Business Cultures - IELTS Listening Answers & Explanations
From Cambridge IELTS 09 Academic Listening Test 2 · Part 4 · Questions 31–40
Audio
Questions
Questions 31–40 Note Completion
Complete the notes below.
Write ONE WORD ONLY for each answer.
Business Cultures
Power culture
| Characteristics of organisation |
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| Advantage: |
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| Disadvantage: |
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| Suitable employee: |
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Role culture
| Characteristics of organisation: |
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| Advantages: |
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| Disadvantages: |
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| Suitable employee: |
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Task culture
| Characteristics of organisation: |
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| Advantage: |
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| Disadvantages: |
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| Suitable employee: |
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Answers & Explanations Summary
| # | Answer | Evidence | Explanation |
|---|---|---|---|
| Q31 | central | It's the type of culture that needs a central source of power to be effective, and because control is in the hands of just one or two people there aren't many rules or procedures | Excerpt/Transcript Explanation: The transcript explains that in a Power Culture, a company needs a middle point (central source) of power to work, and this means just a few people have all the control. Answer Explanation: The answer "central" describes something that is in the middle or acts as the main point of control for everything else. Reason For Correctness: The correct answer is "central" because the lecture states that the Power Culture requires a main point of control, or a "central source of power," to work well. In this small type of company, power is not spread out; instead, it is held by only one or two people in the middle of the organization. |
| Q32 | conversation / conversations | Another characteristic is that communication usually takes the form of conversations rather than, say, formal meetings or written memos | Excerpt/Transcript Explanation: The transcript says that in this kind of small company, people tell each other news and facts by talking. They do not usually have formal meetings or write formal letters to share information. Answer Explanation: The answer means that people in the company share information by talking to each other directly. Reason For Correctness: The correct answer is conversations because the speaker explains that in a Power Culture, people prefer talking over having formal meetings or writing notes. The text mentions that 'communication', which is the act of sharing information, happens through these talks. |
| Q33 | effectively | But on the negative side, this type of organisation doesn't always act effectively, because it depends too much on one or two people at the top, and when these people make poor decisions there's no-one else who can influence them | Excerpt/Transcript Explanation: The transcript explains that when one or two people have all the power, the company might not work well because there is no one to stop them if they make a bad choice. Answer Explanation: The answer 'effectively' means doing something in a way that produces a good or successful result. Reason For Correctness: The correct answer is 'effectively' because the speaker talks about the 'negative side' or disadvantage of a Power Culture. The speaker states that these organizations do not always work or 'act' in a successful way because they rely too much on small groups of leaders at the top. The phrase 'doesn't always act effectively' in the text matches the note 'might not act effectively'. |
| Q34 | risk / risks | And the kind of person who does well in this type of business culture is one who is happy to take risks, and for whom job security is a low priority | Excerpt/Transcript Explanation: The transcript explains that a "Power Culture" is good for a person who likes to take risks and does not care much about keeping their job safe forever. Answer Explanation: The answer means that people who work well in a 'Power Culture' company are okay with taking chances or facing danger in their jobs. Reason For Correctness: The correct answer is "risk" (or "risks") because the speaker describes the ideal worker for a Power Culture as someone who is "happy to take risks." In the notes, the phrase "not afraid of" is a synonym for being "happy to take" something that involves chance or danger. Additionally, the transcript mentions that "job security is a low priority" for these people, which matches the second point in the notes. |
| Q35 | levels | and this type is usually found in large companies, which have lots of different levels in them | Excerpt/Transcript Explanation: The transcript states that Role Culture normally happens in big businesses that have a lot of separate layers or ranks of employees. Answer Explanation: The answer 'levels' refers to the different ranks or layers of management and staff within an organization. Reason For Correctness: The correct answer is 'levels' because the speaker mentions that Role Culture is typical for big companies. In the transcript, it explains that these large organizations have many 'different levels' within their structure, moving from managers at the top down through various departments. |
| Q36 | description / descriptions | typically everyone's job is controlled by sets of rules and procedures – for example, there are specific job descriptions, rules for discipline, and so on | Excerpt/Transcript Explanation: The transcript explains that in this business style, workers must follow specific instructions. It gives "job descriptions" as an example of the rules that tell employees what they are supposed to do. Answer Explanation: The answer "description" or "descriptions" refers to a formal written statement that lists the tasks and duties of a specific job. Reason For Correctness: The correct answer is "description" (or "descriptions") because the speaker uses it as a specific example of the formal rules used to manage employees in a Role Culture. In these large companies, everything is organized through official documents and procedures, such as job descriptions and disciplinary rules, to ensure everyone knows exactly what their role is. |
| Q37 | technical | And secondly, it is particularly successful in business markets where technical expertise is important | Excerpt/Transcript Explanation: The transcript explains that Role Culture works very well when a company needs its workers to have high-level skills or specific knowledge to be successful. Answer Explanation: The answer means having special knowledge or skill in a specific subject, like machines, science, or computers. Reason For Correctness: The correct answer is "technical" because the speaker mentions that Role Culture is very effective in markets where "technical expertise" is vital. In the notes, the word "ability" is used instead of "expertise," but both words describe the special skills needed to do a job properly. |
| Q38 | change | On the other hand, this culture is often very slow to recognise the need for change, and even slower to react | Excerpt/Transcript Explanation: The transcript explains that businesses with a "Role Culture" are not fast at seeing when they need to make things different and are even slower at actually doing it. Answer Explanation: The answer "change" refers to when something becomes different or needs to be done in a new way. Reason For Correctness: The correct answer is "change" because the speaker mentions it as a weakness of the "Role Culture." In these large companies, it takes a long time to notice (recognise) that the business needs to do something different. The word "recognise" in the transcript has a similar meaning to "see" used in the notes. |
| Q39 | responsibility | Well it suits employees who value security, and who don't particularly want to have responsibility | Excerpt/Transcript Explanation: The transcript explains that the Role Culture is a good fit for workers who want a safe job and prefer not to be in charge of big tasks or decisions. Answer Explanation: The answer responsibility means having the duty to take care of something or be the person who is blamed or praised for a task. Reason For Correctness: The correct answer is responsibility because the speaker describes the type of worker that fits best in a 'Role Culture'. This kind of person likes knowing their job is safe and does not want to be in charge of making major decisions or being the one accountable for a project. The transcript says these workers 'don't particularly want to have responsibility,' which fits the blank in the notes. |
| Q40 | flexible | Now one of the major benefits of this culture is that it's flexible | Excerpt/Transcript Explanation: The transcript states that being flexible is one of the main advantages (major benefits) of the task-based business culture. Answer Explanation: The answer "flexible" means that a task-based company is able to change and adapt easily to different situations. Reason For Correctness: The correct answer is supported by the speaker's discussion of Task Cultures. The speaker explicitly mentions that one of the main benefits, which is a synonym for advantage, of this specific culture is that it is flexible. This allows the organization to be more adaptable in competitive markets. |
Transcript
Good morning everyone. Now whether you're going to university to study business or some other subject, many of you will eventually end up working for a company of some kind.
Now, when you first start working somewhere you will realise that the organisation you've joined has certain characteristics. And we often refer to these social characteristics as the culture of the organisation – this includes its unwritten ideas, beliefs, values and things like that. One well known writer has classified company cultures by identifying four major types.
The first type is called the Power Culture, and it's usually found in small organisations.
It's the type of culture that needs a central source of power to be effective, and because control is in the hands of just one or two people there aren't many rules or procedures. Another characteristic is that communication usually takes the form of conversations rather than, say, formal meetings or written memos. Now one of the benefits of this culture is that the organisation has the ability to act quickly, so it responds well to threat, or danger on the one hand, and opportunity on the other.
But on the negative side, this type of organisation doesn't always act effectively, because it depends too much on one or two people at the top, and when these people make poor decisions there's no-one else who can influence them.
And the kind of person who does well in this type of business culture is one who is happy to take risks, and for whom job security is a low priority.
The next type is known as Role Culture – that's R-O-L-E, not R-O-double L, by the way, and this type is usually found in large companies, which have lots of different levels in them. These organisations usually have separate departments that specialise in things like finance, or sales, or maintenance, or whatever. Each one is co-ordinated at the top by a small group of senior managers, and typically everyone's job is controlled by sets of rules and procedures – for example, there are specific job descriptions, rules for discipline, and so on.
What are the benefits of this kind of culture? Well firstly, because it's found in large organisations, its fixed costs, or overheads as they're known, are low in relation to its output, or what it produces. In other words it can achieve economies of scale. And secondly, it is particularly successful in business markets where technical expertise is important. On the other hand, this culture is often very slow to recognise the need for change, and even slower to react. What kind of person does this type of culture suit? Well it suits employees who value security, and who don't particularly want to have responsibility.
Moving on now to Task Cultures – this type is found in organisations that are project-oriented. You usually find it where the market for the company's product is extremely competitive, or where the products themselves have a short life-span. Usually top management delegates the projects, the people and other resources. And once these have been allocated, little day-to-day control is exercised from the top, because this would seem like 'breaking the rules'.
Now one of the major benefits of this culture is that it's flexible. But it does have some major disadvantages too. For instance, it can't produce economies of scale or great depth of expertise. People who like working in groups or teams prefer this type of culture.
And finally, the fourth category is called the Person Culture …