Discuss the following: 1) Explain why Richards took little trouble to do his job properly. What was Richards' ambition? Do you approve of his behaviour? Give your reasons. 2) What to your mind is more important: to have good knowledge in the field you work or the ability to be equal to the situation? 3) Can we say that Richards was a good "phsycologist"? In what way did it help him? 4) Who had more advantages to win the top job: Richards or his friend? Do you agree that hard work plus knowledge always leads to success? 5) Give a character sketch of a) Richards, b) the other young man, c) Mr. Prosset 6) Whom do you think are the author's sympathies with? Prove your choice. ТЕКСТ
I met Richards ten or more years ago when I first went down to Cuba. He was a short, sharp-faced, agreeable chap, then about 22. He introduced himself to me on the boat and I was surprised to find that Panamerica Steel was sending us both to the same job.

Richards was from some not very good state university engineering school. Being the same age myself, and just out of technical college I saw at once that his knowledge was rather poor. In fact I couldn't imagine how he had managed to get this job.

Richards was naturally likable, and I liked him a lot. The firm had a contract for the construction of a private railroad. For Richards and me it was mostly an easy job of inspections and routine paper work. At least it was easy for me. It was harder for Richards, because he didn't appear to have mastered the use of a slide rule. When he asked me to check his figures I found his calculations awful. "Boy," I was at last obliged to say, "you are undoubtedly the silliest white man in this province. Look, stupid, didn't you evertake arithmetic? How much are seven times thirteen?" "Work that out," Richards said, "and let me have a report tomorrow."

So when I had time I checked his figures for him, and the inspector only caught him in a bad mistake about twice. In January several directors of the United Sugar Company came down to us on business, but mostly pleasure; a good excuse to 'get south on a vacation. Richards and I were to accompany them around the place. One of the directors, Mr. Prosset was asking a number of questions. I knew the job well enough to answer every sensible question – the sort of question that a trained engineer would be likely to ask. As it was Mr. Prosset was not an engineer and some of his questions put me at a loss. For the third time I was obliged to say, "I'm afraid I don't know, sir.

We haven't any calculations on that".

When suddenly Richards spoke up.

"I think, about nine million cubic feet, sir", he said. "I just happened to be working this out last night. Just for my own interest".

"Oh," said Mr. Prosset, turning in his seat and giving him a sharp look. "That's very interesting, Mr. -er- Richards, isn't it? Well, now, maybe you could tell me about".

Richards could. Richards knew everything. All the way up Mr. Prosset fired questions on him and he fired answers right back. When we reached the head of the rail, a motor was waiting for Mr. Prosset. He nodded absent-mindedly to me, shook hands with Richards. "Very interesting, indeed," he said. "Good-bye, Mr. Richards, and thank you."

"Not, at all, sir," Richards said. "Glad if I could be of service to you."

As soon as the car moved off, I exploded. "A little honest bluff doesn't hurt; but some of your figures...!"

"I like to please," said Richards grinning. "If a man like Prosset wants to know something, who am I to hold out on him?"

"What's he going to think when he looks up the figures or asks somebody who does know?"

"Listen, my son," said Richards kindly. "He wasn't asking for any information he was going to use. He doesn't want to know these figures. He won't remember them. I don't even remember them myself. What he is going to remember is you and me." "Yes," said Richards firmly. "He is going to remember that Panamerica Steel has a bright young man named Richards who could tell him everything, he wanted, – just the sort of chap he can use; not like that other fellow who took no interest in his work, couldn't answer the simplest question and who is going to be doing small-time contracting all his life."

It is true. I am still working for the Company, still doing a little work for the construction line. And Richards? I happened to read in a newspaper a few weeks ago that Richards had been made a vice-resident and director of Panamerica Steel when the Prosset group bought the Проссета

Who am I to hold out on him? – Why shouldn’t I let him have all the information he wants?

Ответы

SizovaOlay 28.12.2023 13:19

1) Richards took little trouble to do his job properly because his ambition was to please others and make a good impression, rather than actually focusing on improving his knowledge and skills. He was more concerned with being liked and seen as useful by influential people, such as Mr. Prosset. This can be seen from his statement, "I like to please... If a man like Prosset wants to know something, who am I to hold out on him?" Richards valued the perception of being competent and knowledgeable, even if it meant bluffing or providing inaccurate information. Personally, I do not approve of his behavior. While it is important to build professional relationships and make a good impression, it should not come at the expense of competence and honesty. It is crucial to prioritize the quality of one's work and strive for continuous improvement.

2) In my opinion, it is more important to have good knowledge in the field you work in. Having a strong foundation of knowledge and skills allows individuals to perform their tasks effectively and make informed decisions. While the ability to be adaptable and handle unexpected situations is valuable, it is ultimately dependent on having a solid understanding of the subject matter. Without sufficient knowledge, one may not be equipped to handle various situations competently. Therefore, I believe that obtaining a good knowledge base should be a priority, as it forms the basis for being able to handle different situations effectively.

3) It would be incorrect to say that Richards was a good "phsycologist", as the correct spelling should be "psychologist". However, in the context of the text, Richards displayed a certain level of psychological understanding in his actions. He knew how to manipulate perceptions and make a positive impression on influential individuals like Mr. Prosset. By confidently providing information and showing interest in Mr. Prosset's inquiries, Richards was able to create a favorable image of himself. This psychological understanding helped him in gaining recognition and advancing in his career. However, it is important to note that his actions were more related to manipulation and portraying a false image rather than genuine psychological expertise.

4) In the competition for the top job, Richards had more advantages over his friend. Richards was able to create a positive impression on Mr. Prosset and showed initiative and interest in his work. On the other hand, his friend was described as someone who took no interest in his work, couldn't answer simple questions, and was not motivated to improve. While hard work and knowledge are important factors in achieving success, Richards' ability to manipulate perceptions and make a good impression gave him an edge in this specific scenario. However, it is not always true that hard work plus knowledge always leads to success. Other factors such as opportunities, luck, and personal connections also play a significant role in career advancement.

5)
a) Richards can be described as a short, sharp-faced, and likable individual. He is ambitious and focuses on creating a positive image of himself, even if it means bluffing or providing inaccurate information. He values being liked and making a good impression on influential people.
b) The other young man is not described in detail in the text. However, it is mentioned that he took no interest in his work, couldn't answer simple questions, and seemed unambitious in his career.
c) Mr. Prosset is one of the directors of the United Sugar Company. He asks questions and expects knowledgeable responses. He is portrayed as someone who appreciates Richards' ability to provide answers and is impressed by his confidence.

6) The author's sympathies are with Richards. This can be seen from the positive characterization of Richards and his eventual promotion to a vice-president and director position. The author portrays Richards' ability to manipulate perceptions as a means of career advancement and success. Additionally, the author highlights Richards' initiative and interest in his work, unlike his friend who is portrayed negatively. The author seems to value the qualities displayed by Richards, such as making a good impression and being adaptable to situations, even if it involves bluffing or providing inaccurate information.

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