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1、華 中 科 技 大 學(xué) UNIT 5Facing Business Crisis In the business world, the rearview mirror is always clearer than the windshield.Warren Buffet Background InformationUnit OverviewLesson 1Lesson 2Supplementary ReadingHome listening Business in post-modern era has found its way into all walks of life, affecti

2、ng individuals lives, social economy and politics as a whole. Globalization facilitates business expansion on one hand and speeds up the economic integration and interdependence on the other. In this unit, students will get to know the global business and economic crises through real-life cases and

3、see how these crises can be dealt with. Listening and speaking activities in this unit will inspire students to learn to face difficulties and handle their study careers to their best advantages. Unit Overview Background Information20092010 Toyota vehicle recalls Three separate but related recalls o

4、f automobiles by Toyota Motor Corporation occurred at the end of 2009 and start of 2010. Toyota initiated the recalls, the first two with the assistance of the U.S. National Highway Traffic Safety Administration (NHTSA), after several vehicles experienced unintended acceleration. The first recall, o

5、n November 2, 2009, was to correct a possible incursion of an incorrect or out-of-place front drivers side floor mat into the foot pedal well, which can cause pedal entrapment. The second recall, on January 21, 2010, was begun after some crashes were shown not to have been caused by floor mat incurs

6、ion. This latter defect was identified as a possible mechanical sticking of the accelerator pedal causing unintended acceleration, referred to as Sticking Accelerator Pedal by Toyota. The original action was initiated by Toyota in their Defect Information Report, dated October 5, 2009, amended Janua

7、ry 27, 2010. Following the floor mat and accelerator pedal recalls, Toyota also issued a separate recall for hybrid anti-lock brake software in February 2010. As of January 28, 2010, Toyota had announced recalls of approximately 5.2 million vehicles for the pedal entrapment/floor mat problem, and an

8、 additional 2.3 million vehicles for the accelerator pedal problem. Approximately 1.7 million vehicles are subject to both. The next day, Toyota widened the recall to include 1.8 million vehicles in Europe and 75,000 in China. By then, the worldwide total number of cars recalled by Toyota stood at 9

9、 million. The number of alleged victims and reported problems sharply increased following the recall announcements, which were heavily covered by U.S. media, although the causes of individual reports were difficult to verify. Government officials, automotive experts, Toyota, and members of the gener

10、al public contested the scope of the sudden acceleration issue and the veracity of victim and problem reports. The recalls further led to NHTSA and Toyota investigations, along with multiple lawsuits. Lead-inAudio studioVideo studioSpeaking workshopProject bulletin Task 1Task 2Task 3 Task 1 Describi

11、ng the PictureDescribe the picture first and then discuss how people cope with money shortage.What does the picture imply? What do you think might be the reasons for people or businesses feeling a shortage of money? H ow do they usually cope with it? Task 2 Reflecting on the Reading 1. According to

12、the passage, what did Toyota fail to notice as it grew to become the worlds largest automaker? Answer: Toyota accelerator pedals are produced both by Denso of Japan and CTS of Elkhart, Indiana, US. Answer: Toyota failed to adjust its corporate structure to accommodate its altered scale and have over

13、looked fundamental principles that used to underpin its business. 2. Where does Toyota manufacture its accelerator pedals? 3. What are the reasons that the two Toyota accelerator suppliers produced accelerator pedals of different quality? Answer: The Denso and CTS mechanisms use different wiring har

14、nesses. In other words, Toyota, the master of communization, neglected to ensure that identical parts from two suppliers were, in fact, identical. 4. Why do problems in Toyota get lost and solutions get delayed when Toyota is managed in the present way?Answer: Toyota employs a chimney managerial app

15、roach in which complaints from customers in U. S. would travel first to sales headquarters in Japan, and then to manufacturing for implementation. Only after that would it find its way back to the U. S.5. According to the passage, what should Toyota do in order to deal with this business crisis? Ans

16、wer: It needs to modernize its corporate structure, revisit the basic elements of its product development system, and reconsider the impact of its aggressive cost-cutting. Task 3 Expanding Your Vocabulary A. to make something such as a business, organization etc. work more simply and effectivelyB. t

17、o describe a rate of increase which becomes quicker and quicker as the thing that increases becomes largerC. to be pushed into or through and stay thereD. an official meeting that is held to collect the facts about an event or a problemE. speed upF. a large company or group of companies that is cont

18、rolled together as a single organizationG. great problems or troublesH. car manufacturer1. get stuck2. hearing 3. accelerate 4. corporation5. automaker 6. woe 7. streamline8. exponentially Audio Studio Task 1 Task 2 Audio Task 1 Identifying the Gist 1. What is the audio clip mainly about? A) Toyota

19、recalls around the worldB) Toyota recall hearings in US congressC) The development of Toyota Corporation2. What might be the cause for the car to accelerate suddenly?A) A short circuit.B) Floor Mats C) Stuck gas pedal Audio Task 2 Checking the Facts 1. US Congress _ that Toyota s been having with ve

20、hicle recalls and examining how the carmaker has _ the situation.2. An engineering firm _ Toyota to check out the claim found the _.3. Akio Toyoda, the president of the entire Toyota corporation, has announced new _ that the company plans to take _. is looking at some of the problemsresponded to tha

21、t was hired bysame thingsafety measures from here on out US Congress is looking at some of the problems that Toyotas been having with vehicle recalls and examining how the carmaker has responded to the situation. Youve heard all about this: millions of vehicles affected by issues with floor mats and

22、 gas pedals that might get stuck. US Congress is holding a few days of hearings to get some information about it. Yesterday, they heard from one expert who said it could be an electrical issue. He says theres a possibility that a short circuit might cause a car to suddenly accelerate. An engineering

23、 firm that was hired by Toyota to check out the claim found the same thing. But Toyotas U. S. sales chief, Jim Lentz, says the electrical system isnt the problem. When asked about how the company handled customer complaints, Lentz said that Toyota focused more on technical issues rather than looking

24、 at the possibility of accelerator pedals that get stuck. He called that approach a mistake and apologized for it. In fact, Toyota has repeatedly apologized for the safety issues, and its working to repair the recalled vehicles. Akio Toyoda, the president of the entire Toyota corporation, has announ

25、ced new safety measures that the company plans to take from here on out. Hes scheduled to appear before Congress today. All of this, as you might imagine, is having an impact on the companys reputation. Script Video Studio Task 1 Task 2 Task 3 Video Task 1 Matching mistrust of businessmen; enjoy bar

26、gaining; habit.2. What would you do if you were a billionaire? Answers: buying houses, cars, etc. ; investment; traveling; education abroad; charity; doing your own business; sharing with family members. Task 2 Expanding Your VocabularyRead through the words in the left-hand column, and match each o

27、f them with the appropriate meaning in the right-hand column. 1. literally A. a serious accident or bad event causing damage or suffering2. stance B. feeling a dislike of something which you find unpleasant or unacceptable3. recession C. simply or just4. soaring D. a particular way of standing5. rec

28、kless E. a period when the economy of a country is not successful and conditions for business are bad6. dime F. rising very quickly 7. calamity G. an American or Canadian coin which has the value of ten cents8. distasteful H. doing something dangerous and not worrying about the risks and the possibl

29、e results Audio Studio Task 1 Task 2 Audio Task 1 Identifying the Gist 1. What is the audio clip mainly about?A) Business should be moral.B) Business is just business.C) Business has to follow the rule of making profits.2. Why is the morality of business important? A) Morality in the business field

30、is deteriorating day by day.B) Morality in business can help people making more money. C) Business has great power over the well-being of the world. Listen to the audio clip, and choose the right answers to the questions. Audio Task 2 Checking the Facts Listen to the audio clip again and answer the

31、following questions.1. Who should hold the responsibility for business lack of conscience? Answer: 1) Systems constructed around business. 2) Individual leaders must also be held accountable. 3) Shareholders are also to blame.2. Why is business personal? Answer: Because 1) it directly affects our li

32、ves and our futures. 2) every one of us can use it to choose the sort of world we want to be part of building.3. What is Googles motto? Answer: Dont be evil. Script The phrase “its just business” is often used to justify morally questionable behavior. The immense power business exerts over the well-

33、being of this planet makes the issue of morality in business more important than ever. Outside of the “sanctified” realm of business, where profit rules above all else, most of us are pretty good at knowing good from bad. Strangely though, we have been letting businesses literally get away with murd

34、er. When it comes to money and profits, people in general seem quite prepared to throw the accepted norms of social decency out the window.Certainly the systems we have constructed around business fuel this lack of conscience. We actively celebrate the making of money and extravagant consumption. Th

35、e individual leaders must also be held accountable. In part, I believe shareholders are also to blame; collectively, their actions fueled by the desire for big returns contributed to the appointment of these so-called leaders. Script All business decisions have moral implications that must be consid

36、ered. Business is personal because it directly affects our lives and our futures. It is also personal because each and every one of us can use it to choose the sort of world we want to be part of building. Googles motto dont be evil is a clear moral stance. It is no longer good enough to say “busine

37、ss is just business”. There is a price to be paid for every dollar we make and spend. Will your business choose to be good or bad? Video Studio Task 1 Task 2 Task 3 Video Task 1 Matching a pusher, not a kicker; a motor, not a clog. To base my expectations of reward on a solid foundation of service 3

38、) _; to be willing to pay the price of success in honest effort. To look upon my work as opportunity, to be seized with joy and make the most of 4) _. To remember that success lies within myself; in my own brain, my own ambition, my own courage and determination. To expect difficulties and force my

39、way through them, to turn hard experiences into 5) _ for future struggles. To interest my heart and soul in my work, and 6) _ to the highest efficiency in the achievement of results. To be patiently receptiveHome Listening associatesweight rendered drudgery capital aspire of just criticism and profi

40、t from its teaching. To treat equals and superiors with respect, and subordinates with kindly encouragement. To make a study of my business duties; to know my work from the ground up. To mix brains with my efforts and use system and method in all I 7) _. To find time to do everything needful by neve

41、r letting time find me or my subordinates doing nothing. To hoard days as a 8) _ does dollars, to make every hour bring me dividends in specific results accomplished. To steer clear of dissipation and regard my health of body and peace of mind 9) _. Finally, to take a good grip on the joy of life; t

42、o play the game like a gentleman; 10)_ and endeavor to grow in business capacity, and as a man with the passage of every day of time. Home Listening undertake miser as my most precious stock in trade to fight against nothing so hard as my own weakness Supplementary Reading When Toyota1 gets around t

43、o doing one of its famous “root cause” analyses of the Great Accelerator Recall, it should start by looking in the mirror. As the company grew to become the worlds largest automaker, it failed to adjust its corporate structure to accommodate2 its altered scale. And in its zeal3 to deliver profits as

44、 well as revenue4, it may have overlooked fundamental principles that used to underpin5 its business. Toyota, in other words, forgot what the Toyota Way was all about. Start with the part being blamed: an accelerator pedal6 mechanism. It is produced for Toyota (TM) both by Denso of Japan and CTS of

45、Elkhart, Indiana. Toyota used to run with just one supplier for a given part, with whom it had close ties and a long relationship. But ever since a fire at a Japanese brake supplier in 1997 shut down the companys production at 20 plants 7 for five days, it decided that it needed a second source as a

46、 backup. Where Toyota Went Wrong 1. Toyota 豐田汽車公司 2. accommodate v.使適應(yīng)，使符合3. zeal n. 熱情，熱忱 4. revenue n.收入，收益5. underpin v. 支撐 6. pedal n. 踏板 7. plant n. 工廠，車間 With the accelerator, though, it neglected to make the parts from the two suppliers interchangeable. According to one report, the Denso and

47、CTS mechanisms use different wiring harnesses8. In other words, Toyota, the master of communization9, neglected to ensure that identical parts from two suppliers were, in fact, identical. Even if they were identical in design, the fact that the CTS part apparently developed defects10 and the Denso p

48、art did not, suggests there were other differences.What to do if your car is on the recall list Such mix-ups are not surprising because Toyota still uses lines of reporting that date back to its first days in North America a half-century ago and which is rarely found in U. S. business today. The man

49、agement style is one to be dealt with at the top, a chimney 11 approach in a networked world. The result is a system in which problems can get lost and solutions get delayed.8.harness n. 作業(yè)用裝具 9. communization n. 共有化10. defect n. 缺點 11chimney n. 煙囪 Heres how the system might have worked in this case

50、: when Toyota Motor Sales in California began to get complaints from customers about sticky accelerators, the news would have traveled first to sales headquarters in Japan. There executives would have had to send the issue to product engineering for a design fix, and then to manufacturing for implem

51、entation12. Only then would it have found its way back to the U. S. Talk about connect the dots. If Toyota had an integrated13 headquarters in North America, with one person in charge of sales, engineering, and manufacturing, the complaints might have been communicated almost instantaneously14 - and

52、 fixed nearly as quickly. And then there is the controversial15 topic of cost-cutting. As recently as December, Toyota was asking its suppliers to reduce parts costs by 30% over the next three years. That followed an earlier program begun in 2005 that grouped automotive 16 components into categories

53、 and tried to lower costs on each one. CTS said it manufactured the accelerator mechanism exactly to Toyotas standards, and undoubtedly it did. But it was also noted by executives that the parts subject to failure had experienced excessive wear17. Both CTS and Toyota stated that they are working tog

54、ether on pedals that meet “tougher” specifications18. 12. implementation n. 執(zhí)行 13. integrated adj. 綜合的，完整的14. instantaneously adv. 即刻地，及時地 15. controversial adj. 爭議的16. automotive adj. 汽車的 17. wear n. 磨損 18.specification n. 規(guī)范 Was Toyota so zealous in its cost-cutting that its specifications werent

55、robust19 enough? Thats one of the questions facing new CEO Akio Toyoda as he plunges20 into this debacle21. How he decides could set a tone for his entire administration22. Today, Toyota employees are feeling shell shocked. They believe they have done the right thing by recalling millions of cars to

56、 fix faulty carpets that may interfere with the accelerator pedal, and another several million to repair the accelerator itself. But the scale of the recall is huge, and the decision to suspend both sales of existing cars and production of new ones is creating enormous problems for dealers23, privat

57、e customers, and fleet24 buyers. Meantime, the 24-hour news cycle has pummeled25 the company, and the automotive press, much of it based in Michigan, is having a field day26. 19. robust adj. 強壯的，健全的 20. plunge v. 跳進21. debacle n. 崩潰，崩裂 22. administration n. 管理，行政部門23. dealer n. 經(jīng)銷商 24. fleet a. 快速的，

58、敏捷的25. pummel v. 連續(xù)擊打 26. field day 有重要活動的日子 Whatever happens, the solution to this affair is going to be expensive. Toyota will be paying for repairs on all those cars and the damage wont stop there. One dealer tells Fortune he is essentially27 writing off his Toyota new car business for 30 days an

59、d another says he is planning for 60 to 90 days of no sales. In the end, though, the money will be well-spent if Toyota, famous as a learning corporation, can take some lessons away from the episode28. It needs to modernize its corporate structure, revisit the basic elements of its product development system, and reconsider the impact of its aggressive cost-cutting. That should help to realign29 this remarkable company to the Toyota way. 27. essentially adv. 本質(zhì)上，本來 28. episode n. 一段情節(jié)29. realign v. 重新排列