoritative: able to give ordersBeing competent: kno
19、wing ones job perfectly, as well as the work of ones subordinates -Being persuasive: able to convince people to do thingsHaving good ideas -Are there any qualities that you think should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no d
20、efinitive answers as to which of these skills can be acquired.1b ReadingPeter Drucker, the （Austrian-born） American management professor and consultant, is the author of many books about business. This text summarizes some of Peter Druckers views on management. It paraphrases the extended definition
21、 of management he gives in one of his management textbooks. As you read about his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose. Druckers first point （setting obje
22、ctives 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） p
23、robably requires H and E. The fifth point （developing people） might require H, F, D and J. But all this is clearly open to discussion.1c VocabularyComplete the following sentences with these words.Achieved; board of directors; communicate; innovations; manageable; performance; resources; setting; su
24、pervise1. managers have to decide how best to allocate the human, physical and capital resources available to them.2. Managers - logically have to make sure that the jobs and tasks given to their subordinates are manageable.3. There is no point in setting objectives if you dont communicate them to y
25、our staff.4. Managers have to supervise their subordinates, and to measure, and try to improve, their performance.5. Managers have to check whether objectives and targets are being achieved.6. A top manager whose performance is unsatisfactory can be dismissed by the companys board of directors.7. To
26、p managers are responsible for the innovations that will allow a company to adapt to a changing world.1d VocabularyThe text contains a number of common verb-noun partnerships （e.g. achieve objectives, deal with crises, and so on）. Match up these verbs and nouns to make common collocations.Allocate r
27、esources （or people）Communicate information （or decisions）Develop strategies （or people or subordinates）Make decisions Measure performanceMotivate peoplePerform jobsSet objectives Supervise subordinates2 MeetingsOne can either work or meet. One cannot do both at the same time. （Peter Drucker: An Introductory View of Management）What do you think Peter Drucker means by this comment?Drucker obviously believes that work is largely something that is done individually, and that meetings are not work
