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AWestern MediaWestern Media has drafted in Carol Spencer, the top marketer in its radio subsidiary, to be its first marketing director and give its Music ＆ Sports Magazines division a major revamp. She will take charge of a portfolio of six titles, and plans to give the division a new identity, replacing its current, very functional name with a more emotionally involving one. Spencer also intends to develop a TV or radio show based on one of its magazines, in an attempt to reverse its flagging sales figures.BFranklin’sUK furniture manufacturer Franklin’s has parted company with its marketing director Gary Parker. Franklin’s refused to comment as to whether he left of his own accord, although sources hint that this was not the case. His replacement, Julia Howell, previously his number two, has been a successful marketer since she started her own marketing consultancy twenty years ago. Her task now is to regain Franklin’s former position as UK market leader although sales have held steady, in percentage terms the company has been overtaken by several rivals.CFlywayFlyway, the low-cost airline, has appointed Simon Lewis as its new head of sales and marketing to develop the brand throughout Europe. Lewis has spent his entire working life within the industry, joining from the marketing department of long-time rival Coastal Airways, where he controlled marketing activities in the UK. He will work with Teresa Campbell, who helped launch the Flyway brand. However, not only Coastal is unhappy with the appointment, Charles Waiters, Flyway’s former controller of marketing planning, is poised to quit after being left without a role.DBDHAlan Dean, the colourful joint chief executive of media company BDH, has resigned from the company which he helped establish citing personal issues. Shareholders and staff were informed of his decision last month. Joint chief executive officer Charles Burnett takes sole charge of the company temporarily, and has announced that there will be no change in strategy. According to 10 insiders, Alan Dean’s departure is the result of a personality clash rather than disagreement on the way the company was moving, and the search is on for a replacement.EGranvilleSoft drinks producer Granville has acquired an Australian producer, a departure for Granville, as previously it had only shown interest in domestic purchases. As a result, Jenny Morris, former head of corporate development, has been promoted to the newly created position of head of international soft drinks. As such she will be responsible for developing all the group’s international activities, including both marketing and acquisitions. Her move has resulted in a reshuffle of other previous department, where, instead of replacing her, the company intends to reallocate responsibilities to remaining staff. For the first time, this company has taken over a foreign company.（）
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REFERENCES CANNOT ALWAYS BE TRUSTED BYPOTENTIAL EMPLOYERS"Dull, but reliable, will make a good parent." So said a head teacher’s reference which was once sent for a s school-leaver. It amused me at the time, but said more about the referee than the candidate.Most references are unreliable, although recruiters usually ask for them. Few ask for character references today, as these have proved useless. (9) However, these cannot always be trusted. A few may be biased. (10) This can also occur if there has been friction between boss and subordinate over personal or business matters.On the other hand, there can also be positive bias. An employer who want to get rid of someone may fail to mention any relevant failings or even give a glowing report to help the individual go quickly. (11) But if they do, the law in Britain says they owe a duty of care to both the employer to whom it is supplied and to the individual to whom it refers.Most written references are unreliable because they are not specific enough. So how do you and a potential employer ensure that any reference given on your behalf is genuinely helpful (12) Employers normally expect two: one, your immediate superior in your current or most recent job, the other, your boss in the post before, so long as it was in the last five years or so.For a senior post, more may be required for their part, no prospective employer should approach your current employer until you have an offer subject to references and you have given permission. (13) Once you get the utter, and before giving permission to make contact, tell your boss and explain that the prospective employer will be asking for a reference. Do this face-to-face and during the meeting describe the job for which you have applied, if you can provide a job description or the relevant job advertisements, even better. (14) Even if your referee does express some doubts about your fitness for the Post, don’t worry, employees often prefer to back their own judgment.A. It would also be wrong for anyone to Contact your penultimate firm before then because word may reach your current employer on the grapevine.B. In fact, employers do not have to give references at all.C. These might include your boss’s immediate senior and someone at the same level as your boss who is familiar with your work.D. Your boss can then match the reference needs to the needs of the job.E. What they seek are references from previous employers.F. Some managers think it an act of disloyalty if an employee applies for a job elsewhere and will give poor reference or only weak praise.G. Firstly, as an employee, make sure you choose the right referees.H. It amused me at the time, but said more about the referee than the candidat 11（）
less achievable, given that the company’s poor financial position and limits on
Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their let. Peter Blackburn is chairman and chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of ￡ 1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. "Take all your qualifications seriously. Although many top executives do not have first-class honours and it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement. ""1 do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the important dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ago I didn’t think this is what I would end up having achieved.""In the end, those that get right to the top retain their "people touch", which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the ground have a real advantage. The important thing is that you should never ask someone else to do something you couldn’t do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next generation, people who will be an inspiration."Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntrees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, instead of moving sharply forward, disappears into the pack and others are given their chance.When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. "I have always believed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then it’s important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as possible when it has been forced to close or to sell one of its businesses."Peter Blackburn’s career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr. Blackburn has benefited from this process twice and says: "In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for wholesale clearouts. They have realised that it is the existing people who understand the business and they must be the platform for any growth.\ The writer uses the example of Blackburn’s involvement in the Rowntrees Project to show （）.
PLAYING GAMES AT WORKMany companies nowadays are finding that playing games can stages beneficial to their executives.Although (31) are certainly plenty of opportunities to play management games, it should not be thought that this is because business people are light-hearted. They are often quite (32) opposite, in fact. With all the pressures of modern business life, many people do not have the opportunity to relax. Games can allow individual self-expression and give business people the time (33) explore practical issues.Many team-based games take place outside. Here, the facilitators try to bring out issues of team communication, strategy and working style. Board games are also popular. In most of (34) teams are required to manage an organisation or practice skills which they will need in their day-to-day working life.At a different level, there are inter-company games in (35) teams from a range of organisations and industries come together in friendly competition. The teams never actually meet, but they are kept in touch with (36) well they are doing by the same organisers. Part of the attraction of this type of game is that (37) provides companies with the opportunity to let their learns build business awareness in a fairly realistic environment.(38) the object of the exercise is, as always, to maximise profits, the real benefit comes from the interaction within the team. There might even be some useful business lessons (39) well. Perhaps the most significant aspect (40) all, though, is that business games give workers permission simply to play. 39（）
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