Online Class Notes (Lily) [R]

Homework

watch “why women kill”

Vocabulary

1. gigolo= 小白脸
ex: If a woman pays for everything, then the man is her gigolo.

2. giggle= 傻笑 咯咯的笑😊
ex: she giggled when I told her about our new vacation.
ex: When a person is high on weeds, he will giggle.

3. dimple= 酒窝
ex: I like men with dimples. 

4. crush= 喜欢 small like
ex: I had a crush on a guy when I was in grade 7.

5. puppy love= 早年初恋 很纯洁的
ex: It was just puppy love between us.

6. one of a kind= 独一无二
ex: You’re one of a kind, you’ve never kissed your girlfriend in university.

7. high= 嗨了
ex: are you high?
ex: I think I’m a little high, I drank too much.

8. flavours= 口味
ex: There are lots of flavours to choose from.

9. carb= 碳水化合物
ex: I try not to eat carbs because I’m on a diet.

10. veggies= vegetables
ex: I like to eat veggies.

11. vague (adj)= 模糊的
ex: He’s very vague on giving directions/ instructions.

Reading

Gabriela worked for a multinational company as a successful project manager in Brazil and was transferred to manage a team in Sweden. She was excited about her new role but soon realised that managing her new team would be a challenge.

Despite their friendliness, Gabriela didn’t feel respected as a leader. Her new staff would question her proposals openly in meetings, and when she gave them instructions on how to carry out a task, they would often go about it in their own way without checking with her. When she announced her decisions on the project, they would continue giving their opinions as if it was still up for discussion.

After weeks of frustration, Gabriela emailed her Swedish manager about the issues she was facing with her team. Her manager simply asked her if she felt her team was still performing, and what she thought would help her better collaborate with her team members. Gabriela found her manager vague and didn’t feel as if he was managing the situation satisfactorily.

What Gabriela was experiencing was a cultural clash in expectations. She was used to a more hierarchical framework where the team leader and manager took control and gave specific instructions on how things were to be done. This more directive management style worked well for her and her team in Brazil but did not transfer well to her new team in Sweden, who were more used to a flatter hierarchy where decision making was more democratic. When Gabriela took the issue to her Swedish manager, rather than stepping in with directions about what to do, her manager took on the role of coach and focused on getting her to come up with her own solutions instead.