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    Language Focus 2. Adverbs of Degree: Business Advantage

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    Frideswide Wundermann
    1. The document provides information about adverbs of degree and examples of their use. It also contains transcripts from listening exercises about the development and management of an organic market business. 2. Adverbs of degree are formed by adding "-ly" to an adjective and are used to indicate the level or extent to which something occurs, such as "significantly", "particularly", and "rather". 3. One listening transcript discusses how the organic market business was started 33 years ago and has since restructured, hired management, and appointed a COO to address growth. External factors like awareness of organics also drove changes.

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    Language Focus 2. Adverbs of Degree: Business Advantage

    Uploaded by

    Frideswide Wundermann
    121 views2 pages
    1. The document provides information about adverbs of degree and examples of their use. It also contains transcripts from listening exercises about the development and management of an organic market business. 2. Adverbs of degree are formed by adding "-ly" to an adjective and are used to indicate the level or extent to which something occurs, such as "significantly", "particularly", and "rather". 3. One listening transcript discusses how the organic market business was started 33 years ago and has since restructured, hired management, and appointed a COO to address growth. External factors like awareness of organics also drove changes.

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    busines adventage

    Original Title

    Business Advantage 2

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    1. The document provides information about adverbs of degree and examples of their use. It also contains transcripts from listening exercises about the development and management of an organic market business. 2. Adverbs of degree are formed by adding "-ly" to an adjective and are used to indicate the level or extent to which something occurs, such as "significantly", "particularly", and "rather". 3. One listening transcript discusses how the organic market business was started 33 years ago and has since restructured, hired management, and appointed a COO to address growth. External factors like awareness of organics also drove changes.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    121 views2 pages

    Language Focus 2. Adverbs of Degree: Business Advantage

    Uploaded by

    Frideswide Wundermann
    1. The document provides information about adverbs of degree and examples of their use. It also contains transcripts from listening exercises about the development and management of an organic market business. 2. Adverbs of degree are formed by adding "-ly" to an adjective and are used to indicate the level or extent to which something occurs, such as "significantly", "particularly", and "rather". 3. One listening transcript discusses how the organic market business was started 33 years ago and has since restructured, hired management, and appointed a COO to address growth. External factors like awareness of organics also drove changes.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    BUSINESS ADVANTAGE

    Language focus 2. Adverbs of degree


    1.
    The crisis can be solved by increasing the amount of delegation from top managers.
    The crisis can be solved by significantly increasing the amount of delegation from top managers.
    У першому реченні невідомо на скільки більше членів делегації повинно бути.
    У другому “significantly” ― набагато більше членів делегації повинно бути.
    2.
    Close ― closely (тісніше, ближче, уважніше)
    Increasing ― increasingly (усе більше)
    Particular ― particularly (особливо)
    Adverbs of degree are usually formed by adding “-ly” to an adjective.
    Прислівники вищого ступеня зазвичай утворюються шляхом додавання "- ly " до
    прикметника.
    3.
    1) We've been quite successful in setting up incentive schemes; employees are very enthusiastic
    about them.
    2) It has been a bit problematic for our company to develop partnerships with other organisations.
    3) The person who started the company found that delegating responsibility was rather difficult.
    4) Communication in our department is too disorganised; we need to have a much clearer system.
    4.
    1) The founders are often good entrepreneurs, who do not like especially management activities.
    2) Management problems occur that cannot just be handled informally.
    4) This crisis most often occurs when the organisation has become too large and complex.
    Listening 1: How Bryanston Organic Market developed
    2.
    a) Market research was carried out and the organisation was restructured. ― 7 or 8 years ago.
    b) People brought their products to sell at the school. ― 33 years ago.
    c) The founders began to employ people to operate and run the business. ― 20 years ago.
    d) People realised that they needed a management team. ― 20 years ago.
    e) The school raised money by using the skills that it had in the community. ― 33 years ago.
    f) COO was appointed. ― 7 or 8 years ago.
    Listening 2: External reasons for change
    1. the economic situation, awareness of organics.
    2.
    1) people from other countries.
    2) 30 or 40 years in Europe, then 10 years in South Africa.
    3) No, he doesn’t. It was a mixture of external and internal factors.
    4) Nobody has real business knowledge and experience.
    5) They had to appoint people with the right skill set.
    Listening 3: Crisis and growth
    1.
    1) False. The traders are individual entrepreneurs.
    2) False. He was in a people management.
    3) False. The traders lost the trust in the management.
    4) False. They see the organic markets as both competitors but also partners who are helping to
    spread the message of an alternative to the big supermarkets.
    2. The traders had the feeling that they weren't being heard, that there was a top-down approach on
    decisions. There was the feeling that upper management was just at their own bottom line and not
    really looking at addressing the concerns of the people who were making the money. The
    stallholders felt that they weren't being listened to and that if they were just given a chance, they
    could make a difference to the business.

    He listened to the traders' views and ideas and tried to solve their problems.

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