Crossover, 4th Edition (9788245034264)

NEWS: In this 4th edition the core themes of Crossover have been thoroughly updated.

Among the new focus themes are climate change, renewable energy sources, social media, the mighty mobile phone, electric and hybrid vehicles, the European Union and Brexit.

ISBN 978-82-450-3426-4

Practical and Technical English

Marianne Roald Ytterdal has a cand. philol. degree in English and American language and literature, Nordic languages and literature, Pedagogics and the History of Art. She has taught English in pre-courses to engineering and maritime studies, as well as at technical college and university college level.

Edition

Marianne Roald Ytterdal

CROSSOVER

 Cross-cultural differences, conversational topics and respectful manners, stories describing situations that went spectacularly wrong  The English-speaking regions  Norway and the world  New Europe – EU expansion + one reduction  Globalisation and economics  Sports and architecture  Look it up! A quick guide: chairing a meeting, virtual meetings, applications  Grammatical pitfalls – problem areas for Norwegian students, BM & NYN  Texts on physics, mathematics, chemistry, engineering, civil engineering, mechanical engineering, the maritime sector, aquaculture and nutritional engineering, genetics, stem cells, nanotechnology, operational technology, products and design, climate change, carbon emissions, renewable energy, sharing responsibilities  Literary texts

4th

Practical and Technical English – a Multipurpose Reader

CROSSOVER

 CROSSOVER contains texts regarding:

Marianne Roald Ytterdal

CROSSOVER. Practical and Technical English – a Multipurpose Reader is aimed at students who need a usable knowledge of practical, technical and business English, the ‘lingua franca’ in multicultural meetings and work situations.

Students at technical / maritime colleges as well as university colleges will find many of these texts valuable, as they are aimed at themes on their agendas. The importance of talking about, presenting and discussing Norwegian culture in multi-cultural meetings is also addressed in detail.

200322 GRMAT Crossover 4th Edition 2101.indd 2

13/07/2021 13:54

Practical and Technical English – a Multipurpose Reader 4th Edition

200322 GRMAT Crossover 4th Edition 2101.indd 3

CROSSOVER

Marianne Roald Ytterdal

13/07/2021 13:54

Copyright © 2021 by Vigmostad & Bjørke AS All Rights Reserved Fourth Edition / Printing 1 ISBN: 978-82-450-3426-4 Graphic production: John Grieg, Bergen Cover photo: Brasil2 / E+ / Getty Images Cover design by Siri Lieungh Design / Siri Lieungh Typeset by Bøk Oslo AS Enquiries about this text can be directed to: Fagbokforlaget Kanalveien 51 5068 Bergen Tel.: 55 38 88 00 email: fagbokforlaget@fagbokforlaget.no www.fagbokforlaget.no All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

200322 GRMAT Crossover 4th Edition 2101.indd 4

13/07/2021 13:54

TO THE READER X Hello students, teachers & readers.

This 4th edition of Crossover has been renewed and hopefully lifted to a new level during one of Norway’s strangest periods ever, the pandemic years of 2020 and 2021. When this edition is published we may still not know the full consequences of the pandemic, or where the coming years will take us.

Still, all countries will need well-educated, ambitious young professionals who have prepared themselves for jobs among their peers, and hopefully you who are reading this will be among them. The upside for students who are waiting for the contagion to subside is that just such a waiting period can be utilised to gather extra information, read more about already familiar subjects and clear the path for new subjects, thus building extra knowledge to bring you well into the post-pandemic era.

The major challenge to be confronted will still be climate change. The new challenge will be getting life, industry, commerce and everything else back to normal, whatever that new normal turns out to be.

At the end of this edition you will find Hávamál, examples of Viking wisdom, originally compiled to prepare young Vikings for life in that dangerous era. I never expected these pages to acquire such renewed relevance. Read and be fortified for the coming years.

The ordinary main subjects are still covered in this 4th edition. Postpandemic society, too, will need professionals who are well versed in the subjects listed in the contents, and who can give presentations and conduct conversations in these fields. This Reader aims to give you a vocabulary to use as a basis for your professional life.

The Brits may have decided to leave the EU, but English, the lingua franca of international relations, still rules.

Stay safe and choose wisely! Ålesund, May 2021 Marianne Roald Ytterdal (cand. philol.)

200322 GRMAT Crossover 4th Edition 2101.indd 5

13/07/2021 13:54

PART 1

CONTENTS Culture and Human Relations 15 Doing Business – Same but Different 16 X Deal-focused Business Cultures 16 X Relationship-focused Business Cultures 17 Informal vs formal cultures 18 Rigid-time vs fluid-time cultures 19 X Management and Leadership 19 Good management 20 The good manager – what are the tell-tale signs?

The miracle of good leadership 21 Cultural diversity in management 21 The Scandinavian style 22 How to deal with cultural clashes 23

20

Human Relations – Minefield or Playground 25 X Introductions – a Lesson to be Learnt! 26 Angels in disguise 26 Seniority matters 27 "How fascinating!" 28 X Norwegian Bluntness – Sometimes a Problem 29 Criticism comes in various wrappings 29 Proper procedures in business 30 ‘No, sir, you are wrong!’ 30 Rephrase, regroup, do not reprimand! 31 Some useful phrases and openings 31 X Let’s do it the Norwegian Way! 34 Dearest E.T. – if you should come our way … 34 The small tribe near the North Pole … 35 ‘Takk for maten’ 37 Visitors must respect local customs 38 Meals, hosts and guests 39

200322 GRMAT Crossover 4th Edition 2101.indd 6

13/07/2021 13:54

The undrainable goblet Equality 41 Dress codes 41

40

Social Small Talk – a Very Useful Talent 44 X Conversational Topics Related to Norway and Norwegians 44 Conversational topic No 1: Thor Heyerdahl (1914–2002) 45 Conversational topic No 2: Polar adventurers and pioneers 46 Conversational topic No 3: Norway – a small & fresh nation – far from anywhere 48 Conversational topic No 4: Norway and Nobel Prizes 48 Conversational topic No 5: Music – new and old musicians 49 Conversational topic No 6: Literature – modern & classical 50 Conversational topic No 7: The visual arts 51 Conversational piece No 8: Artists – mixed class 54 X Sport 56 Football / Soccer 56 Cricket 60 Basketball 60 Baseball 61 Hockey 61 Golf – the white virus 63 Winter Sports 65 The United Kingdom and the English-speaking World 69 X The United Kingdom 69 The inventors of the parliamentary system 69 Education 70 Music, sport and theatre 73 British humour 75 Good heavens – the Brits are leaving!

You must be joking … ? Not at all! 75 X The Americans 77 The beginning 77 The New World, home to both slavery and ‘the American Dream’ An identity crisis and the following rise of ethnic pride 79 The younger generations 80 Government and the Constitution 81 Education 82 Modern music, literature, dance and films 84 America and sport 84

200322 GRMAT Crossover 4th Edition 2101.indd 7

78

13/07/2021 13:54

X

X

PART 2

X

Northern Ireland 87 One island – two communities – the split of 1922 The beginning of British influence 88 Catholic Ireland vs Protestant England 88 The modern conflict 88 The Unionists and the IRA 89 South Africa – The Reconciliation Miracle 92 Mandela’s last speech to the Parliament 95 Nelson Mandela 96 Australia – Just around the Corner! 99 The Aborigines 100 The new and liberal community 102 Australia – just around the corner! 102

87

Norway and the World 105 Norway is a Small Country 106 X The Scandinavian Welfare State 107 Trade unions 108 The welfare state 108 National insurance 108 Reintroduction of market mechanisms 109 X The Norwegian Government 110 Local democracy – counties and municipalities Political priorities 112 Norwegian political parties 113 The Norwegian educational system 114 X Svalbard 116

111

Architecture – Old and New 119 X Medieval Stave Churches – Norway’s Contribution to World Heritage Borgund Stave Church 119 The entrance portals 120 Urnes Stave Church on the UNESCO World Heritage List 121 Then they all disappeared – almost 121 X Modern Norwegian Architecture 122 The National Museum 122 Snøhetta: Bibliotheca Alexandrina 122 Snøhetta: Norwegian National Opera and Ballet 123 Lund Hagem Architects: The new Deichman Library 124

200322 GRMAT Crossover 4th Edition 2101.indd 8

119

13/07/2021 13:54

Various architects: Barcode 124 Biong & Biong and Niels Torp: Hamar Olympic Hall

125

Norway and the Nobel Peace Prize 128 X The Nobel Prizes (1901 –) 128 X The Nobel Institute in Oslo 129 X Alfred Nobel – Founder of the Nobel Prizes 130 X Alfred Nobel’s Will 130 X Some Nobel Peace Prize laureates 131 New Europe 134 X New Europe – and Norway’s Double NO! 134 Current problems 134 Background 135 The European Coal and Steel Community 135 The European Economic Community 135 The reunification of Europe 136 More EU expansion – and one reduction 136 The EEA Grants and Norway Grants 138 A multilingual union 138 The five institutions 139 Stability, peace and prosperity 139 The euro – a common currency 140 Unity in diversity 140 Norway’s double NO! 141 Globalisation 144 X Globalisation – the International Angle 144 Globalisation of finance and trade 144 Globalisation and the IMF 145 Globalisation and the WTO 146 Globalisation and the retail trade 147 Globalisation and world poverty 149 Globalisation and its critics 149 Growing inequality and Fair Trade 150 Globalisation – and the local angle 151 Globalisation and the international funding of local efforts Developments in the east – near and far 152 X Global Marketing 153 Disaster at Euro Disney 153 Marketing the Big Mac 155

200322 GRMAT Crossover 4th Edition 2101.indd 9

151

13/07/2021 13:54

X

X

PART 3

X

Media Power – Old and New 158 Background and a useful review of the communication flow of yesteryear 158 The years of swift and important innovations 159 The miracle of the printing press 160 Movement and sound 160 The role of the press and possible negative developments 161 The media and the upside of events 162 The Fourth Estate 162 The moneymaking media machine 162 The Official Secrets Act and public trust 163 The mighty mobile phone 164 Social media – the current new alternative reality 164 Economics 170 A possible definition 170 Supply and demand 170 The market 170 Market price and market value 171 Fashion and marketing 171 The effect of popular people 172 The market rules! Or does it? 172 Economic Terminology 175

Look it up! – A Quick Guide 179 Phonetic Symbols 180 How to Chair a Meeting 181 Using the Telephone – Spelling Names 184 Booking a Room at a Hotel 186 Writing – Practice Makes Perfect! 188 X Business Letters 188 X Applications and CVs (Curriculum Vitae) X Written Summaries 193 X Reports 195 X Comments 199

193

Using the Internet 200

200322 GRMAT Crossover 4th Edition 2101.indd 10

13/07/2021 13:54

PART 4

Language Pitfalls – grammatiske snubletråder (BOKMÅL) 204 X Samsvar mellom subjekt og verbal 204 X Vanlig presens og presens samtidsform (ing-form) 205 X Passivsetninger 206 X Ubestemt/bestemt artikkel – ikke-tellelige substantiv 207 Ubestemt artikkel – ‘a/an’ 207 Bestemt artikkel – ‘the’ 207 Abstrakte substantiv brukt i generell eller spesiell betydning Tellelige og utellelige substantiv (countables and uncountables) 208 X Genitiv, apostrofer og sammensatte ord 209 Genitiv 209 Apostrofer 209 Sammensatte ord 210 X Oversettelse av ‘det’ 210 X Relativpronomen 211 X Adjektiv og adverb 212

208

Language Pitfalls – grammatiske snubletrådar (NYNORSK) 214 X Samsvar mellom subjekt og verbal 214 X Vanleg presens og presens samtidsform (ing-form) 215 X Passive setningar 216 X Ubunden/bunden artikkel – ikkje-teljelege substantiv 217 Ubunden artikkel – ‘a/an’ 217 Bunden artikkel – ‘the’ 217 Abstrakte substantiv nytta i generell eller spesiell tyding 218 Teljelege og uteljelege substantiv (countables and uncountables) 218 X Genitiv, apostrofar og samansette ord 219 Genitiv 219 Apostrofar 219 Samansette ord 220 X Omsetjing av ‘det’ 220 X Relative pronomen 221 X Adjektiv og adverb 222 Mathematical Terminology 224 X Some Mathematical Formulae 224 X Fractions 224

200322 GRMAT Crossover 4th Edition 2101.indd 11

13/07/2021 13:54

PART 5

X X

Shapes 225 Area and volume 227

Science and Technology 229 Science – the Mother of Technology 230 A true map of the future? 230 Is it worth it? 231 Inquisitiveness – Scientific Methods – Conspiracy Theories The importance of communication for science 232 X Physics – the Art of Describing Nature’s Laws 233 Galileo and the conflict with Aristotle – experiments versus belief 233 Isaac Newton and his three laws of motion 234 Science in the 18th and 19th centuries 236 Modern physics 237 CERN – accelerating science 237 X Mathematics – Nature’s Own Language 239 The Greeks 240 Modern mathematics 240 Chaos theory and fractals 240 Algorithms and the Abel Prize 241 X Chemistry is Everywhere – But What is It? 241 The alchemists 242 A proper science 242 The DNA 243 Technology – the Adaptation of Science 245 X Civil Engineering 245 Norway’s wooden architecture – historical background Tunnels 247 X Mechanical Engineering 251 New engines – new pollution challenges 251 Safety 254 Hydraulic machines – no air pollution 255 X The Maritime Sector 259 Changes at sea 259 Working conditions 261 Safety on board 263 Departure from port 264

200322 GRMAT Crossover 4th Edition 2101.indd 12

232

245

13/07/2021 13:54

X X

X

X

Aquaculture and Nutritional Engineering 269 Fish farm history 269 Genetics – Stem cells – Nanotechnology 274 The ultrasound debate 276 The cloning game 277 Nutritional engineering – genetically modified foods Operational Technology 282 Automation and robotics 282 Oil – from Norway’s ‘black gold’ to Norway’s ‘carbon capture’ challenge 288 Products and Design 294 Personal image building 296 Branding 296 Design and education – qualifications 299

277

Beloved Blue Planet – our Environmental Worries 302 X Problems 302 Climate change and carbon emissions 302 Problem identified – Sharing responsibilities still open 304 The children – champions of tomorrow 307 X The Various Sources of Renewable Energy 308 A new industry 308 Methods and technologies 308 Non-polluting solutions 309 A list of various renewables 310 The world energy production and consumption 314

200322 GRMAT Crossover 4th Edition 2101.indd 13

13/07/2021 13:54

cu

Literature – a Selection 317 Hávamál 318 J.R.R. Tolkien: The Hobbit 320 J.R.R. Tolkien: The Lord of the Rings 321 J.K. Rowling: Harry Potter and the Philosopher’s Stone 322 Douglas Adams: The Hitchhiker’s Guide to the Galaxy: A Trilogy in Five Parts 322 Douglas Adams: The Restaurant at the End of the Universe 323 Terry Pratchett: The Colour of Magic 324 Suzanne Collins: The Hunger Games 324 Alexander McCall Smith: The No. 1 Ladies’ Detective Agency 325 Jeffery Deaver: The Stone Monkey

325

Lee Child: The Killing Floor 326 Harlan Coben: The Woods 326 George R. R. Martin: A Game of Thrones

200322 GRMAT Crossover 4th Edition 2101.indd 14

327

13/07/2021 13:54

cultural differences

human relations

social small talk

the english-speaking world

PART 1

Culture and Human Relations

200322 GRMAT Crossover 4th Edition 2101.indd 15

13/07/2021 13:54

▼ cultural differences

human relations

social small talk

the english-speaking world

Doing Business – Same but Different futuristic dream fremtidsdrøm / framtidsdraum

If you look at the world as one great marketplace, two distinctly different approaches to doing business seem to co-exist when parties meet to trade.

This fact has been the subject of many books and pamphlets as the world grows ‘smaller’ thanks to developments within communications and business.

The ‘global village’ is not just a futuristic dream or a slogan; it is here, now, and we are all living in it. The two attitudes are quite different, and what is good behaviour and respectful actions in one may create confusion and frustration in the other. In one of these business cultures, closing the deal is everything. In the other, the relationship surrounding the deal is extremely important.

X Deal-focused Business Cultures deal-focused avtalefokusert prior tidligere / tidlegare

Focusing on the deal is a common way of doing business mainly in northern Europe, North America and Australia. These regions cover only a minor part of the world’s markets. As more and more companies wish to do business outside their own sphere, we need to know more about what the differences between the various ways of doing business consist of.

When you want to get in touch with businesses in deal-focused cultures, you may well establish contact with companies without having any prior relationship or connection. In the US, in particular, it is enough to put together an information package which demonstrates that your company might become a profitable connection, then follow it up with a telephone call and ask for a meeting. When a meeting has been settled, it is up to the people, products and terms to turn this into a profitable business agreement.

200322 GRMAT Crossover 4th Edition 2101.indd 16

13/07/2021 13:54

ld

17

doing business – same but different

X Relationship-focused Business Cultures If this had been Japan, nothing of the above would have happened.

Relationship-focused cultures are common in the vast majority of the world’s markets. Asia, most of Africa, Latin America, and the Arab world all do business through personal contact. This has to do with trust, because in these countries people need to know that they can trust their business partners.

Family, friends and companies linked to people they know very well will always be preferred. They are quite reluctant to do business with strangers, and even more so if the strangers are also foreigners.

relationshipfocused kjennskapsbasert reluctant motvillig / motviljug

International trade fairs

If you wish to do business in these areas, a letter and a telephone follow-up would be to no avail. However, there are three main ways to obtain the necessary contact in order to have doors sufficiently open to get a chance to present your products or business ideas. One of them is to take part in or to visit an international trade show. There people come for the purpose of finding new products or markets and are therefore more open to negotiating with strangers.

to no avail til ingen nytte /til inga nytte to obtain å oppnå

International trade fair for solar technology

200322 GRMAT Crossover 4th Edition 2101.indd 17

13/07/2021 13:54

18

culture and human relations

Official trade missions trade mission handelsdelegasjon high-ranking fremtredende / framståande

Another way is to be part of an official trade mission. On such occasions, the managers of the mission will make appointments and see to it that the ‘right’ people get to meet each other. Official trade missions are always led by high-ranking people, often politicians or industrialists. Members of the Norwegian Royal Family often function successfully as highly respected door openers, an important as well as meaningful role for our monarchy.

The official standing of the missions’ front figures also signals that the other participants in the group are of the same calibre, and that they can be trusted. Remember that in these cultures the proverb that ‘business is people’ really is true: personal status and connections mean everything if new relationships are to be established.

The trusted intermediary

intermediary formidler /formidlar repute anseelse

The third way of getting in contact with companies in relationship-focused regions is to work through an intermediary already in a trusted position.

This may be a bank or other institution of high repute. Companies in these cultures simply will not do business with strangers. Because of this, you need either a well-known bank or a high-status individual to introduce you.

These third-party introductions may also come from high-ranking people in your embassy’s commercial section, or from the chamber of commerce or other trade associations. International law or accounting firms are also good intermediaries, and best of all: one of your golf pals who works for a company that has an office in the relevant country! If, and when, you have got into the situation of actually having met representatives of a firm that may wish to do business with your firm, then you must build positive personal relations with the people in question to prove that you and your company are trustworthy.

Informal vs formal cultures hierarchical hierarkisk attire antrekk

The cultural divide between informal and formal cultures also makes for confusion and sometimes destroys potential business relationships. In hierarchical societies, the formalities of appearance and behaviour sometimes shock business travellers from more egalitarian cultures. On the other hand, the informal attire, attitudes and behaviour of these equality-oriented people may also seriously offend their counterparts from the hierarchical culture.

200322 GRMAT Crossover 4th Edition 2101.indd 18

13/07/2021 13:54

19

doing business – same but different

Rigid-time vs fluid-time cultures The issues of time and scheduling represent some of the most discussed problems around boardroom tables all over the world. Some business cultures live by their appointment calendars and their watches with almost religious fervour. Things must happen on time and at the agreed place; otherwise the opposite party is not considered trustworthy. Words like lazy, undisciplined and rude may also emerge in the explanation for why the meeting was not held.

The other group, however, may come from a culture with a more relaxed attitude to times and schedules, but with strong opinions regarding personal relationships. If they have unfinished or unresolved business at a previous meeting, they will never leave for a new one until everything is settled to everybody’s satisfaction in the first group. When they comment on their opposite numbers’ behaviour, they may sometimes use words like robots or automatons, and claim that these people are enslaved by their respect for arbitrary points in time and have little or no respect for people and personal relationships.

rigid-time punktlig / punktleg fluid-time omtrentlig / omtrentleg unresolved uløst / uløyst arbitrary vilkårlig / vilkårleg

X Management and Leadership The concept of Management is often defined as the process of controlling and organising a company, an organisation or a situation. Because of variations in culture, size, product range and image, for example, the same management model does not answer all situations. The same management model will not work equally well in a hierarchical, respect-based culture and in a more egalitarian culture.

Today’s modern business management needs to be extremely versatile. It has to meet the owners’ or shareholders’ demand for profitability. The labour unions also want their say about proper treatment of human resources and about job security when new technology is introduced, or when outsourcing appears on the agenda. Messages from and changes in the market must be caught in time.

As branding is becoming an increasingly important part of management, a change in trends must not go unnoticed. It is clearly a very profitable policy to persuade people that they do not want just any soft drink or whichever hamburger. If one can persuade people to ask for a special brand or enter a

200322 GRMAT Crossover 4th Edition 2101.indd 19

management administrasjon product range produktutvalg / produktutval versatile allsidig

branding merkevarebygging

business enterprise forretningsvirksomhet / forretningsverksemd

13/07/2021 13:54

20

culture and human relations

special café every time they are thirsty or hungry, that means growing market shares and corresponding profits. The leaders of modern business enterprises have to meet all these diverse challenges, from different levels within the company, from the board and the owners, from the local community and from society as a whole. The ups and downs of companies can often be traced back to management priorities.

Good management prevailing rådende / rådande utilise utnytte / nytte

What then is good management? There are hundreds of answers to that question. The important point is to find the style that matches the challenge at hand. The chosen style should also aim to work well in the prevailing cultural atmosphere. It is amazing what can be achieved if the company has established clear goals that are respected and ‘owned’ by all co-workers. In addition, one should be conscious of the fact that management and leadership are not always identical functions. Leadership is about making people in the company or organisation thrive and utilise their abilities to do a good job to the full extent of their potential.

Management has to do with the handling of all the sides of a company or organisation, including satisfying the owners’ demand for efficiency and profitability. You may sometimes have the one without being able to satisfy the other. The real success stories seem to have managed to develop and utilise both these parameters.

The good manager – what are the tell-tale signs? audible hørlig / høyrleg core kjerne innate medfødt

When observing the style of good managers, one often notes that they share some qualities: • • • •

they are cheerful and optimistic people of likeable and friendly dispositions they are visibly and audibly proud of the achievements of their employees they are moderate and realistic in their promises and in setting goals they will leave the company in better shape than when they arrived

The above list describes the core talents of many who have gone on to build great careers through good management. Some of these traits are probably innate, while others can be learnt – all of them are something to think about for those who intend to pursue a career in management.

200322 GRMAT Crossover 4th Edition 2101.indd 20

13/07/2021 13:54

21

doing business – same but different

The miracle of good leadership One might sometimes hear sighs from employees about wanting to work for a really good boss at least once in their lifetime! That says something about how difficult it is to be regarded as the answer to the employees’ prayers for a good leader. Boards and owners look for leaders who are able to steer their companies into better and more profitable positions. Workers look for leaders who are inspiring and who will generate good feelings in the workplace.

In order to succeed, it is extremely important that leaders are able to create and develop an atmosphere where the workers enjoy their jobs. This may not be due to each individual job being considered entertaining or important.

This is about a sense of having an important role in a bigger picture, about being a member of a winning team. Then the company’s goals have become the employees’ goals. In such an atmosphere, almost anything is possible. On paper this looks easy. In real life it is a little more complicated.

A list of ten affirmative qualities in a good leader could look something like this: • the ability to set obtainable goals • an interest in identifying and developing people’s strengths • the habit of always praising positive developments • the ability to be visible, (‘management by walking around’) • the ability to delegate tasks and fields of responsibility • the usage of team-building strategies and practices • the ability to convert company policy into company profitability • the ability to spot problems before they develop into disasters • the ability to encourage people to come up with ideas for improvements and solutions in moments of crisis • the demonstration of appropriate flexibility in situations of change/challenge

affirmative positiv

Cultural diversity in management

paramount særlig viktig / særs viktig

In business environments that are dominated by hierarchy, formality and respectful attitudes, as is the case for instance in many Asian countries, the management style may be quite different from that of a more flat and teamoriented business culture. This form of management is rather unfamiliar to people from cultures that are more egalitarian. The importance of upholding respect and safeguarding the trust of middle management is paramount.

To outsiders, this may seem like a somewhat passive and stifled style, but

200322 GRMAT Crossover 4th Edition 2101.indd 21

ability evne profitability lønnsomhet / lønnsemd

adhere to rette seg etter initially i utgangspunktet incomprehensible uforståelig / uforståeleg

13/07/2021 13:54

22

culture and human relations

that may not be the case at all. Actions and reactions may not be as visible and observable as they are in the more team-oriented styles. However, the signs will be both registered and understood by those who know the rules and adhere to them. In meetings with other management styles, it is always a good idea to reserve judgement until one has had a chance to observe both practice and results for a while. What initially might seem hidden and incomprehensible may become clearer with time.

The Scandinavian style emerge komme til syne

The management structure of Scandinavian styles is quite flat and informal compared to that of most other cultures. There is also a wide scope of special cultures related to the various core products of a company. If your company is producing public relation schemes or marketing stunts for other companies, there must be sufficient room for people’s creativity to emerge. In many such companies, the management style is markedly looser than that of a merchant bank or a firm of solicitors. Companies selling creative products may even have playrooms with computer games, crayons and building blocks where the

Team building – Scandinavian style!

200322 GRMAT Crossover 4th Edition 2101.indd 22

13/07/2021 13:54

23

doing business – same but different

employees are encouraged to go and build something, even in the middle of working hours!

If the company produces equipment for outdoor activities, one expects management to use outdoor activities for teambuilding and to motivate people. Construction and design companies that sometimes work against the clock and must focus on keeping abreast of developments in their field often use excursions to experience other famous sites and constructions. This is done both as a reward for jobs well done and within time and budget, and as an inspirational build-up for the next job.

Te –S

How to deal with cultural clashes Many people who go abroad to work will come home and tell stories of the funny ways of the world. Things will be different, sometimes amazingly so. The best advice for anyone who is going abroad, into this world of different rules, different behaviour, different expectations, is to listen and learn. The company you are going to work for may not yet be ready for a complete changeover into the Scandinavian way of doing things, even if you believe so. Stay cool, and adjust as well as you can and as quickly as possible. Try to avoid stepping on too many toes. A generous measure of common humility might go a long way at the beginning of a career abroad. Broadening one’s horizons through learning about other rules and other cultures could eventually develop into a great asset both at home and abroad.

measure dose humility ydmykhet / audmjukskap asset styrke

[ EXERCISES ] Text and themes review

1 2 3 4 5

▼

6

What are the two main different approaches to doing business in ‘the global village’?

In what parts of the world is the deal the most important aspect?

Where in the world do we find ‘relationship-focused’ cultures?

What kind of introduction do you need in a country like Japan?

What are the two different business cultures mentioned here, and why do you think it is useful to be aware of these differences?

What might cause problems when people from rigid-time cultures want to do business with companies in fluid-time cultures?

200322 GRMAT Crossover 4th Edition 2101.indd 23

13/07/2021 13:54

24

culture and human relations

7 In Norway it is considered a good thing to look people in the eye when talking or doing business. Do you know of any cultures where this would be sending the ‘wrong’ signals?

Grammar

Check in the blue-lined mid-section how relative pronouns are used and fill in the correct forms: There is the car ____________ I told you about!

Eric, ____________ has studied engineering, is working for Hydro.

Norway, ____________ has only five million inhabitants, is geographically larger than Britain.

The student ____________ had finished his project went home to sleep.

The carving skis ____________ I bought are just perfect.

Our house, ____________ was built two years ago, is very nice.

Discuss

‘They never come when they say they will!’ – This is an often heard exclamation when Norwegians talk about their experiences on other continents. Now that we know a little more about the culture that lies behind these situations, what would you suggest might be done to make these situations less stressful?

200322 GRMAT Crossover 4th Edition 2101.indd 24

13/07/2021 13:54

NEWS: In this 4th edition the core themes of Crossover have been thoroughly updated.

Among the new focus themes are climate change, renewable energy sources, social media, the mighty mobile phone, electric and hybrid vehicles, the European Union and Brexit.

ISBN 978-82-450-3426-4

Practical and Technical English

Marianne Roald Ytterdal has a cand. philol. degree in English and American language and literature, Nordic languages and literature, Pedagogics and the History of Art. She has taught English in pre-courses to engineering and maritime studies, as well as at technical college and university college level.

Edition

Marianne Roald Ytterdal

CROSSOVER

 Cross-cultural differences, conversational topics and respectful manners, stories describing situations that went spectacularly wrong  The English-speaking regions  Norway and the world  New Europe – EU expansion + one reduction  Globalisation and economics  Sports and architecture  Look it up! A quick guide: chairing a meeting, virtual meetings, applications  Grammatical pitfalls – problem areas for Norwegian students, BM & NYN  Texts on physics, mathematics, chemistry, engineering, civil engineering, mechanical engineering, the maritime sector, aquaculture and nutritional engineering, genetics, stem cells, nanotechnology, operational technology, products and design, climate change, carbon emissions, renewable energy, sharing responsibilities  Literary texts

4th

Practical and Technical English – a Multipurpose Reader

CROSSOVER

 CROSSOVER contains texts regarding:

Marianne Roald Ytterdal

CROSSOVER. Practical and Technical English – a Multipurpose Reader is aimed at students who need a usable knowledge of practical, technical and business English, the ‘lingua franca’ in multicultural meetings and work situations.

Students at technical / maritime colleges as well as university colleges will find many of these texts valuable, as they are aimed at themes on their agendas. The importance of talking about, presenting and discussing Norwegian culture in multi-cultural meetings is also addressed in detail.