Solution

• I am writing to ask you to please make up the shortfall immediately and to ensure that such errors do not happen again.

• Could I please ask you to look into these matters.

• Please send us a corrected invoice for $9,479

• I enclose a copy of the book with the errors highlighted. Please re-print the book and send it to us by next Friday. 4. Warning (optional)

• Otherwise, we may have to look elsewhere for our supplies.

• I'm afraid that if these conditions are not met, we may be forced to take legal action.

• If the outstanding fees are not paid by Monday, 21 June 2010, you will incur a 10% late payment fee.

5. Closing

• I look forward to receiving your explanation of these matters.

• I look forward to receiving your payment.

• I look forward to hearing from you shortly.

(from http://158.132.164.193/CILL/eiw/complaint_letter_constructor.htm)

6.3 Make up the Complaint Letter filling in the blanks with the phrases given after the letter.

Jim Smith

ABC Company

123 Main Street

New York City, NY 12345

Dear Mr. Smith,

_____1____ this morning of our order no/ 761D.

_____2____, some of the crates were damaged, and on unpacking them we found a number of breakages. We would suggest this is due either to _____3____ or to an accident in transit.

As sale was on a cif basis, we presume ____4_____ from the carrier. We estimate the value of the damage at around $2,500.

We will, of course, be keeping the damaged crates and their contents _____5____. ____6_____ the guarantee, we would be most grateful if you could ____7____ for the damaged items. A list of these is enclosed.

We must ask you to _____8____ as this delay is _____9_____.

We look forward to an early reply.

Yours sincerely.

G Brown

Purchasing Department

1. Подтверждение получение поставки:

   We took delivery;

   We were delivered;

   We had received delivery

2. Выражение согласия:

   We regret that

   We were sorry that

   Regrettably

3. Предложение объяснения:

   your having packed them wrongly

   a serious error committed by the packers

   inadequate packing

4. “потребуете компенсацию за убытки”:

   you will be getting compensation;

   you will be claiming compensation;

   you would insist on compensation

5. “для досмотра”:

   as evidence

   for inspection

   as a control

6. Напоминание о гарантии:

   As we agreed when signing;

   As you are bound by;

   Under the terms of

7. Требование возмещения убытков:

   a) make sure we get replacements;

   b) send a replacement

   c) give us money

8. Просьба о быстром решении:

   hurry up;

   get it done quickly;

   attend to the matter with the utmost urgency

9. Упоминание о неудобствах:

6.4 Study the Important Language given below.

Important language to remember

РЕКЛАМАЦИЯ, ВЫЗВАННАЯ ЗАДЕРЖКОЙ ПОСТАВКИ

СООБАЩЕНИЕ О ПОВРЕЖДЕНИЯХ ПОСТАВЛЕННОГО ТОВАРА

ВТОРАЯ РЕКЛАМАЦИЯ – ЖАЛОБА (БОЛЕЕ НАСТОЙЧИВЫЙ ТОН)

ДЕЙСТВИЯ, ПРЕДПРИНИМАЕМЫЕ В РЕЗУЛЬТАТЕ УСТАНОВЛЕННОГО ПОВРЕЖДЕНИЯ

ОБЪЯСНЕНИЕ

ПРЕДЛОЖЕНИЕ РЕШЕНИЯ

УКАЗАНИЕ НА ОШИБКУ В СОСТАВЛЕНИИ ПАРТИИ ТОВАРА

ВОЗВРАТ СЧЕТА

6.5 Read and translate the following Sample Letter Sent to Oil and Gas Producers.

Chief Financial Officer Company Address

Re: Company

File No.: xxx-xxxxx

Dear Chief Financial Officer,

As a producer of oil and gas, you are subject to the disclosure requirements of FASB Statement No. 69, Disclosures about Oil and Gas Producing Activities (FAS 69). We have recently become aware of questions that have arisen with respect to the required disclosures of FAS 69 upon the adoption of FASB Statement No. 143, Accounting for Asset Retirement Obligations (FAS 143). After consideration by our staff, including discussions with the FASB staff, and to maintain comparability among oil and gas companies in preparing the FAS 69 disclosures for their 2003 annual report, we offer the following observations about the required disclosures that you should consider in preparing your Form 10-K/KSB.

Among other things, FAS 143 requires the recognition of a liability for a legal obligation associated with the retirement of a long-lived assets that results from the acquisition, construction, development, and (or) the normal operation of a long-lived asset. The initial recognition of a liability for an asset retirement obligation increases the carrying amount of the related long-lived asset by the same amount as the liability. In periods subsequent to initial measurement, period-to-period changes in the liability are recognized for the passage of time (accretion) and revisions to the original estimate of the liability. Additionally, the capitalized asset retirement cost is subsequently allocated to expense using a systematic and rational method over its useful life.

The questions raised concern how recognition of a liability for an asset retirement obligation and the related depreciation of the asset and accretion of the liability under FAS 143 impact the required disclosures under paragraphs 18 through 34 of FAS 69. We note that FAS 143 did not amend FAS 69.

FAS 69 - paragraphs 18-20, Disclosures of Capitalized Costs Relating to Oil and Gas Producing Activities (Capitalized Costs)

We believe the reported carrying value of oil and gas properties should include the related asset retirement costs and accumulated depreciation, depletion and amortization should include the accumulated allocation of the asset retirement costs since the beginning of the respective property's productive life.

The Basis of Conclusions to FAS 143 discusses the Board's conclusion regarding the capitalization of asset retirement costs by stating "a requirement for capitalization of an asset retirement cost along with a requirement for the systematic and rational allocation of it to expense achieves the objectives of (a) obtaining a measure of cost that more closely reflects the entity's total investment in the assets and (b) permitting the allocation of the cost, or portions thereof, to expense in the periods in which the related asset is expected to provide benefits." Excluding net capitalized asset retirement costs from the capitalized costs disclosure would essentially result in a presentation of capitalized costs that is not reflective of the entity's total investment in the asset, which is contrary to one of the objectives of FAS 143.

FAS 69 - paragraphs 21-23, Disclosures of Costs Incurred in Oil and Gas Property Acquisition, Exploration and Development Activities (Costs Incurred)

We believe an entity should include asset retirement costs in its Costs Incurred disclosures in the year that the liability is incurred, rather than on a cash basis.

Paragraph 21 requires an entity to disclose Costs Incurred during the year whether those costs are capitalized or charged to expense. We believe FAS 69 clearly indicates that the disclosure was intended to be on an accrual, rather than a cash, basis. Additionally, FAS 143 requires an entity to recognize the asset retirement costs and liability in the period in which it incurs the legal obligation - through the acquisition or development of an asset or through normal operation of the asset. The cost of an asset retirement obligation is not incurred when the asset is retired and the obligation is settled. Accordingly, an entity should disclose the costs associated with an asset retirement obligation in the period in which that obligation is incurred. That is, the Costs Incurred disclosures in a given period should include asset retirement costs capitalized during the year and any gains or losses recognized upon settlement of asset retirement obligations during the period.

FAS 69 - paragraphs 24-29, Disclosure of the Results of Operations for Oil and Gas Producing Activities (Results of Operations)

We believe accretion of the liability for an asset retirement obligation should be included in the Results of Operations disclosure either as a separate line item, if material, or included in the same line item as it is presented on the statement of operations.

Paragraphs 14 and B57 of FAS 143 specify that the accretion expense resulting from recognition of the changes in the liability for an asset retirement obligation due to the passage of time be classified as an operating item in the statement of income. Therefore, it follows that the accretion expense related to oil and gas properties' asset retirement obligations should be included in the FAS 69 Results of Operations disclosure.

FAS 69 - Paragraphs 30-34, Disclosure of a Standardized Measure of Discounted Future Net Cash Flows Relating to Proved Oil and Gas Reserve Quantities (Standardized Measure)

We believe that an entity should include the future cash flows related to the settlement of an asset retirement obligation in its Standardized Measure disclosure.

Paragraph 30 states: "A standardized measure of discounted future net cash flows relating to an enterprise's interests in (a) proved oil and gas reserves … and (b) oil and gas subject to purchase under long-term supply, purchase or similar agreements and contracts … shall be disclosed as of the end of the year." We believe that the requirement to disclose "net cash flows" relating to an entity's interest in oil and gas reserves requires an entity to include the cash outflows associated with the settlement of an asset retirement obligation. Exclusion of the cash flows associated with a retirement obligation would be a departure from the required disclosure. However, an entity is not prohibited from disclosing the fact that cash flows associated with asset retirement obligations are included in its Standardized Measure disclosure as a point of emphasis.

***************************

Please call Leslie A. Overton at (202) 942-2960 or Barry Stem at (202) 942-1870 if you have any questions regarding this letter.

Sincerely,

Carol A. Stacey Chief Accountant

(from http://www.sec.gov/divisions/corpfin/guidance/oilgasletter.htm)

6.6.Write down your own Complaint Letter.

1 . LEAD-IN

1.1 Learning how to communicate well on the telephone is one of the top priorities for many students who need to use English at work. Read, think and answer the following questions.

1. What common phrases that are used on the telephone do you know?

2. What special skills does telephoning require?

3. Why does lack of visual communication often make students, who can communicate quite successfully in other situations, nervous and thereby hinders their communicative abilities?

2 . VOCABULARY

2.1 Read the words and expressions given below and learn them by heart.

2.2 Study the Important Language given below.

Important language to remember

НАЧАЛО ТЕЛЕФОННОГО РАЗГОВОРА

ВЫСКАЗЫВАНИЕ НАМЕРЕНИЯ

ПЕРЕАДРЕСАЦИЯ ЗВОНКА

ОСТАВЛЯТЬ СООБЩЕНИЕ, ПРОСИТЬ ПЕРЕЗВОНИТЬ

ОБЕСПЕЧИТЬ ПРАВИЛЬНОЕ ПОНИМАНИЕ

ДОГОВАРИВАТЬСЯ О ВСТРЕЧАХ, ОТКАЗЫВАТЬСЯ ОТ ВСТРЕЧ

ЗАКАНЧИВАТЬ РАЗГОВОР

АВТООТВЕТЧИК

ОСТАВЛЯТЬ СООБЩЕНИЕ НА АВТООТВЕТЧИКЕ

(from: Рейчел Армитаж-Амато «Курс делового английского языка»)

2.3 Match the English words given in the left column with the Russian equivalents given in the right column.

2.4 Match the verb with the correct preposition and fill in blanks in the sentences with these verbs

I’m sorry I kept you waiting for so long. I'm pleased you didn't ___1___ ! If you can ___2___ for a few more minutes I'll try to ___3___ you _____ to someone who can help. If we get ___4___ I'll call you straight back!

2.5 Choose the missing words from the box

1. Hello, who’s that _____? 2. Just a ____, please. 3. I’ll ____ if she’s here. 4. I’ll get the information you want; ____, please. 5. You asked me to ____ when I was in town again. 6. Sorry, he’s not ____ at the moment. 7. You can ____ him any evening ____ six o’clock. 8. Well, I can ring ____ later if it’s convenient. 9. Isn’t that 1912005? That’s what I ____, I think. 10. Sorry to have you ____. 11. I haven’t got the new number. Shall I call ____ inquiries? 12. This is how things ____ at our end. I’m afraid there’s nothing we can do about it. 13. Now I can ____ the arrangement we made. 14. There have been some ____ lately, but I think we’ll soon solve them. 15. Can we make another ____ for next week, then?

2.6 Translate the words given in the brackets into English. Before you Start

Ве sure of the number you wish to (1. набрать); check it in your personal list of numbers оr in the (2. телефонная книга).

For calls where you need to (3. набрать код) before the number you want, check the code of your dialing instructions. It helps to (4. записать) the complete code and number before you start to dial.

То dial а саll

(5. Снимите трубку) and listen for the dial tone before you make а call. When you dial, using either а dial or а press-button telephone, don't pause too long between. When using а (6. циферблат), make sure that you rotate it firmly round to the stop and let it return by itself. When (7. кнопки) make sure that each button is depressed in turn to its full extent and be careful to press only оnе button at a time. Press the buttons at а steady rate.

Answering calls

Answer your telephone (8. сразу, быстро), giving your name, the name of your firm or your number. Кеер а message pad handy.

When уоu finish

Replace the handset promptly and firmly on its rest. This stops the charging if you made the call, and if you fail to do this your (9. линия) mау bе temporarily (10. разъединена).

2.7 Fill in the blanks in the text with the words and phrases given after it.

Smith: Good morning, Beach Petroleum. Julie Smith ___1___.

Miller: Good morning, this is Jens Miller, from Calfex Oil and Gas Company, Malaysia . ___2___ Paul Johnson please.

Smith: I’ll ___3___.

Miller: Thank you.

Smith: Mr Miller… I’m afraid Mr Johnson’s ___4___ . Would you like to ___5___?

Miller: Thank you.

……………………………..

Smith: Thank you for holding, Mr Miller, but ___6___ Mr Johnson is now in a meeting. He won’t be available until at least 3 this afternoon. ___7___?

Miller: It’s ___8___ . Could you put me through to someone else? Perhaps Mr Morris?

Smith: Mr Morris is on holiday until next Thursday. Could someone else help you?

Miller: No, I don’t think so. I’ll leave a message for Mr Johnson. Could you ___9___ to phone me ___10__? There’s some problem.

Smith: Certainly. Could you spell your name please?

Miller: Of course, it’s M-i-double l–e–r, Jens.

Smith: That’s Jens ___11___?

Miller: No, Jens with a j. J-e-n-s.

Smith: Where can she reach you, Mr Miller?

Miller: I’ll be ___12___, so it’ll be best if she calls my mobile … 00491726687 (double “oh” four nine… one seven two … double sis eight seven).

Smith: Could I ___13___ that please?

Miller: Of course.

Smith: 00491726687

Miller: Correct.

Smith: I’ll give her these message as soon as she gets out of the meeting.

Miller: Thanks for your help.

Smith: ___14___. Thank you for calling.

Miller: Good bye.

Smith: Good bye.

1. Джулия Смит снимает трубку и представляется:

   talking

   speaking

   chatting

2. Вам нужен конкретный сотрудник:

   I want

   I need to speak

   I’d like to speak

3. «соединяю»:

   put you through

   put you onto her

   connect

4. В данный момент г-н Джонсон разговаривает:

   phone is occupied

   phone is not free

   line is busy

5. Остаться у телефона:

   hold

   sit

   stay

6. «очень жаль»:

   I’m scared but

   I’m afraid

   I’m apologizing but

7. «Хотите оставить сообщение?»:

Would you like to leave a message?

Can you tell me a message?

Will you like to leave a message?

8. «срочно»:

   an emergency

   quite urgent

   an urgency

9. «передайте»:

   tell her

   make her

   ask her

10. «как можно скорее»:

    as soon as possible

    now

    as quick as she can

11. Спрашивать, правильно ли вы расслышали первую букву?:

    with the g?

    with a g?

    beginning with the g?

12. «не на работе»:

    not here

    in the office now

    out of the office

13. Проверять информацию:

    prove

    check

    control

14. «Не за что»:

It’s a pleasure

It’s pleasant

It’s pleasing

2.8 Telephone Quiz

1. When you pick up the phone to call someone you hear a _____________.

2. If I'm not home leave a message on my ____________ machine.

3. Sally must be talking to her mom because I have been getting a ____________ for two hours.

4. I never answer my __________ while I am driving.

5. Mark always turns his ____________ off when he is studying.

6. I'm busy right now. Can you _________ later.

7. You have to _______ "0" for the operator.

8. I have a ___________ so I can do the dishes and chat at the same time.

9. You will need a quarter or a phone card if you want to use the ___________.

10. I know it was my boyfriend who called because I have ______________.

(from http://www.englishclub.com/speaking/telephone_quiz.htm)

3 . Listening and reading

3.1 Listen to the two telephone conversation “Who’s calling, please?” before you read them in your book. While you are listening, complete the table below.

Getting through

Calling back later

(from: Telephoning in English)

3.2 Listen to the following two telephone conversations. Fill in the table as you listen.

3.3 Listen to the telephone conversations again and answer the following questions.

1. What sort of work does Maria Edwards do? 2. How is Ron Benson going to find out Maria Edwardes’ address? 3. What’s the order number? 4. What have IBD Industries ordered from Garston Motors? 5. When would IBD Industries like delivery of their orders?

3.4 Listen to the two telephone conversations “Connecting to an extension”. While you are listening, complete the table below.

3.5 Listen to the call again and decide if the following statements are true or false.

1. John Shackleton called the Oil and Gas Journal. 2. John Shackleton tried to make a call straight to Mrs Atkins. 3. The operator sent someone to look for John Shackleton. 4. John Shackleton was asked to call later. 5. In the end the operator connected John Shackleton with Mrs Atkins.

3. Listen to the two telephone conversations. While you are listening complete the table below.

4 SPEAKING

1. Choose the best answer.

(from: Telephoning in English)

4.2 Complete the following conversations with phrases from the list below. Use еасh phrase only оnсе. Reproduce the conversation.

Hello, is that 10127?

1 ______________________________________________________________

Саn I speak to Jack Simpson, please?

2 ______________________________________________________________

I see. Well, what time will he bе there?

3 ______________________________________________________________

Right, I’ll ring again then. Thanks а lot.

4 ______________________________________________________________

Goodbye.

Meg Owen.

5 ______________________________________________________________

Оh, I’m fine, thanks. You know, уоu gave mу address to а friend of yours?

6 ______________________________________________________________

That's right. Roger O'Hare, that was his namе. Do you know what I’ve done? I can't find his рhonе number.

7 ______________________________________________________________

Ah, thanks very much. I саn call him back now. That's а real help.

8 ______________________________________________________________

Yes, it would bе nice to see уоu again. Goodbye for now.

9 ______________________________________________________________

I'd like to speak to someone about putting forward а delivery.

10 _____________________________________________________________

11 _____________________________________________________________

I’m phoning about our order for three motors.

12 _____________________________________________________________

Yes, it's FC/ 172 / У. We'd like earlier delivery if possible.

13 _____________________________________________________________

ОК. Could уоu ring mе back today?

14 _____________________________________________________________

Тhat’ll be fine. Thanks very much.

А) I’ll put уоu through to Order Inquiries.

B) From about two this afternoon.

C) I'll look it uр for уоu .... It's 01420 5071.

D) Yes, late this afternoon if that's convenient.

E) Yes, it is. Саn I help уоu?

F) Not at all. We must meet and havе а drink some time.

G) I’m afraid he's out of the office at the moment.

H) Garston Motors. Саn I help уоu?

I) Right. Well, I’ll have to check with the workshop.

J) Саn уоu give mе the order number?

K) Тhе оnе who does computer software?

L) Order Inquiries. Саn I hеlр уоu?

M) Оh, hello, Meg. How are уоu keeping?

N) You're welcome. Goodbye.

(from: Telephoning in English)

4.3 Complete the following conversations with phrases from the list below. Use еасh phrase only оnсе. Reproduce the conversation.

1. _____________________________________________________________

Good morning. Could I speak to Jane Lewis, please?

2. _____________________________________________________________

Lesley Winwood.

3. _____________________________________________________________

She said she'll bе in аll morning.

4. _____________________________________________________________

Jane Lewis.

5. _____________________________________________________________

Аh yes, Ms Winwood, it's about ...

Carl Anderson.

6. _____________________________________________________________

Lindberg, did уоu say?

7. _____________________________________________________________

There's nо оnе here bу that namе.

8. _____________________________________________________________

Yes, this is 08 46 46 24.

9. _____________________________________________________________

That's аll right.

Anglo-Swiss Travel, Heidi Richter. Morning. Could I speak to John Peat?

10. ____________________________________________________________

Peat.

11. ____________________________________________________________

Оh, hеllo Steve. How are things?

12. ____________________________________________________________

13. ____________________________________________________________

Yes, they’re the ones we discussed: the 12^th and the 19^th.

14. ____________________________________________________________

Of course. Bye now.

1. Yes, that’s right.

2. Yes, hold the line and I’ll put you through to him.

3. Good. You’ll confirm that to me in writing?

4. You asked me to call as soon as possible.

5. Hold the line, please, and I’ll see if she’s in.

6. Who’s calling, please?

7. Morning, John. Steven Jones here.

8. Oh, isn’t there? Could I check the number?

9. Fine. You asked me to call back about the Geneva group.

10. Could I speak to Mrs Lindberg, please?

11. Hello, I can connect you now.

12. Reynolds Bicycles, good morning.

13. Oh, I’m sorry. I must have dialed the wrong number.

14. Yes. Can you confirm the dates now?

(from: Telephoning in English)

4.4 Arrange all the telephone conversation. The first sentence is given. Play it with your partner.

1. Hello, Colonial Pipeline Company. Barbara Fellowes speaking.

Who’s calling please?

Could I leave a message please?

I'll give him the message as soon as he gets in. Goodbye Mr. Carter.

Could he call me back before 4.00 pm today? My number's 07126 390458.

Certainly Mr. Carter.

Do you know when he'll be back? It's rather urgent.

Sam Carter from British Petroleum.

Just a moment please. I'll see if he's available... I'm afraid he's out of the office.

Hello. Could I speak to William Johnson please?

I'm afraid not. It will probably be later this afternoon.

Yes, that's right.

Thanks for your help. Goodbye.

Can I just check that? Please telephone Mr. Carter from Polytex before 4.00 pm today on 07126 390458.

4.5 Remember the word order in the questions and make the questions to the given sentences.

Example:

You want to know where the nearest payphone is.

Where is the nearest payphone?

Find out how she spells her name.

How do you spell your name?

1. Find out when Dr Drake will be back. 2. You’d like to know why the sales office hasn’t called. 3. Find out when he normally arrives at the office. 4. You want to know why the consignment has been delayed. 5. Find out what you dial for directory inquiries. 6. You’re interested in knowing where he’s phoning from. 7. You need to know when you could reach him. 8. Find out the number unobtainable tone sounds like.

4.6 We can ask for information politely in different ways. Make questions using could, would and can.

Examples:

You don’t know a caller’s name. (give)

Could you give me your name, please?

You aren’t sure of the name of the caller’s company. (repeat)

Would you repeat your company’s name, please?

You want to know where the caller is ringing from. (tell)

Can you tell me where you’re ringing from, please?

1. You aren’t sure who the caller wants to speak to. (tell) 2. You want to know the caller’s telephone number. (give) 3. You don’t know the spelling of the caller’s name. (spell) 4. You didn’t hear the caller’s address clearly. (repeat) 5. You don’t know when the caller will be in the office tomorrow. (tell) 6. You aren’t sure about your order’s delivery date. (confirm)

4.7 Change the talking given below to make it polite. Play it out.

- George and Partners. What do you want?

- I want to speak to Fred Williams.

- He isn't here. Who are you?

- Sally Greerson.

- Who? I didn't catch what you said.

- Sally Greenson. Tell Fred to call me.

- Okay. What’s your number?

- 02143995766

- 02144995766?

- No! Listen this time. 02143 995766.

- Okay. Bye.

- Bye.

4.8 You are making the following calls. Respond to the person.

1. You are phoning Preston Builders Ltd. 2. You are phoning Kenny Fung at Far Easter Travel to check on some flight bookings. He asked you to phone him back today. 3. You are ringing Ben Seldeen to confirm an appointment you’ve been trying to arrange. You suggest Monday. 4. You work in Sales Account. You have just picked up your phone.

4 .9 Role game.

Work with another student. Agree which of you is Student A and which is Student B. Student B has information in card 1. Student A- in card 2. You sit back-to-back. Student A should now ‘ring’ Student B. When you have made the calls once, you can change the roles.

Card 1

Card 2

4 .10 Prepare yourself how to communicate well on the telephone. The following links will help you.

• Telephone English: Dialogue and Appropriate Vocabulary

• Telephone English: Leaving a Message on an Answering Machine

• How to Telephone: Tips and Tricks to Make Sure a Native English Speaker Slows Down!

• Practical Exercises: Exercises to Improve Your Telephoning Skills

• Role Plays: Role Play Dialogue Cues to Practice Telephoning with Friends

• Teaching Telephone English: Lesson Plan

5 Writing

5.1 Read and translate the information How to Leave a Phone Message.

Sometimes, there may not be anyone to answer the telephone and you will need to leave a message. Follow this outline to make sure that the person who should receive your message has all the information he/she needs.

Things You'll Need:

Step 1

Speak slowly and enunciate clearly. If the recipient can't understand your message, it will be useless and frustrating.

Step 2

Try not to ramble, mumble, hesitate or whisper.

Step 3

Emphasize your phone number and name by repeating them, especially for business calls or important social engagements.

Step 4

Prepare, at least in your mind or write down, what you want to say beforehand.

Step 5

Respond to the matter at hand. If it's a romantic connection, consider reading a sweet poem; alternatively, make it short and sweet.

Step 6

Be businesslike for a business connection. State your name, your company and your reason for the call: "returning your call," I was referred to you by Joe Schmo," "I got your name from my marketing VP," "You've won the sweepstakes."

Step 7

Never feel compelled to tell all to the machine. Phrases such as, "Call me back for details" or "I'd prefer to tell you this news in person" are welcome.

Step 8

Cut off? Call back and leave your message again, explaining why.

Step 9

Include a time when you can be reached for a return call.

(from http://www.ehow.com/how_11174_leave-phone-message.html)

5 .2 Prepare yourself how to leave a phone message. The following link will help you.

http://www.ehow.com/how_11174_leave-phone-message.html#ixzz0quPagy9u

5.3 Study the examples of a leaving Telephone Message.

A.

1. Introduction

Hello, this is Ken. OR Hello, My name is Ken Beare (more formal).

2. State the time of day and your reason for calling

It's ten in the morning. I'm phoning (calling, ringing) to find out if ... / to see if ... / to let you know that ... / to tell you that ...

3. Make a request

Could you call (ring, telephone) me back? / Would you mind ... ? /

4. Leave your telephone number

My number is .... / You can reach me at .... / Call me at ...

5. Finish

Thanks a lot, bye. / I'll talk to you later, bye.

B.

Telephone: (Ring... Ring... Ring...) Hello, this is Tom. I'm afraid I'm not in at the moment. Please leave a message after the beep..... (beep)

Ken: Hello Tom, this is Ken. It's about noon and I'm calling to see if you would like to go to the Mets game on Friday. Could you call me back? You can reach me at 367-8925 until five this afternoon. I'll talk to you later, bye.

As you can see, leaving a message is pretty simple. You only need to make sure that you have stated all the most important information: Your Name, The Time, The Reason for Calling, Your Telephone Number.

(from http://www.oss.unist.hr)

5.4 Leave your own Telephone message. If you need, first of make notes of your message.

1 . Lead-in

1.1 What is negotiation? Who is a negotiator? Why does it work? Why does it fail? How can we improve negotiation?

1.2 Do this International Negotiation Quiz and assess your cross-cultural experience and skills.

1.  If a negotiation in India gets heated because of different objectives, avoid eye contact with your counterpart since it could be read as aggressive and disrespectful.

        True        Not true 2.  Oral commitments can represent legally binding contracts in Germany.

        True        Not true 3.  Venezuelans communicate quite directly.  They will usually let you know right away if they don't like the terms and conditions of your proposal.

        True        Not true

4.  Decision-making in Ireland is often very quick, assuming you are dealing with the right person.

        True        Not true

5.  The Chinese won't spend much time gathering and exchanging information since they are often eager to get started with the bargaining exchange.

        True        Not true

6.  When making decisions, Brazilians usually look at the specifics of a situation rather than following universal rules.

        True        Not true

7.  Your opening offer with a Sweden negotiator should leave at least 30-40% bargaining room, since your counterpart will expect you to stay flexible and allow them to obtain "a good deal".

        True        Not true

8.  Negotiators in Israel often use silence as a pressure tactic to obtain further concessions.

        True        Not true

9. In the Netherlands, a person sucking their thumb is signaling that he or she does not believe you.

        True        Not true

10.  If a negotiation in Mexico gets stuck in a dispute over some detail, you may be able to resolve it quickly by appealing to the personal relationship you have with your counterpart.

        True        Not true

11.  Contracts in Saudi Arabia are expected to include lots of details and therefore often take a long time to create and agree on.

        True        Not true

12.  In Japan, prices rarely move by more than 10-15% from initial offer to final agreement.

        True        Not true

13.  When visiting a potential business partner in France for the first time, do not bring a gift along as this could raise suspicion about your motives.

        True        Not true

14.  Aggressive or adversarial negotiation behavior in Russia indicates that your counterparts do not feel good about the relationship between you.

        True        Not true 15.  In Taiwan, it is strongly advisable to negotiate in a team rather than as an individual.

        True        Not true

16.  Using English-language presentation material is ok everywhere in Canada, though Franco-Canadians may prefer to see some of it in French.

        True        Not true

17.  Bringing a legal counselor to business negotiations in Italy is a good idea because the country has a very complicated catalog of business laws.  Your local counterparts will likely also include an attorney on their side.

        True        Not true 18.  In Malaysia, written contracts are almost always kept since personal honor is a strong value in the country.

        True        Not true

19.  If your negotiation in South Korea reaches a critical point, it can be most effective to have a one-on-one conversation with the most senior local manager in order to resolve disagreements.

        True        Not true

20.  In the United Kingdom, final decisions usually require top management approval.  That authority rarely gets delegated to others.

        True        Not true

Your discovery journey towards becoming a culture-savvy negotiator has started. Now open the keys and read the correct answers as well as an explanation for each of them.

(from http://leadershipcrossroads.com/rs_nqui.htm)

2. Read the information and say what the difference between business conversation and negotiation is.

In political, enterprise, commercial and other fields of activity the important role play business and negotiations.

Business conversation includes an exchange of opinions and the information and does not assume the conclusion of contracts or development of obligatory decisions for execution. It can have independent character, anticipate negotiations or be their component. Negotiations have more official, concrete character, as a rule, provide signing the documents defining mutual obligations of the parties (contracts).

Basic elements of preparation for negotiations: definition of a subject (problems) of negotiations, search of partners for their decisions, explanations of the interests and interests of partners, development of the pan and the program of negotiations, selection of experts in structure of delegation, the decision of organizational questions and registration of necessary materials – documents, drawings, tables, diagrams, samples of offered products, etc.

The course of negotiations keeps within the following scheme: the beginning of conversation – information interchange – the argument and the counterarguments – development and decision-making – end of negotiation.

2. Vocabulary

2.1 Read the words given below and learn them by heart.

Effective language

Welcoming

Greetings

Introductions

Starting the negotiation

Sequencing and linking

Asking for and giving feedback

NOTE Use of we/let's rather than I/you.

Where possible, it's more inclusive to say We'd like to... (rather than I'd like to...) or, Let's start by talking about ... (rather than I'd like to start by talking about...). Certainly if you are a member of a team, use we rather than I.

Asking questions and showing interest

(from: http://www.krri.re.kr/participation/KIRAClass/20070403/14230_cf_171_10_070405_Danton_Negotiating-Final_1.doc)

2.3 Match the words and their meanings. Translate Example Sentences into Russian.

(from: http://www.englishclub.com/business-english/negotiations-vocabulary.htm)

2.4 Read the text Definition of Negotiation and fill in the blanks with the words given in the box.

Definition of negotiation

Negotiation is one of the most common approaches used ____1___ and manage disputes. It is also the major building block for many other alternative dispute resolution procedures.

Negotiation ___2___ between spouses, parents and children, managers and staff, employers and employees, professionals and clients, within and between organizations and between agencies and the public. Negotiation is a ___3___ in which two or more people voluntarily discuss their differences and attempt to reach a ___4___ on their common concerns. Negotiation requires participants to ___5___ about which they differ, educate each other about their needs and interests, generate possible settlement options and ___6___ of the final agreement. Successful negotiations generally result in some kind of ___7___ or promise being made by the negotiators to each other. The exchange may be tangible (such as money, a commitment of time or a particular behavior) or intangible (such as an agreement to change an attitude or ___8___, or make an apology).

Negotiation is the ___9___ that people redefine an old relationship that is not working to their satisfaction or establish a new relationship where none existed before. Because negotiation is such a common ___10___, it is in everyone's interest to become familiar with negotiating dynamics and skills. This section is designed to introduce basic concepts of negotiation and to present ___11___ and ___12___ that generally produce more efficient and productive problem solving.

(from http://www.au.af.mil/au/awc/awcgate/army/usace/negotiation.htm)

2.5 Read the text Why Negotiate and translate the words given in the brackets into English. Why negotiate

Negotiation is something that we do all the time and is not only used for business purposes. For example, we use it in our social lives perhaps for deciding a time to meet, or where to go on a rainy day.

Negotiation is usually considered as a compromise (1. улаживать, разрешать вопрос) or issue to benefit ourselves as much as possible.

Communication is always the link that will be used to negotiate the issue/argument whether it is (2. лицом к лицу), on the telephone or in writing. Remember, negotiation is not always between two people: it can involve several members from two (3. стороны).

There are many reasons why you may want to negotiate and there are several (4.способов) to approach it.

If your reason for negotiation is seen as ‘beating’ the opposition, it is known as ‘Distributive negotiation’. This way, you must be prepared to use (5. тактика убеждения) and you may not end up with maximum benefit. This is because your agreement is not being directed to a certain (6. компромисс) and both parties are looking for a different (7. результат, исход).

Should you feel your negotiation is much more ‘friendly’ with both parties aiming (8. достигнуть соглашения), it is known as ‘Integrative negotiation’. This way usually brings an outcome where you will both (9. выигрывать) highly.

Negotiation, in a business context, can be used for selling, purchasing, staff (e.g. contracts), borrowing (e.g. loans) and transactions, along with anything else that you feel are (10. применимый, приемлемый) for your business.

(from http://www.bizhelp24.com/personal/employment-and-personal-development/negotiation-skills.html)

2.6 Complete each sentence with the words from the words in capitals.

2.7 What are the Fundamental Elements of the Negotiation Process? Read the text and fill in the missing letters in the words given below. Fundamental elements of the negotiation process

One of the interesting aspects to negotiation theory is that even the fundamental elements of the process are subject to varying opinions. The process can be broken down into three phases.

Phase I: Pre-bargaining Phase

1. Information: Learn as much as you can about the problem. What information do you need from the other side?

2. Leverage Evaluation: Evaluate your l-_ _ _ _ _ _ -e (1) and the other party's leverage at the outset. This is important because there may be a number of things you can do to i-_ _ _ _ _ -e (2) your leverage or d-_ _ _ _ _ _ -h (3) the leverage of the other side. What will you do to e-_ _ _ _ _ -e (4) your leverage?

3. Analysis: What are the issues?

4. Rapport: Establish rapport with your opponent(s). You need to determine early on if your opponents are going to be c-_ _ _ _ _ _ _ _ _-e (5); if not, consider employing a mediator as soon as practical.

5. Goals and expectations: Goals are one thing; expectations are something else.

6. Type of negotiation: What type of negotiation do you expect? Will this be highly c-_ _ _ _ _ _ _ _ _-e (6), cooperative, or something unusual? Will you be negotiating face to face, by fax, through a m-_ _ _ _ _ _ -r (7), or in some other manner?

7. Plan: What's your negotiation plan?

Phase II: Bargaining Phase1.

1. Logistics: When, where, and how will you negotiate? This can be especially important in multi-party cases.

2. Opening offers: What is the best offer you can justify? Should you make it, or wait to let another party go first?’

3. Subsequent offers: How should you a-_ _ _ _ -t (8) your negotiating plan when responding to unanticipated moves by your opponent?

4. Tactics: What sort of t-_ _ _ _ _ -s (9) will you employ? What sort of tactics is your opponent using on you?

5. Concessions: What concessions will you make? How will you make them?

6. Resolution: What is the best way to resolve the problem? Is there an elegant solution? Be on constant lookout for c-_ _ _ _ _ _ _ _ -e (10) and creative solutions.

Phase III: Closure Phase

1. Logistics: How and when will you close? At mediation or later on? Who will prepare the final agreement?

2. Documentation: Prepare a closing checklist.

3. Implementation: It's not over until it is over.

(from: http://www.shvoong.com/business-management/1682403-negotiation-skills/)

3 . READING

3.1 Read the text Conditions For Negotiation and find the English equivalents to the following words and phrases.

3.2 Read and translate the text Conditions For Negotiation. Match the headings below to each part in the text.

1. Agreement on some issues and interests

2. Readiness to negotiate

3. Identifiable parties who are willing to participate

4. Means of influence or leverage

5. Unpredictability of outcome

6. Interdependence

7. The agreement must be reasonable and implementable

8. Issues must be negotiable

9. Will to settle

10. No major psychological barriers to settlement

11. A sense of urgency and deadline

12. Resources to negotiate

13. The people must have the authority to decide

14. External factors favorable to settlement

15. A willingness to compromise.

Conditions for negotiation

A variety of conditions can affect the success or failure of negotiations. The following conditions make success in negotiations more likely.

1. ________________________________________________________

The people or groups who have a stake in the outcome must be identifiable and willing to sit down at the bargaining table if productive negotiations are to occur. If a critical party is either absent or is not willing to commit to good faith bargaining, the potential for agreement will decline.

2. ________________________________________________________

For productive negotiations to occur, the participants must be dependent upon each other to have their needs met or interests satisfied. The participants need either each other's assistance or restraint from negative action for their interests to be satisfied. If one party can get his/her needs met without the cooperation of the other, there will be little impetus to negotiate.

3. ________________________________________________________

People must be ready to negotiate for dialogue to begin. When participants are not psychologically prepared to talk with the other parties, when adequate information is not available, or when a negotiation strategy has not been prepared, people may be reluctant to begin the process.

4. ________________________________________________________

For people to reach an agreement over issues about which they disagree, they must have some means to influence the attitudes and/or behavior of other negotiators. Often influence is seen as the power to threaten or inflict pain or undesirable costs, but this is only one way to encourage another to change. Asking thought-provoking questions, providing needed information, seeking the advice of experts, appealing to influential associates of a party, exercising legitimate authority or providing rewards are all means of exerting influence in negotiations.

5. ________________________________________________________

People must be able to agree upon some common issues and interests for progress to be made in negotiations. Generally, participants will have some issues and interests in common and others that are of concern to only one party. The number and importance of the common issues and interests influence whether negotiations occur and whether they terminate in agreement. Parties must have enough issues and interests in common to commit themselves to a joint decision-making process.

6. ________________________________________________________

For negotiations to succeed, participants have to want to settle. If continuing a conflict is more important than settlement, then negotiations are doomed to failure. Often parties want to keep conflicts going to preserve a relationship (a negative one may be better than no relationship at all), to mobilize public opinion or support in their favor, or because the conflict relationship gives meaning to their life. These factors promote continued division and work against settlement. The negative consequences of not settling must be more significant and greater than those of settling for an agreement to be reached.

7. ________________________________________________________

People negotiate because they need something from another person. They also negotiate because the outcome of not negotiating is unpredictable. For example: If, by going to court, a person has a 50/50 chance of winning, s/he may decide to negotiate rather than take the risk of losing as a result of a judicial decision. Negotiation is more predictable than court because if negotiation is successful, the party will at least win something. Chances for a decisive and one-sided victory need to be unpredictable for parties to enter into negotiations.

8. ________________________________________________________

Negotiations generally occur when there is pressure or it is urgent to reach a decision. Urgency may be imposed by either external or internal time constraints or by potential negative or positive consequences to a negotiation outcome. External constraints include: court dates, imminent executive or administrative decisions, or predictable changes in the environment. Internal constraints may be artificial deadlines selected by a negotiator to enhance the motivation of another to settle. For negotiations to be successful, the participants must jointly feel a sense of urgency and be aware that they are vulnerable to adverse action or loss of benefits if a timely decision is not reached. If procrastination is advantageous to one side, negotiations are less likely to occur, and, if they do, there is less impetus to settle.

9. ________________________________________________________

Strong expressed or unexpressed feelings about another party can sharply affect a person's psychological readiness to bargain. Psychological barriers to settlement must be lowered if successful negotiations are to occur.

10. _______________________________________________________

For successful negotiation to occur, negotiators must believe that there are acceptable settlement options that are possible as a result of participation in the process. If it appears that negotiations will have only win/lose settlement possibilities and that a party's needs will not be met as a result of participation, parties will be reluctant to enter into dialogue.

11. _______________________________________________________

For a successful outcome, participants must have the authority to make a decision. If they do not have a legitimate and recognized right to decide, or if a clear ratification process has not been established, negotiations will be limited to an information exchange between the parties.

12. _______________________________________________________

Not all negotiations require compromise. On occasion, an agreement can be reached which meets all the participants' needs and does not require a sacrifice on any party's part. However, in other disputes, compromise--willingness to have less than 100 percent of needs or interests satisfied--may be necessary for the parties to reach a satisfactory conclusion. Where the physical division of assets, strong values or principles preclude compromise, negotiations are not possible.

13. _______________________________________________________

Some settlements may be substantively acceptable but may be impossible to implement. Participants in negotiations must be able to establish a realistic and workable plan to carry out their agreement if the final settlement is to be acceptable and hold over time.

14. _______________________________________________________

Often factors external to negotiations inhibit or encourage settlement. Views of associates or friends, the political climate of public opinion or economic conditions may foster agreement or continued turmoil. Some external conditions can be managed by negotiators while others cannot. Favorable external conditions for settlement should be developed whenever possible.

15. ______________________________________________________

Participants in negotiations must have the interpersonal skills necessary for bargaining and, where appropriate, the money and time to engage fully in dialogue procedures. Inadequate or unequal resources may block the initiation of negotiations or hinder settlement.

(from: http://www.au.af.mil/au/awc/awcgate/army/usace/negotiation.htm)

3.3 Look through the text Conditions For Negotiation again and decide if the following statements are true or false.

1) The potential for agreement will decline if participants don’t have any will to sit down at the bargaining table. 2) If the participants restrain from negative action there will be impetus to negotiation. 3) The participants should start the negotiation with the dialogue. 4) To reach an agreement over issues the participant should know how to influence the behavior of other negotiators. 5) A joint decision-making process occurs when the participants have common issues. 6) To make negotiation successful the participants must agree upon some common issues. 7) Negotiation occurs only when it is urgent to read a decision. 8) Negotiation will not have a successful outcome if the participants don’t have a legitimate right to make a decision.

3.4 Read and translate the text Oil and Gas Lease Negotiation and answer the following questions.

1) What is an oil and gas lease? 2) Who are a lesser and a lessee? 3) What terms may be included in the oil and gas lease? 4) Where can you get the information of the company acquiring a lease? 5) What are “deal terms”? 6) May the landman acquiring the lease negotiate all lease terms?

Oil and gas lease negotiation

Before exploration can begin, however, the mineral owner (lessor) and the oil company (lessee) must agree to certain terms regarding the rights, privileges and obligations of the respective arties during the exploration and possible production stages. The negotiation of these terms may be the mineral owner’s first exposure to an oil and gas lease.

An oil and gas lease is a legal document that binds a mineral rights landowner. There is nothing simple about negotiating an oil and gas lease.

Here are some checklist for negotiating an oil and gas lease.

1. Check out the lessee.

Some leases are acquired in the name of landmen or agents for the true lessee. Insist on knowing the identity of the company acquiring the lease, and that the ultimate lessee be the named lessee in the lease. Inquire about the experience of the company in the area. Learn to use website to investigate operator history. Ask other landowners who have dealt with the company. If the company is small and/or owned by one person, consider asking the principal for a guaranty of the lease.

2. Agree on Deal Terms First.

The "deal terms" of a lease are typically: bonus, primary term, delay rental (if any) shut-in royalty.

Reach agreement on these terms before negotiating the form of lease.

Additional "deal" terms may include:

- an option to extend the lease primary term,

- a commitment to drill a well during the primary term, or pay an

- agreed amount as liquidated damages.

- a promise to pool lands into a unit for a well to be drilled,

- an increased royalty after "payout" of a well,

- a minimum annual royalty.

3. The Lease Form.

Once "deal terms" are agreed, decide whose lease form to start with in negotiations.

4. Negotiate.

Remember: all lease terms are negotiable. The landman acquiring the lease may not have authority to negotiate those terms, but someone does. Don't be timid.

5. Bargaining Position

Your bargaining power in negotiating lease terms depends on

- the size of your tract and what minerals you own in the tract;

- the proximity of your tract to known production;

- whether multiple companies are competing to acquire leases in your area;

-- "going rates" for bonus and royalty in your area.

Often an oil company will designate an area in which it wants to acquire leases, and hires a landman to get as many leases in that area as he can at a set bonus and royalty rate. Once the company has acquired all leases it can at those rates, it may then be willing to negotiate better terms for the owners in the area who have held out for higher rates. Never be bashful about negotiating bonus and royalty rates – it never hurts to ask.

6. The Royalty Clause

Prohibit or limit deductons of post-production costs – transportation, dehydration, compression, treating and marketing costs.

Address the sale of production to affiliates of the lessee. If there is an affiliate sale, the royalty should be based on the higher of gross proceeds or market value at the point of sale.

Detail the time, place and frequency of payment of royalties.

Provide for interest on royalties not paid when due, at an above-market interest rate.

Include the right to terminate the lease for failure to pay royalties, after a period of written notice and opportunity to cure.

Include a security interest provision to secure payment of royalties.

Provide for the right to inspect, copy and audit books and records to assure correct royalty payment.

Consider a minimum annual royalty clause.

9. Define "Operations."

Clearly define what is necessary to constitute drilling operations, and when drilling operations are completed.

Define what "operations" will maintain the lease in effect beyond the primary term absent actual production.

(from: http://www.google.ru/url?sa=t&source=web&cd=2&ved=0CBwQFjAB&url=http%3A%2F%2Frecenter.tamu.edu%2Fpdf%2F229.pdf&rct=j&q=OIL AND GAS LEASE NEGOTIATION)

4. LISTENING

4.1 You are going to listen to the text Why Parties Refuse To Negotiate. Imagine that you have already good experience in negotiating. Write down at least 5 arguments. Compare them with your partner.]

4.2 The words and phrases in the box come up in the text. Guess or look up in the dictionary any new words you do not know. Make up your own sentences using these words and phrases.

4.3 Listen to the text and answer the question “Why do Parties Refuse To Negotiate?”

4.4 You are going to listen to The Top 10 Keys to Successful Negotiation. While listening write down ten tips mentioned by the author.

4.5 Now you are listening Oil and Gas Lease Negotiation. While listening complete the following sentences.

1) An oil gas lease is a ……………………………..

2) The landman has established that the landowner possesses ………………….

3) The landman can and should thoroughly read ……………………..

4) The landowner of the mineral rights should look closely at ……………….

5) Not all leases are …..

5. SPEAKING

5.1 Discuss these questions with other members of the group.

1) How often do we negotiate? 2) Do you accept the fact that negotiation is a way of life in our culture? Why? 3) Are good negotiators naturally gifted people? 4) What does Master Negotiator know that the rest of us do not? 5) What can we learn from Master Negotiator? 6) Do the situations “Interviewing a potential candidate” and “Discussing with a recruiter the salary and benefits you feel you deserve” represent a negotiation? Why? 7) What makes you uncomfortable; about negotiating? 8) Communication is 93% non-verbal. What does it mean? 9) What is specific of negotiating in oil and gas industry? 10) What does negotiating an oil and gas lease require?

5.2 Work in group and decide how good negotiator you are and who is the best negotiator in your group. How good a negotiator are you?

Like any skill, negotiation can be learned, practiced and mastered. Personal and professional growth in any area of life usually involves a combination of awareness and risk-taking. Fill out this questionnaire on the personal characteristics necessary to be a great negotiator and your answers will help you determine where you have strengths as a negotiator and where you may need improvement.

Instructions: Click the bubble next to the number that best reflects where you fall on the scale, with 5 being extremely typical of you and 1 being never typical of you.

(from: http://www.randomhouse.com/catalog/display.pperl?isbn=9780767915243&view=excerpt)

5 .3 Role game (Preparation).

You are working for Colonial Pipeline Company and going to discuss with your manager, Mr David Barry your potential promotion. Study how a good negotiation process should be prepared.

• Preparing to Negotiate

1. You Prepare to Negotiate with Mr David Barry

2. You prepare the questions to ask yourself before beginning talks with Mr Barry:

• What is my main objective?

• What are all of the alternatives I can think of?

• Why do I deserve to have my goals met?

• What will my opponent's counter proposal likely consist of?

• How can I respond to this counter proposal?

• When would I like to have this issue resolved?

• What is my bottom-line?

• What market research/homework do I need to do to back up my cause?

• What is my bargaining power compared to my opponent's?

• What do I know about the principles of negotiating?

3. You Answer the Preparatory Questions

4. You study more about Collaborative Negotiating

In business, the goal of negotiating parties should always be for mutual gain. This type of win-win negotiation is often called collaborative negotiating. The opposite of collaborative negotiating is called competitive negotiating. The goal of competitive negotiating is for one party to win and the other to lose. Dishonest practices, such as lying, manipulation, intimidation, and bribery are often used in this type of negotiation.

Main Principles of Collaborative Negotiating:

• Resolve previous conflicts ahead of time.

• Deal with issues, not personalities.

• Commit to listening more than speaking: The more you know about your counterpart, the more likely you will achieve your goals. You cannot convince someone of something when you do not know anything about them, or what their own needs are. A common mistake is to prepare one's next question or point while the opponent is speaking.

• Establish trust in the onset.

• Develop a common goal.

• Discuss a common enemy.

• Take opponent's views/needs into careful consideration: Not only do you want to win this negotiation, you want your opponent to win as well, so that he or she will negotiate with you again in the future.

5. You apply the Principles for Collaborative Negotiating

6. It's time to negotiate! Here are a few golden rules to successful negotiations:

1) Always try to negotiate for at least 15 minutes. Any less than that and it is unlikely that either party has had enough time to fairly consider the other side. Generally, the size or seriousness of the negotiation determines the amount of time needed to negotiate it. Setting a time limit is a good idea. Approximately 90% of negotiations get settled in the last 10% of the discussion.

2) Always offer to let the other party speak first. This is especially important if you are the one making a request for something such as a raise. The other party may have overestimated what you are going to ask for and may actually offer more than what you were going to request.

3) Always respect and listen to what your opponent has to say. This is important even if he or she does not extend the same courtesy to you. Do your best to remain calm and pleasant even if the other party is displaying frustration or anger. Remember some people will do anything to intimidate you.

4) Acknowledge what the other party says. Everyone likes to know that what they say is important. If the other party opens first, use it to your advantage, by paraphrasing what you have heard. Repeat their important ideas before you introduce your own stronger ones.

5) Pay attention to your own and your counterpartner's body language. Review the chart below to learn how to interpret body language during the negotiations. Make sure that you aren't conveying any negative body language.

7. Language to use to show understanding/agreement on a point:

• I agree with you on that point.

• That's a fair suggestion.

• So what you're saying is that you...

• In other words, you feel that...

• You have a strong point there.

• I think we can both agree that...

• I don't see any problem with/harm in that.

• Language to use for objection on a point or offer:

• I understand where you're coming from; however,...

• I'm prepared to compromise, but...

• The way I look at it...

• The way I see things...

• If you look at it from my point of view...

• I'm afraid I had something different in mind.

• That's not exactly how I look at it.

• From my perspective...

• I'd have to disagree with you there.

• I'm afraid that doesn't work for me.

• Is that your best offer?

8.You Open the Negotiations (Read the dialogue and act it out).

9. Coming to a Close or Settlement

There are a number of signals that indicate that negotiations are coming to a close. This may not always mean that an agreement has been reached.

Here are some signals of talks coming to a close:

• A difference of opinion has been significantly reduced

• One party suggests signing an agreement.

• One or both parties indicate that a period of time to pause and reflect is necessary.

• Be prepared to stand your ground firmly, yet cordially, especially in the last few minutes of the negotiations. This is the time when manipulative parties may employ certain tactics in order to try to fool you into losing focus or lowering goals and standards. Remember that conflicts are generally resolved in the last few minutes.

Here are some last minutes tricks that negotiators often use at this time:

• Walking out of the room

• Offering a short-term bribe

• Telling you to take it or leave it

• Giving an ultimatum

• Introducing new requests (used at to get you to concede with little thought or consideration)

Language to use in closing:

• It sounds like we've found some common ground.

• I'm willing to leave things there if you are.

• Let's leave it this way for now.

• I'm willing to work with that.

• I think we both agree to these terms.

• I'm satisfied with this decision.

• I think we should get this in writing.

• I'd like to stop and think about this for a little while.

• You've given me a lot to think about/consider.

• Would you be willing to sign a contract right now?

• Let's meet again once we've had some time to think.

10. Mr Barry Signals an End to the Negotiations and Attempts some Last-minute Tactics

5 .4 Role game.

You are working for an oil company and going to discuss with your manager, some problems.

5 .5 Study negotiation quizzes on the websites to test your knowledge on negotiation

http://madridteacher.com/business/activities/negotiation-style-comprehension-quiz.htm

http://www.ebsglobal.net/programmes/negotiation-quiz

http://www.realtor.org/rmoquiz2.nsf/negotiationquiz?openform

6. WRITING

6.1 Read and translate the information on Formalizing the Agreement/Negotiation.

In most business negotiations it is a good idea to get something down in writing. Even if a decision has not been made, a letter of intent to continue the negotiations is often used. This is a way for each party to guarantee that talks will continue. A letter of intent often outlines the major issues that will be discussed in future negotiations. In some cases a confidentiality agreement is also necessary. This is a promise from both parties to keep information private between discussions. When an agreement has been decided, a formal contract may be required. On the other hand, depending on the seriousness of the decision, and the level of trust between the two parties, a simple handshake and verbal agreement may be all that is needed. For example, an employer may offer a promotion and an employee may trust that the new salary will be reflected on the next paycheque. However, even if nothing is put formally in writing, it is wise to send an e-mail or letter that verifies the terms and puts the agreement on record, especially when a specific number is decided on.

6.2 Make up the Letter of Intent filling in the blanks with the phrases given after the letter.

Dear Mr Southampton

_____1____ our telephone conversation on Thursday, I am pleased to confirm the agency agreement giving you ____2____ for our products in the United States.

____3____ two copies of our terms for the agency agreement. Would you please ____4____ and return them to me, ____5____ any comments or amendments you would like to make regarding the contents?

____6____ concerning the conditions of the agency agreement ____7____.

I look forward to ____8____ to discuss the final contract, and hope this is the beginning of a long and mutually beneficial association.

Yours truly

Export Manager

1. «На основании»:

   With reference to

   To refer to

   Having referred to

2. Эксклюзивное представительство:

   exclusive representation

   sole agency

   only to represent

3. «В приложении вы найдете»:

   Inside please find

   Enclosed are

   You will find joined

4. Просьба подписать оба экземпляра:

   sign two copies

   sign the examples twice

   sign both copies

5. Вместе с:

   together with

   besides

   further to

6. «Если у Вас возникнут новые вопросы»:

   For all other information

   If you have more questions

   Should you have any further queries

7. «я в Вашем распоряжении»:

   I am to be disposed of

   I am in your disposition

   please do not hesitate to contact me

8. «наша предстоящая встреча»:

6.3 Study the information given below and make up a Letter of Intent between Cobra Oil & Gas Co. And Enercor, Inc.

HOUSTON -- Cobra Oil & Gas Co. (Hereafter "Cobra Oil & Gas"), an independent oil and gas exploration and production company headquartered in Houston, Texas, and focused on the strategic exploration and development of domestic energy projects, has entered into a Letter Of Intent with Enercor, Inc. (Enercor) to purchase 20% lease assignment upon completion of financing activities. Enercor holds a contract with Exxon Mobil Corporation regarding the conversion of certain of Exxon Mobil's leases covering approximately 26,000 acres of land owned by the BLM (Bureau of Land Management) in the State of Utah purported to hold an estimated potential of up to 1.4 billion barrels of oil in place in its tar sands. That contract provides that the Company use its resources to convert those leases into Combined Hydrocarbon Leases and then it will have the right to exploit the tar sands on those leases at its expense, paying a 1/16 royalty to Exxon Mobil on top of the 8% royalty that is due to the BLM.

Max Pozzoni, President of Cobra Oil & Gas, stated, "We look forward to establishing a working relationship with our new partners, as we aim to work together in what is the largest measured oil sands concentration in America."

The final agreement is expected to be signed on or before September 15th 2009.

About Cobra Oil & Gas Co.

Cobra Oil & Gas Co. is a publicly traded independent oil and gas exploration and production company headquartered in Houston, Texas (NASDAQ OTC BB: CGCA). Cobra Oil & Gas signed an LOI with Enercor Inc. for the purchase of a 20% lease assignment upon completion of financing activities on 23 Federal Leases in the central region of the P.R. Spring bituminous sandstone deposit in southern Uintah County, Utah on our Utah Oil Sands Prospect. These leases comprise 33,632 acres in total, approximately 15% of the entire P.R. Spring deposit. It is estimated the P.R. Spring deposit to contain 4.0 to 4.5 billion barrels of oil on Cobra's leases, according to the US Bureau of Mines. Cobra Oil & Gas has an option to buy a 50% interest with 100% working interest (WI) and approximately 80% net revenue interest (NRI) on 82,000 acres in Williston Basin, Over 300 Lodgepole Reef prospects have been identified with likely 100 drillable prospects and preliminary estimates of potential gas reserves totalling 260 billion cubic feet (BCF), comprising our Starbuck Prospects. Shareholders and prospective investors are encouraged to visit Cobra Oil & Gas's website: http://www.cobraoilgas.com and to subscribe to the email newsletter. Please feel free to call our investor relations toll-free at 1-866-503-8613 if you have any questions.

Forward-Looking Statements

Statements in this news release that are not historical facts are forward-looking statements that are subject to risks and uncertainties. Words such as "expects", "intends", "plans", "may", "could", "should", "anticipates", "likely", "believes" and words of similar import also identify forward-looking statements. Forward-looking statements are based on current facts and analyses and other information that are based on forecasts of future results, estimates of amounts not yet determined and assumptions of management, including, but not limited to: the Company's belief that Cobra Oil & Gas can identify and successfully negotiate domestic leases for oil and gas properties in Utah and Montana, and that the Company can participate in the exploration of those properties. Actual results may differ materially from those currently anticipated due to a number of factors beyond the reasonable control of the Company. Additional information on risks and other factors that may affect the business and financial results of the Company can be found in filings of the Company with the U.S. Securities and Exchange Commission.

(from: http://www.allbusiness.com/mining-extraction/oil-gas-exploration-extraction-oil/12585597-1.html)

6.4 Write down your own Letter of Intent.

UNIT 1

JOB HUNTING

2.2 1-e; 2-c; 3-a; 4-b; 5-d

2.3 1-job ads; 2-applications; 3-resume; 4-interview; 5-recruit; 6-offered; 7-accepted; 8-selected

2.4 1- work for a company; 2- strengths and weaknesses; 3- abilities; 4- employees; 5- skills; 6- behavior; 7- experience; 8- achieve a goal; 9- prepare; 10-all aspects; 11- little experience

3.4 1- job fair; 2- eliminate; 3-recruit; 4-a hiring manager; 5-benefit; 6- experience; 7- skill; 8- ability; 9- be afraid; 10- screen potential candidates; 11- chew gum; 12- fidget; 13- previous job; 14- supervisor; 15- salary

3.7 1-T; 2-F; 3-F; 4-F; 5-T

4.3 1-F, 2-F, 3-T, 4-T, 5- F, 6-F, 7-T, 8-F, 9-T, 10-T

UNIT 2

THE ART AND SCIENCE

OF RESUME WRITING

2.2 1-f; 2-h; 3-e; 4-g; 5-d; 6-c; 7-b; 8-a; 9-i; 10-j

2.3

2.4 1-special tips; 2-screening process; 3-improve; 4-summarize; 5-desired job; 6-benefit; 7-versions; 8-hire; 9-relevant; 10-earned; 11-experience; 12-leadership qualities; 13-skills; 14-achievements

2.5 1-work experience; 2-current position; 3-career path; 4-recruiter; 5-a hiring manager; 6-obligations; 7-job-seekers; 8-throughly; 9-flexibility; 10-skills.

3.1 1-a prospective employer; 2-to perfect one’s resume; 3- guideline; 4-an employment agency; 5-an extra effort; 6-mass mailing; 7-an accepted standard; 8-to pay off; 9-to be courteous; 10-to fill out an application; 11-to overcome employment barriers;12- to get response.

3.2 1-F; 2-F; 3-F; 4-F; 5-T; 6-F.

4.3 a, c, e

4.4 b, f, h, l

4.5 1-g, 2-d, 3-e, 4-f, 5-a, 6-c, 7-b

4.6 1-F, 2-T, 3- T, 4- F, 5-T, 5-F, 6-F, 7- F, 8-T, 9- T, 10 -F

UNIT 3

COMPANY AND ITS ACTIVITY

2.3 1-c; 2-e; 3-b; 4-f; 5-l; 6-j; 7-g; 8-d; 9-a; 10-k; 11-i; 12-h

2.4 1-c; 2-f; 3-a; 4-g; 5-b; 6-h; 7-e; 8-d

2.5 Staff: 1-d; 2-f; 3-a; 4-c; 5-g; 6-h; 7-e; 8-b

Income; Tax: 1-e; 2-h; 3-f; 4-g; 5-a; 6-d; 7-i; 8-c; 9-b; 10-j

2.7

2.8 1-organisation; 2-industrial; 3-commercial; 4-business; 5-individuals; 6-successful; 7-owners; 8-poorly

2.9 1-shareholdes; 2-management; 3-workforce; 4-organization; 5- hierarchy; 6-Chairperson; 7-decisions; 8-Managing Director; 9-departments; 10-company

4.1 1- TNK BP, 2- Shell, 3 -Marathon, 4- Gazprom

4.4 1-e, 2-c, 3-a, 4-b, 5- f, 6-d

4.5 1-F; 2-T; 3-F, 4-T; 5-F, 6-F; 7-T; 8-F; 9-T; 10-T.

5.1 Lukoil

Lukoil is the biggest private oil company in Russia. It basically focuses on exploration and production of oil & gas, production of petroleum products and petrochemicals, and marketing of these outputs. Lukoil’s main resource base is situated in Western Siberia, while its refineries, gas processing and petrochemical plants are located in Eastern Europe as well as in Russia. The biggest Russian refineries are in Ukhta, Nizhny Novgorod, Volgograd and Perm. State-owned oil concern Lukoil (formerly named LangepasUraiKogalymneft) was established in 1991.

Today the Company has around 1.3% of global oil reserves and 2.3% of global oil production. LUKOIL dominates the Russian energy sector, with almost 19% of total Russian oil production and 18% of total Russian oil refining.

Lukoil branches can be found in 19 countries including Russia, Azerbaijan, Belarus, Georgia, Moldova, Ukraine, Bulgaria, Hungary, Finland, Estonia, Latvia, Lithuania, Poland, Serbia, Romania, Macedonia, Cyprus and Turkey and the United States. The marketing network of the company consists of 200 tank farm facilities and 5,793 filling stations (including franchises).

Lukoil is quickly “moving forward” and hopes to become the leading oil company in Europe.

5.2 1-Fossil Oil and Gas Management, LLC; 2-Murphy Oil Corporation; 3-Surgutnefetegaz; 4- Saudi Arabian Oil Co. (Saudi Aramco); 5- Kuwait Petroleum Corporation (KPC)

6.2 1-c; -b; 3-c; 4-b; 5-a; 6-c; 7-c; 8-a; 9-c

UNIT 4

COMPANY CULTURE

1.3 1-c; 2-b; 3-a

2.2 1-e; 2-i; 3-a; 4-c; 5-g; 6-b; 7-j; 8-f; 9-d; 10-h

2.3

2.4

2.5 1-personality; 2-creativity; 3-marketplace; 4-determines; 5-contribute to teamwork; 6-customer service; 7-to act on new opportunities; 8-creative directions; 9-at the root; 10-insurance claims.

2.6 1- successfully; 2- commitment; 3-fully; 4-relationships; 5- leadership; 6-effective; 7-compensation; 8-communications; 9-development; 10-recruiting; 11-adaptability; 12-accountability; 13-innovation

2.7 1- workplace; 2-communication; 3-values; 4-equipment; 5-meet our desires; 6-relationships; 7-manufacture products; 8-offshore; 9-upper managers; 10-employees

2.8 1-including, 2-enviroment, 3-competition, 4-accepted, 5-personal, 6-training, 7-marketable; 8-employers; 9-gyms; 10-office; 11-employees; 12-management

3.2 1-Equipment and Other Physical Objects; 2-The Systems That Coordinate Equipment; 3-The Authority Structure That Connect Systems With People; 4-Communication That Connects People; 5-Experience—Creating Motivation and Trust

3. 1-F; 2-T; 3-T; 4-T; 5-F; 6-T

4.2 1-Productivity; 2-Morale; 3-Costs; 4-Profits; 5-Supply Chain; 6-Injuries and Claims; 7-Insurance Rates; 8-Customer Service; 9-Retention; 10-Absenteeism; 11-Recruiting; 12-Employee Morale; 13-Employee Motivation; 14-Union-Management Relations; 15-Openness to Change; 16-Involvement; 17-Leadership; 18-Meetings; 19-Mergers; 20-Cooperation; 21-Teamwork; 22-Relationships; 23-Responsibility; 24-Satisfaction, Happiness, Joy and Pleasure

4.3 1-T, 2-F, 3-F, 4-T, 5-T

4.5. 1-core values; 2-greatest asset; 3-utilization of technology; 4-teamwork; -safe environment; 6-internal and external; 7-work-life balance

UNIT 5

PRESENTATION

2.2 1-art; 2-weapon; 3-points of view; 4-appeal; 5-narrative; 6-techniques; 7-resemblance; 8-keep in mind; 9-significance; 10-authoritative sources; 11-to remain attentive; 12-body; 13-to enumerate briefly; 14-to look confident; 15-body language

2.3 1-to gain information; 2-a presenter; 3-biases; 4-daydream; 5-dominate; 6-provide feedback; 7-relevant; 8-communication tools

2.4 1-impressions; 2-indifferent; 3-displaying; 4-deeply; 5-effectively; 6-communication; 7- credibility; 8-powerful; 9-warmth; 10-comfortable; 11-speaking; 12-boring; 13-criticisms; 14-listeners; 15-quickly

3.1 чувство собственного достоинства - self-esteem; мелочь- loose change; отвлекать, рассеивать внимание слушателей- distract the listeners; интонация- inflection; утомить аудиторию-cause the audience to tire; отклонять идеи-dismiss ideas; опасения-apprehensions; увязнуть-to bog down; ночная смена- graveyard; превысить время-to overrun

3.2 1-T; 2-F; 3-T; 4-T; 5-F; 6-T; 7-T; 8-F

4.2 1-T; 2-F; 3-T; 4-T; 5-F; 6-T; 7-F; 8-T

4.5 2-D; 3-C; 4-A; 5-B

6.3 1-a; 2-c; 3-c; 4-b; 5-b; 6-c; 7-b; 8-c; 9-b

UNIT 6

TELEPHONE CALLS

2.3 1-g; 2-f; 3-k; 4-a; 5-j; 6-c; 7-o; 8-e; 9-n; 10-b; 11-m; 12-e; 13-i; 14-d; 15-p; 16-h

2.4 1- hang up; 2-hold on; 3- put through; 4- cut off

2.5 1- calling; 2- moment; 3- see; 4- hold the line; 5- ring up; 6- in; 7- reach, after; 8- back; 9- dialed; 10- troubled; 11- directory; 12- stand; 13- confirm; 14- problems; 15- appointment

2.6 1- call; 2- directory; 3- dial а code; 4- write down; 5- lift the handset/ receiver; 6- dial; 7- pressing buttons; 8- promptly; 9- line; 10- disconnected

2.7 1- b; 2- c; 3- a; 4- c; 5- a; 6- b; 7- a; 8- b; 9- c; 10- a; 11- b; 12- c; 13 – b; 14- a

2.8 1- b; 2- b; 3- c; 4- b; 5- a; 6- b; 7- c; 8- c; 9- b; 10- b

3.2 1. Ron Benson/ Tom Parker/ Maria Edward’s address/ Ron Benson

2. Mr Datta/ Chris Ingersoll/ putting order forward/ Mr Datta

3.4 John Shackleton/ Mrs Atkins/ operator

Tariko Watanable/ John Williams/ operator

3. 1. Peter Wilson/ Mr Hewitt, Packard Enterprises/ Operator, Packard Electric/ not known

2. Bob Troy/ Jack Nelson/ Jack Nelson/ to arrange a meeting

4.1 1- b; 2- a; 3- a; 4- b; 5- b; 6- c; 7- a; 8- b; 9- b; 10- a; 11- c; 12- c

4.2 1- e; 2- g; 3- b; 4- n; 5- m; 6- k; 7- c; 8- f; 9- h; 10- a; 11- l; 12- j; 13- i; 14- d

4.3 1- l; 2- f; 3- e; 4- k; 5- d; 6- j; 7- a; 8- h; 9- m; 10- b; 11- g; 12- i; 13- n; 14- c

Unit 7

BUSINESS NEGOTIATION

1.2

1. 'If a negotiation in India gets heated because of different objectives, avoid eye contact with your counterpart since it could be read as aggressive and disrespectful.'

This is not true. To the contrary, making eye contact conveys sincerity in India and might therefore help in this case.

2. 'Oral commitments can represent legally binding contracts in Germany.' This is true. Proving oral statements in court can be difficult, though, so the legal risk may not be high.  However, most Germans will expect all commitments, whether oral or in writing, to be kept.

3. 'Venezuelans communicate quite directly.  They will usually let you know right away if they don't like the terms and conditions of your proposal.'

This is true. Venezuelans tend to be more direct than other Latin Americans.

4. 'Decision-making in Ireland is often very quick, assuming you are dealing with the right person.'

This is true. Irish organizations are often very hierarchical, though, so verify first that you are indeed dealing with the decision maker.

5. 'The Chinese won't spend much time gathering and exchanging information since they are often eager to get started with the bargaining exchange.'

This is not true. Before the bargaining phase of a negotiation can begin, Chinese negotiators may spend considerable time finding out whatever they can about the other side. Normally, there won't be a lot of direct information exchange, though.

6. 'When making decisions, Brazilians usually look at the specifics of a situation rather than following universal rules.'

This is true. Unlike people in so-called 'universalist' cultures, for instance Americans or Germans, Brazilians tend to give more weight to situational circumstances.

7. 'Your opening offer with a Sweden negotiator should leave at least 30-40% bargaining room, since your counterpart will expect you to stay flexible and allow them to obtain 'a good deal'.'

This is not true. Most Swedes dislike bargaining and haggling. They expect you to open with an offer that is already in the ballpark of what you expect.

8. 'Negotiators in Israel often use silence as a pressure tactic to obtain further concessions.'

This is not true. Silence is rare in conversations among Israelis, and they usually don't use it as a tactic either.

9. 'In the Netherlands, a person sucking their thumb is signaling that he or she does not believe you.'

This is true. Almost everyone in the country will immediately understand this non-verbal message.

10. 'If a negotiation in Mexico gets stuck in a dispute over some detail, you may be able to resolve it quickly by appealing to the personal relationship you have with your counterpart.'

This is true. The strength of personal relationships is key when negotiating in Mexico, and it will be very important should conflicts arise.

11. 'Contracts in Saudi Arabia are expected to include lots of details and therefore often take a long time to create and agree on.'

This is not true. Saudis usually prefer contracts to be simple and high-level, since they consider them a mere formality.

12. 'In Japan, prices rarely move by more than 10-15% from initial offer to final agreement.'

This is not true. Although concessions may not be easy to get, prices may move by up to 40% or so during negotiations in Japan.

13. 'When visiting a potential business partner in France for the first time, do not bring a gift along as this could raise suspicion about your motives.'

This is true. It is advisable to refrain from any gift-giving until an agreement has been reached.

14. 'Aggressive or adversarial negotiation behavior in Russia indicates that your counterparts do not feel good about the relationship between you.'

This is not true. Although the strength of your personal relationship will have an influence, Russians may appear rather aggressive even when negotiating with someone they like and respect.

15. 'In Taiwan, it is strongly advisable to negotiate in a team rather than as an individual.'

This is true. Individuals negotiating in Taiwan enjoy less respect, may not be taken seriously, and may become 'easy prey' for a skilled team of Taiwanese negotiators.

16. 'Using English-language presentation material is ok everywhere in Canada, though Franco-Canadians may prefer to see some of it in French.'

This is not true. Many Canadian companies may require your material to be bilingual. In the Quebec province, this may even be required by law.

17. 'Bringing a legal counselor to business negotiations in Italy is a good idea because the country has a very complicated catalog of business laws.  Your local counterparts will likely also include an attorney on their side.'

This is not true. Your Italian counterparts likely interpret this step as a sign of mistrust on your side.

18. 'In Malaysia, written contracts are almost always kept since personal honor is a strong value in the country.'

This is not true. Similar to Koreans or Chinese, Malasians do not view contracts as continually binding documents. You as their contract partner will be expected to remain flexible if conditions change.

19. 'If your negotiation in South Korea reaches a critical point, it can be most effective to have a one-on-one conversation with the most senior local manager in order to resolve disagreements.'

This is true. Unlike in most other Asian countries where this approach is not promising, individual discussions may help establish agreement in South Korea.

20. 'In the United Kingdom, final decisions usually require top management approval.  That authority rarely gets delegated to others.'

This is true. While negotiating teams in the U.K. may appear consensus-oriented, they do not view decision-making a team sport.

2.3 1-b; 2-e; 3-c; 4-h; 5-a; 6-l; 7-p; 8-r; 9-v; 10-j; 11-t; 12-m; 13-i; 14-x; 15-d; 16-y; 17-n; 18-f; 19-u; 20-w; 21-s; 22-q; 23-o; 24-k; 25-g

2.4 1-to make decisions; 2- occurs; 3- problem-solving process; 4- joint decision; 5- identify issues; 6- bargain over the terms; 7- exchange; 8- expectation; 9- principal way; 10- problem-solving process; 11- procedures; 12- strategies

2.5 1- to settle an argument; 2- face-to-face; 3- parties; 4- ways; 5- persuasive tactics; 6- compromise; 7- outcome; 8- to reach agreement; 9- benefit; 10- applicable

2.6 1-uncontrollable; 2-ability; 3-reasonable; 4-inattention; 5-mutually; 6-consultations; 7-weakens; 8-argument; 9-inadmissible; 10-negotiations; 11-favourable; 12-decision; 13-representation

2.7 1-leverage; 2-improve; 3-diminish; 4-enhance; 5-cooperative; 6-competitive; 7-mediator; 8-adjust; 9-tactics; 10-compromise

3.1 1-to commit faith bargaining; 2-impetus to negotiate; 3-providing needed information; 4-exercising legitimate authority; 5-to terminate in agreement; 6-to mobilize public opinion; 7-negative consequences; 8-a judicial decision; 9-artificial deadlines; 10-conitued turmoil

3.2 1-Identifiable parties who are willing to participate; 2-Interdependence; 3-Readiness to negotiate; 4-Means of influence or leverage; 5- Agreement on some issues and interests; 6- Will to settle; 7- Unpredictability of outcome; 8-A sense of urgency and deadline; 9-No major psychological barriers to settlement; 10- Issues must be negotiable; 11- The people must have the authority to decide; 12-A willingness to compromise; 13- The agreement must be reasonable and implementable; 14- External factors favorable to settlement; 15- Resources to negotiate

3.3 1-T; 2-F; 3-T; 4-T; 5-T; 6-F; 7-F; 8-T; 9-T; 10-T

4.4

1. Know what you really want.

2. Know your opposition.

3. Consider the impact of timing and method of negotiation.

4. Prepare your presentation point by point.

5. Anticipate reactions, objections and responses.

6. Structure your presentation to ensure agreement on one or two points at the beginning of the negotiation.

7. Determine paybacks and consequences for each party in the negotiation.

8. Prepare options rather than ultimatums.

9. Get comfortable with silence.

10. Close all negotiations by clearly outlining agreement.

4.5

1. An oil and gas lease is a legal document that bids a mineral rights landowner.

2. The landman has established that the landowner possesses ownership of the mineral rights and the surface rights.

3. The landowner can and should thoroughly read the oil and gas lease, which is a binding contract.

4. The landowner of the mineral rights should look closely at the terms, both the primary and the secondary term, and the royalty.

5. Not all leases are written the same.

6.2 1-a; 2-b; 3-b; 4-c; 5-a; 6-c; 7-c; 8-b

T A P E S C R I P T

UNIT 1.

JOB HUNTING

4.3 How to Become an Expert in Oil and Gas Job Interviews

Looking for employment in the Oil and Gas industry is definitely a worthy experience, as the large range of positions are easily to be filled by many types of professionals. The oil and gas domain is a complex one, and you will be able to see this even in the types of interview formats and questions that you will experience while applying for a position.

Although many of the smaller oil companies have a recruitment process that can be classified as formal, others have begun to focus on the global aspect of the oil industry and adapt their recruitment techniques according to their worldwide practices.

The recruitment process is very different from the traditional one that included the application form and the interview. The applicants are grouped under the supervision of a moderator and they are given complex tasks to solve.

Such techniques are used by Shell, and the tasks include creating viable solutions to problems that relate closely not only to the oil and gas processes, but also to the economy or environment of the area in question. This type of selection techniques will give the employers the possibility to observe how the applicants deal when confronted with complex problems that can occur in their position, but also how motivated are they and their ability to manage in a stressful situation.

The oil and gas companies have adapted their selection techniques according to their needs and objectives, but the final goal is the same: to form a highly professional team of oil and gas employees. Before you decide which company is the best for you to build a solid career in the Oil and Gas industry, you should know that a little research can work wonders on your selection process.

The first step you should do when preparing for a job interview for an oil and gas company is to find out more information about the basic sectors and operations in the Oil and Gas industry. The amount of information available on the topic is vast, including books, publications such as the Oil and Gas Journal or The Internet. It is the best way to be prepared for any kind of questions or case scenarios that the employer might try to surprise you with, and you will demonstrate your profound knowledge on the inside mechanisms of the oil industry. You will also find who the major players of the Oil and Gas industry are and which company is the best working environment to build a solid career.

After the company has approved your application, you should consider the next stage of the job interview as the only occasion for you to sell yourself and to find out more about the employing company. Focus on demonstrating the employer that you can be an asset to his company, by bringing on board a productive and ambitious team player.

Consider the fact that the employers prefer 'people persons', and you should mention that you are a communicative person and you can reason with people on various levels. In fact, he will be able to observe this from the interview, so the manner you handle contact with the interviewer is very important.

Even if you are nervous and you think that you might not be accepted, consider the fact that usually, employers tend to choose the person that fits the company, instead of the most qualified applicant.

• Be confident, happy and full of energy;

• Be interested in finding more information about the company.

You can pass any job interview if you will consider following the next set of tips:

• Arrive at the company earlier, maybe 10 or 15 minutes earlier. In order to achieve that, make sure you allow time for any traffic problems. In case you are late apologize briefly and don't offer any excuses, because you shouldn't have any.

• Don't go at the interview if you are tired; yawning and lacks of energy don't make god impressions.

• The handshake should be firm. If you are nervous and your hands are sweaty, you can run some cold water over them and wipe them with a napkin.

• Make sure you choose the appropriate clothing for the position you are applying for. A suit might be great for an accountant position, but not for a driller position.

• Be prepared with useful information about the company and the oil and gas industry and you will build an interesting conversation with the interviewer.

• Turn off the cell phone. No one likes to be interrupted by their sound, especially the interviewer.

• Avoid excessive hand gestures or other nervous habits (like playing with your hair or chewing your nails).

• Speak clearly and try to avoid using words like 'hmm' or 'ah', that could leave the impression you don't know what to respond.

• Think before you speak, especially if you like chatting. The interviewer doesn't need to know what movie you have seen last night.

• Be confident when it comes to your skills and what you can do for the company.

• Maintain a positive attitude.

• Don't hesitate in asking questions about the company. If you don't have any, think of some. The employers appreciate the real interest in the company and the operations they perform, and will consider that you could fit into the company.

• At one point, you can open a discussion about the wages or benefits they can offer you, especially if you are a graduate.

• You can offer to provide them more references about your skills and experience.

Now that you know what you should do during the job interview, maybe some possible questions about the oil and gas jobs might prepare you better regarding the informational aspect of the interview.

Those questions can easily match many of the Oil and Gas sectors, and the only thing you must to is consider any questions related to the specific company you are applying for. You can use them successfully for asking your interviewer details about the company and show that you are really interested in building a career in the oil industry.

1. Can you specify some of the consequences of the mergers and the restructuring of the staff on your company's profile?

2. What is the career development of your employees that started a similar position five or seven years ago?

3. What are the methods used by your company to maintain a permanent development in the oil and gas field?

4. How would you describe your company's most competitive advantages?

5. How do your business units cooperate in order to operate at a maximum efficiency?

Now that you have put your interviewer on the spot, it will eventually be your turn to be 'grilled'. You can use those questions to get an idea about what the interviewer will ask you. There will also be questions that will refer specifically to the position you are applying for.

1. What are your goals on a long term period and on a short one regarding your career?

2. Why have you chosen the Oil and Gas industry to build a career?

3. Have you ever used your persuasion skills in order to achieve your goal? If you had, describe the situation.

4. Have you ever been involved in a project that required working with people that came from different backgrounds? Describe the experience.

5. Can you describe me a situation that required you to use your skills in order to prevent a possible conflict?

Now that you have seen how a job interview could develop for an oil and gas position, we strongly advise you to pay attention to the information above and use it properly in order to start your oil and gas career with the right step.

(from: http://www.cvtips.com/career-choice/how-to-become-an-expert-in-oil-and-gas-job-interviews.html)

UNIT 2

THE ART AND SCIENCE

OF RESUME WRITING

4.3 The important things necessary for a petroleum engineer.

First impressions last. That’s why your CV is the most important part of the recruitment process. It sells you to your potential employer. So, you should take extreme care in preparing a CV that will be a professional presentation of your qualifications. A good CV promotes the skills, knowledge and experience an applicant can bring to a job.

If you are interested in the position of a petroleum engineer remember that engineers manage the process of bringing oil and gas from reservoir to surface.

The main tasks of the petroleum engineers are:

• to analyse data from geophysical surveys, mud loggers and other sources to build up a picture of the strata from which oil is to be extracted;

• to build computer-based models of oil fields;

• to analyse whether an oil field is economic;

• to liaise with other companies that are sharing the costs and profits of each development.

The key skills are:

• good mathematical and analytical abilities;

• supervisory skills, to manage employees and contractors working on oil platforms;

• three-dimensional visualisation ability;

• computer literacy, to use modelling software;

• excellent verbal and written communications skills for meeting, reports, negotiations, etc.

That is why first of all make sure that u have the necessary knowledge and skills to take this position.

(from: http://www.worldwidelearn.com/online-education-guide/engineering/petroleum-engineering-major.htm)

4.5 Mandy Dunwoody on important things on a graduate cv.

Employers are looking for graduates who match their needs. So the most important thing you can do when applying for any graduate job is to read the vacancy advert carefully.

To sell your attributes to graduate recruiters effectively follow the guidelines.

1. There are no hard and fast rules, but most graduates’ CVs are made up of the following sections (not necessarily in this order):

• personal details

• education

• work experience

• specific skills (such as languages or IT)

• interests and activities

• referees.

2. Graduate employers may get bored if your CV is longer than two pages. Beware of listing lots of information vertically.

3. Busy employers may not make it to the second page of a graduate-job hunter’s CV if there’s nothing that interests them on the first. So cover the most relevant thing you have to offer (perhaps your degree or work experience) early in your CV. This often means listing information in reverse-chronological order.

4. Don’t forget to mention if you worked in a team on a project and how big the team was?

5. Transferable skills, such as organisation, teamwork and time-management, are important, but always use evidence to back up your claims, rather than simply listing lots of skills. Use proactive words, such as negotiated and organised, to explain your role in different activities.

6. The information in your graduate CV should be consistent and presented in clear, distinct sections. Make your CV easy to read, there is a 90% chance recruiters will review your resume on a PC monitor. Check and double check for spelling and grammatical errors (don’t rely on a computer spell checker). Avoid using all capital letters; you never see all capitals used in corporate documents, newspapers or magazines because it is very difficult to read, and most employers will not accept CV in this format. Use A4 good-quality white or off-white paper and present each page on a different sheet of paper, not back to back.

(from: http://www.get.hobsons.co.uk/advice/job-applications)

UNIT 3

COMPANY AND ITS ACTIVITY

4.2 Oil companies

Marathon Oil Corporation is a fully integrated oil and natural gas exploration and production company with operations in the United States and around the world. Operating across the globe, Marathon applies innovative technologies to discover and develop valuable energy resources, markets and transports its own and third-party natural gas, crude oil and products manufactured from natural gas, such as liquefied natural gas and methanol, primarily in the United States, Europe and West Africa. The Company also holds ownership interests in both operated and non-operated oil sands leases in Canada.

Shell Oil Company is a multinational oil company which is amongst the largest oil companies in the world. Approximately 22,000 Shell employees are based in the U.S. The head office in the U.S. is in Houston, Texas. Shell Oil Company, including its consolidated companies and its share in equity companies, is one of America’s largest oil and natural gas producers, natural gas marketers, gasoline marketers and petrochemical manufacturers.

TNK-BP is a leading Russian oil company and is among the top ten privately-owned oil companies in the world in terms of crude oil production. The company was formed in 2003. The shareholders of TNK-BP also own close to 50% of Slavneft, a vertically integrated Russian oil company. 

TNK-BP is a vertically integrated oil company with a diversified upstream and downstream portfolio in Russia and Ukraine. The company’s upstream operations are located primarily in West Siberia East Siberia, and Volga-Urals. 

TNK-BP is headquartered in Moscow and is governed by a multinational management team with experience of working in over 50 different countries. It employs approximately 63,000 people, mostly located in eight major areas of Russia and Ukraine.

Though Gazprom is not an oil-producing company, it totally controls another “overwhelmingly” important natural resource – gas. Gazprom is the world’s largest gas company focused on geological exploration, production, transmission, storage, processing and marketing of gas and other hydrocarbons. 50, 002% of Gazprom’s stake belongs to the Russian government.

Today the company possesses the richest gas reserves and it controls 20 percent of world gas-production. Gazprom exports gas to 32 countries and takes steps to expand its positions at the world market.

The headquarters of the company is located at Nametkina Street 16, Moscow.

4.4 BP plc

Over the past 150 years, oil companies and prospectors have drilled more than two million wells around the world in hopes of striking oil. Many of the early wells turned out to be dry. We use sophisticated technologies and tried-and-true techniques to find oil and gas under the earth’s surface. More recently, scientific techniques and new technologies have greatly improved the odds. Before we put drill to soil or the seabed, we use typographical maps, aerial photography, sound waves, 3D projections and other tools to help us form an educated guess about the size, shape and consistency of the oil or natural gas that lies underneath.

We build large and resilient production platforms and use new technologies to reach as much oil and gas as possible. After we’ve established that there are large quantities of oil or gas (or both) at a drilling location, this site is known as a field. The next step is to plan and build a production facility, taking environmental, social and logistical factors into account. Out at sea, we build oil or gas platforms which are strong and steady enough to cope with the amounts of oil and gas to be extracted, the depth of the water and the harshness of the climate or underwater environment. Over the decades-long lifespan of most production facilities, chances are new technologies will help us reach deeper and deeper into reservoirs, helping us to extract more of the resources within it.

We build and maintain pipelines and operate a fleet of large tankers and ships that transport oil and gas worldwide. Most of the world’s known oil and natural gas supplies are a long way away from the places where these resources are the most in demand. Even land-based production facilities may be many kilometres from the closest refinery or distribution terminal. We transport crude oil in two main ways: pipelines and shipping. The choice depends on each project’s logistics, economics and location, as well as environmental considerations. Meanwhile, arranging to get large amounts of oil, gas and energy products to all the places where they are needed is a steady and demanding job in itself.

At service stations, ports and airports around the world, our fuels and motor oils help keep the world in motion. Whether you are driving, flying or taking that cruise of a lifetime, BP may have provided the fuel that makes your trip possible. If you’ve received goods or bought products that came from a long way away, our fuels and lubricants may well have powered the ship or aircraft that delivered them. At service stations we offer fuels and lubricants, including the Castrol line of motor oils, with a range of benefits to engines and the environment. And our retail shops and cafes offer people lots of convenient and delicious reasons to stop. For the motoring enthusiast, the environmentally conscious driver, the airline executive, the shipping administrator, the mechanic, the hungry, the bored and those who are simply out of fuel – we’ve got something for you.

The world is set to continue to grow – growth that will be reliant upon the provision of energy from both traditional sources and increasingly from new, alternative energies and technologies. BP Alternative Energy are investing in new ways of providing energy – from innovative new solar and wind businesses to advanced biofuels and clean energy technologies such as the capture and storage of carbon dioxide from traditional fossil fuels. Next time you turn on a light switch, consider this: power plants produce twice as much carbon dioxide as all the world’s transport put together. This means the electricity we use at work, home and school may be one of the most significant contributors to global warming.

We try to work in ways that will benefit the communities and habitats where we do business – and earn the world’s respect. Finding oil and gas can take years. So can building facilities to extract it. Production can run for decades. And some of the new and renewable energy sources we’re developing may not reach common usage until well into this century. In other words, we have a long-term commitment to the communities we work within. As such, we recognise a responsibility to create more than quick revenues from our investments. We also recognise the need to constantly look at and improve our own organization. So, for example, we work to rigorous health and safety standards and hold all our employees to a global code of conduct. We hold all new projects to a set of environmental requirements. And we encourage each other, the people who work for BP, to raise any concerns they have about the business.

(from: http://www.bp.com/sectiongenericarticle.do?categoryId=9021489&contentId=7039991)

UNIT 4

COMPANY CULTURE

4.2 Benefits of a Good Company Culture

Because the company culture influences everything and everyone in it, a well-developed company culture creates positive changes across the board. Managers who have developed their company culture report improvements in many areas, including:

Productivity

A well developed culture gives dramatic, sustained increases in productivity and performance. A 10% increase is minimal. I had one client where productivity doubled in 18 months. While you can expect productivity to rise to somewhere between these two points, continuous improvement is the norm. Theoretically there is no limit—if you keep working on the culture.

Morale

High morale is a key to success. It is closley connected to trust, purpose, team loyalty, pride, and faith in the leadership—all qualities that improve as the culture develops.

Costs

Employees know cost control is important. As the culture builds, people take responsibility for costs. With widespread focus, administrative and operating costs drop well below industry norms.

Profits

Often the underlying reason for improving the company culture is profits. Because the developing culture creates across-the-board improvements, increased profits are inevitable.

Supply Chain

Supply chain efficiencies depend very much on cooperation between multiple functions and levels. As the culture develops, relationships, cooperation and communications improve. The supply chain becomes more efficient and streamlined.

Injuries and Claims

This is a complex area, closely related to attitudes and relationships. As people see each other in new ways, lost-time injuries and worker’s compensation claims drop. Sometimes this is quite sudden and dramatic. See the million hours without a lost time injury described in Example—A Plant Turnaround.

Insurance Rates

Along with a safer workplace, with fewer injuries and claims, come lower insurance rates.

Customer Service

As the culture builds, managers learn to better manage the quality of everyone's experience, inside the company, and with outsiders such as customers, clients, suppliers, and other corporate entities. Customers who like you, return more often, buy more, and recommend you to others.

Retention

When you have a great place to work—where people can satisfy their needs—they just don't want to leave.

Absenteeism

It is common sense that there will be less absenteeism when people like their jobs. They also develop a new attitude towards their fellow workers and to the problems that their absenteeism creates for them.

Recruiting

A well-developed company culture, clearly stated in promotional materials, is a powerful recruiting point. Companies with an open, participative workplace, where people enjoy working, and have broad opportunities for growth and creativity, attract top candidates.

Employee Morale

At the root of morale are trust, a clear purpose, team loyalty and support, and faith in leadership and the success of the organization. These increase as the culture develops.

Employee Motivation

When people can fulfill their desires around work they are highly motivated.

Union-Management Relations

You will see a move away from adversarial relationships and towards cooperation. You will have few grievances and low workers compensation costs. I have clients where grievances dropped to zero.

Openness to Change

A striking increased openness to change and the desire to make things work. As trust and responsibility increases, employees initiate significant improvements in operations.

Involvement

When the leaders show that they want everyone involved, people step forward in creative and productive ways.

Leadership

Developing the culture trains managers in people leadership skills and gives them a clearer sense of their role. Many managers say that the culture development process was the most important experience in their career.

Meetings

With improved openness and trust, people participate more in meetings so they become more energetic, focused, and creative.

Mergers

Smoother mergers and acquisitions, with higher success rates. People get involved and make them work. See Mergers.

Cooperation

By definition, a developed culture increases cooperation, collaboration, and motivation.

Teamwork

Expect improved teamwork and communication between people, divisions, and levels.

Relationships

The culture change process improves relationships between people, levels, and departments.

Responsibility

Problems are solved where they happen, or by those affected. They are not passed up to management.

Satisfaction, Happiness, Joy and Pleasure

Last but perhaps most important, there are few things more satisfying than being part of a well-developed company culture. It is a real pleasure working in an organization where people enjoy each other. Satisfaction and happiness go hand-in-hand with improved performance.

(from: http://www.companyculture.com/basics/benefits.htm)

4.3 Larry Boyd, Senior Geological Specialist

AJM Petroleum Consultants is one of the most highly regarded petroleum evaluation firms in the industry. We take a personal approach to providing high quality, accurate reserves and resource valuations for clients in Western Canada, North America and around the globe.

These same characteristics have also made us one of the most successful employers in the industry, attracting interested applicants from junior, intermediate and senior levels of engineering and geology.

During my 30 years in the industry, I've talked to other consulting firms, where they work quite intensely for a short period of time, and then nothing. At AJM, pace is constant all year round, which is great. I like the people I work with and the variety of work. It really charges me up when I meet new people and do new projects.

4.4 Andrew Botterill, Supervisor, Evaluations

At AJM, we respect your hard work and your life. Here, your work will challenge you without sacrificing your personal time. You will be recognized for your contribution and encouraged to expand your expertise. You will have opportunities to learn and acquire new skills while developing strong personal relationships.

When I first started at AJM, I thought it’d be a great place to start my career, learn about the oil industry and then head out from there. But everyday I see more and more potential for a good career right here. I’ve only been out of school for five years and I already see a career path in front of me. That’s pretty valuable, especially since it’s something I can envision and enjoy.

4.5 Debbie Horbachewski

The culture of our company focuses on core values. Here are some of the common traits that reflect our values and make this a great company:

• Recognizing that our employees are our greatest asset.

• A sense of urgency and purpose in meeting customer expectations.

• A source of innovation encouraged by career development and utilization of technology.

• Ethical behavior- doing the right things in compliance with the law and policy.

• Teamwork- working with others towards a common goal.

• Striving for safety- achieving the common goal of our employees, their families, and our customers by providing a safe environment to work in and to visit.

• High standards of consistently providing a quality product as well as quality service for both internal and external customers.

• Communications - fair minded, open, and honest.

• Mutual respect - treating others the way we want to be treated.

• Valuing the input of others.

• Being considerate of the environment and of our communities.

• Keeping our commitments.

• The importance of work-life balance.

Striving for excellence and improving personal performance.

UNIT 5

PRESENTATION

4.1 Presentation Techniques

Most presentations would be so much better if they were prepared more thoroughly. About 95% of how well your presentation goes is determined before you even start.

Besides, it’s extremely important to adapt the style of your presentation to your audience. You need to know not only why you are there, but why they are coming, what knowledge they have, what they expect, how old they are.

Moreover, a good oral presentation is well structured; this makes it easier for the listener to follow.

Basically there are three parts to a typical presentation: the beginning, the middle and the end (or introduction, body and conclusion). We are going to look at each part in turn and present the language needed to express both the structure and the content.

The beginning of a presentation is the most important part. It is when you establish a rapport with the audience and when you have its attention.

In English-speaking countries it is not uncommon for the speaker to begin with a joke, an interesting statement or fact made to surprise or provoke in order to gain the audience's attention, to make people want to listen, to feel relaxed, to get them warmed up and even to introduce the subject. This may or may not be appropriate in your country; you are probably the best judge. Certainly humour is difficult to convey and would not be appropriate in all contexts.

A good technique is to try to get your audience involved in your talk either by asking direct or rhetorical questions. Ask for a show of hands for example, in response to a question or, present information in such a way that the audience can identify with it. You can give an anecdote, unusual or surprising facts, or an illustration from real life could be employed here.

4.2 The dOs and don'Ts of Oral Presentations.

The following are some "DOs" and "DON'Ts" for good oral presentations:

"DOs"

• Prepare an audience analysis.

• Organize the presentation to flow from one section to another.

• Prepare and rehearse the presentation.

• Visit the room where the presentation will be given ahead of time.

• Tell the audience in the introduction your subject, who you are, and your qualifications to speak about the subject.

• State your main ideas at the beginning.

• Provide adequate support for your ideas.

• Integrate relevant, supportive, and attractive audio-visual aids into your presentation.

• Use words that express your ideas clearly.

• Use acceptable language, pronunciation, and enunciation.

• Dress appropriately.

• Avoid distracting body movements.

• Maintain eye contact with the audience.

• Display enthusiasm and genuine concern for your subject.

• Use appropriate tone.

• Use transitional devices, words, and phrases coherently.

• Allow time for a question/answer period.

• Answer questions credibly. If you don't know, say so.

• Start and stop your presentation on time.

"DON'Ts"

• Don't be late for the presentation.

• Don't be afraid to pause and take a deep breath or two before you begin (or during your presentation, if required).

• Don't speak in a monotone or mumble.

• Don't read your notes.

• Don't sit or lean on the desk or lectern.

• Don't sway or rock in place.

• Don't pace back and forth.

• Don't avoid eye contact.

• Don't use technical terms unfamiliar to your audience provide clear explanations and definitions.

• Don't hold the pointer when you're not using it (but don't forget where you placed it, either).

• Don't stand in front of your visual aids.

• Don't leave the overhead projector, slide projector, etc. on if the screen will be blank.

• Don't leave a visual aid in place that is no longer relevant to the current topic.

• Don't forget that giving presentations is hard, but necessary if you are to be an effective communicator.

• And don't forget to have a bit of fun-you don't have to be boring.

(from http://www.etsu.edu/scitech/langskil/oral.htm)

4.4 Team Building in Oil and Gas Companies

Good afternoon everyone. Thank you for your coming today. I'd like to start by introducing myself. I am a manager of the Vam Oil and Gas Company, a global oil and gas producer and provider with 95,000 employees in nearly 130 countries worldwide. We deploy our technological expertise and capabilities to help meet world energy demand for current and future generations. We are also a world-class chemical manufacturer.

Today I’m going to talk about the problem of team-building in our company.

In particular there are three main points in the presentation. I will begin by considering the definition of team building and methods of developing an effective team. Secondly I will look at some problems of teamwork. Lastly, I want to show the ways of these problems solution.

Now let us turn to the first point.

Team building is improving team performance by developing teamworking skills by using any appropriate method. The term team building generally refers to the selection, development, and collective motivation of result-oriented teams. Team building is pursued via a variety of practices, such as group self-assessment and group-dynamic games, and generally sits within the theory and practice of organizational development.

The process of team building includes clarifying the goal, building ownership across the team and identifying the inhibitors to teamwork and removing or overcoming them, or if they cannot be removed, mitigating their negative effect on the team.

Team Building is a coverall term given to methods of developing an effective team.

The methods of doing this vary widely, and include:

• simple social activities – to encourage team members to spend time together;

• group bonding sessions – company sponsored fun activities to get to know team members;

• personal development activities – personal change applied on a group level, sometimes physically challenging;

• team development activities – group-dynamic games designed to reveal how individuals approach a problem and how the team works together;

• psychological analysis of team roles, and training in how to work better together.

Well, having looked at the definition of team building and methods of developing an effective team, I’d like to turn to some problems of teamwork.

There is a range of debates concerned with the negative features of teamworking. The move to teamwork in industry and services has led to a greater amount of peer pressure. Studies carried out in our company showed that team members pressure each other into working harder. Some scientists go into questions of bullying and of surveillance. This had led to a debate on the regulation of teamworking and the need to establish rules and procedures regarding its development and boundaries.

As team grow larger, the skills and methods that people require grow as more ideas are expressed freely. Managers must use these to create or maintain a spirit of teamwork change. The intimacy of a small group is lost, and the opportunity for misinformation and disruptive rumors grows. Managers find that communication methods that once worked well are impractical with so many people to lead.

Ok, that covers the main idea concerning the problems of teamwork. The final question that I am going to consider is the ways of these teamwork problems solution.

The principal aim of team building is to identify and remove personal and cultural problems that may prevent a group from achieving its goals. Work should not be the main focus. Any event that deals with work-related issues, even outside the workplace, is not a true teambuilding exercise. Team building in our company is centered on social events, which enable members to get to know each other away from the work environment. It could be a simple lunch or barbecue, an outing, a sporting activity or something more ambitious. This can be a good way of bringing a team together and the fun element often makes a valuable contribution to team spirit. Small changes to work practices can also help. Such measures could include regular communication or newsletters, a temporary exchange of jobs among members and an open-door policy practiced by senior members. Many firms take a more scientific approach and assess how members work together in the most effective way. This can be an excellent means of helping employees understand how their colleagues think, why they approach situations in a certain way and how they would react to issues or events. Such insights help neutralize the inevitable tension in a team and provide a powerful tool for conflict management. The level of understanding gathered through this approach contributes more effectively to team building than any number of social events.

In my opinion, the importance of having a good team that works together well cannot be underestimated. Belonging to a team is a result of feeling part of something larger than yourself. A unified approach will help an organization accomplish overall objectives.

In a team-oriented environment members will use individual strengths to contribute to the overall success of the organization. When team members are confident not only within their roles, but within themselves and the concept of working as a team, the team can start to move mountains.

In conclusion I would like to say that there are many ways and activities that oil and gas companies can undertake to build their own teams.

I would like to finish by reminding my main points. Firstly I considered the definition of team building and methods of developing an effective team. Secondly I touched upon some problems of teamwork. Lastly, I dealt with the ways of these problems solution.

Well, that is all. That’s all I wish to say, thanks for listening, and I’d be happy to answer questions.

UNIT 6

TELEPHONE CALLS

3.2 (1)

3.2 (2)

(from Telephoning in English)

3.4

CONNECTING TO AN EXTENSION

3. (1) – Wrong number

3.6 (2) Making and confirming arrangements

(from Telephoning in English)

UNIT 7

BUSINESS NEGOTIATION

4.3 Why parties refuse to negotiate

Even when many of the preconditions for negotiation are present, parties often choose not to negotiate. Their reasons may include:

• Negotiating confers sense and legitimacy to an adversary, their goals and needs;

• Parties are fearful of being perceived as weak by a constituency, by their adversary or by the public;

• Discussions are premature. There may be other alternatives available--informal communications, small private meetings, policy revision, decree, elections;

• Meeting could provide false hope to an adversary or to one's own constituency;

• Meeting could increase the visibility of the dispute;

• Negotiating could intensify the dispute;

• Parties lack confidence in the process;

• There is a lack of jurisdictional authority;

• Authoritative powers are unavailable or reluctant to meet;

• Meeting is too time-consuming;

• Parties need additional time to prepare;

• Parties want to avoid locking themselves into a position; there is still time to escalate demands and to intensify conflict to their advantage.

(from http://www.au.af.mil/au/awc/awcgate/army/usace/negotiation.htm)

4.4 The Top 10 Keys to Successful Negotiation

Hardly a day passes that we are not involved in some type of negotiation. This negotiation may be as simple as attempting to convince a friend to see the movie we choose or as complicated as negotiating a percentage of a business offering or mediating a labor dispute. At any rate, effective negotiation is an art... one that requires preparation and practice in order to be successful. Consider these ten tips for preparing for negotiation and improve your odds for a win-win resolution.

1. Know what you REALLY want.

Many people enter negotiation only to find they did not have a clear desired outcome defined in their own mind. Write down your desired outcome as concisely as possible and use this outcome as the center point of your preparation.

2. Know your opposition.

Learn as much as possible about who you are negotiating with, what they want, their strengths and weaknesses, and their likes and dislikes.

3. Consider the impact of timing and method of negotiation.

Whenever possible, negotiate face to face. It is easier to say NO over the telephone and in writing. Initiate the negotiation process so that you have the advantage of preparation and timing.

4. Prepare your presentation... point by point.

Outline your presentation carefully. Place emphasis on benefits to the other party.

5. Anticipate reactions, objections and responses.

If possible, brainstorm with others who have had similar negotiations to get a jump on what to expect. For each objection or reaction, list positive responses, alternatives and examples that counteract the negatives.

6. Structure your presentation to ensure agreement on one or two points at the beginning of the negotiation.

For example, "I think we can agree right away that we have a problem and that we both/all want to resolve it." Initial agreement on minor issues or points early on in the negotiation process sets a positive atmosphere for agreement in later, more significant stages.

7. Determine paybacks and consequences for each party in the negotiation.

A clear understanding of paybacks and consequences makes it easier to determine when and how to make concessions and when and how to stick to your requirements and requests.

8. Prepare options rather than ultimatums.

An ultimatum should be used only as a last resort when you are sure you can back it up and the other party knows you can back it up. Even then, in virtually every negotiation there are options and alternatives that reduce defensiveness and lead to positive resolution for all parties.

9. Get comfortable with silence.

Many negotiators feel compelled to jump in with arguments and comments each time there is a pause in the interaction. Practice holding back on comments and responses. Silence can be a very powerful negotiation tool.

10. Close all negotiations by clearly outlining agreement.

When agreement or conclusions have been reached and you are ready to end your negotiation, review the agreement that has been reached. Then, end your negotiation on a positive note... commending those involved and emphasizing the progress made.

(from http://www.paragonventures.com/top10negotiate.htm)

4.5 Oil and Gas Lease Negotiation Portions of the oil lease that are commonly negotiated

An oil and gas lease is a legal document that binds a mineral rights landowner. There is nothing simple about negotiating an oil and gas lease. Usually the landowner is approached after the landman, a key representative of a production company, has done the basic work of establishing the geological formations, researching the local area and lease ownership. The landman establishes the rate of production for other existing wells in the area. The landman has established that the landowner possesses ownership of the mineral rights and the surface rights.

The landman for the oil company has found other companies with possible trades and agreeable to joint ventures. Whenever the landman approaches the landowner, all the basic groundwork has been established. The landman brings the lease to be signed.

The landowner can and should thoroughly read the oil and gas lease, which is a binding contract. If there are items or proposals in the lease that the landowner does not agree with, then those clauses should be discussed and possibly changed or adjusted. Oil and gas companies write leases that are beneficial to the oil and gas companies.

The landowner of the mineral rights should look closely at the terms, both the primary and the secondary term, and the royalty. The royalty can and is paid in many different ways. Landowners can look at what the royalty percent is and how often paid.

Simply asking one's neighbor about their agreement-lease may not be any real advantage. The neighbor may not have taken time and effort to research the terms and clauses and just accepted the lease as presented. Not all leases are written the same, therefore the landowner's neighbor may have a somewhat different lease.

Negotiating a fair and equitable oil and gas lease requires research and sometimes having an attorney sit in on the negotiations.

(from: http://www.oil-gas-leases.com/oil-gas-lease-negotiation.html)

1. Рейчел Армитаж-Амато Курс делового английского языка / Учебное пособие. – М: ООО ТД «Издательство Мир книги», 2009. – 192с.

2. Adrian Wallwork Business Options Student’s Book. – Oxford University Press, 2009. – 189p.

3. B. Jean Naterop and Rod Revell Telephoning in English. – Cambridge University Press, 2008. – 124p.

4. Bob Adamas The Complete Resume and Job Search: Book for College Students. – ADAMS PUBLISHUNG Holbrook, Massachusets, 2006. – 227p.

5. Lin Lougheed Business Correspondence: A Guide to Everyday Writing, Second Edition. – Longman, 2007. – 149p.

6. Thomas Noble Improving Negotiation Skills: Rules for Master Negotiators. - http://library.findlaw.com/2001/Jan/1/130785.html

7. http://ubsjournal.com/business-startup/953-letter

8. http://www.answers.com/topic/the-british-petroleum-company-plc

9. http://www.ehow.com/how_11174_leave-phone-message.html

10. http://www.thefreelibrary.com/Cobra+Oil+%26+Gas+Co.+Enters+Into+Letter+Of+Intent+With+Enercor,+Inc....-a0202193607

11. http://www.quintcareers.com/employer_corporate_culture.html

Учебное издание

Пчелинцева Ирина Геннадьевна

Чумакова Анна Викторовна

BUSINESS ENGLISH

FOR OIL AND GAS STUDENTS

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