7.Translate into English using the active vocabulary.

1. Щоб донести своє повідомлення до читача вам треба використовувати просту мову.

2. Чому слід уникати довгих речень?

3. Що може багато виявити про особу, яка пише листа?

4. Я би хотів, щоб ви показали мені зразок листа.

5. Щоб швидко поширити інформацію, часто пишуть електронні листи.

6. Будучи відносно дешевим але ефективним засобом спілкування, електронні листи стали дуже популярними у міжнародному діловому світі.

7. Як вони звертаються до свого начальника?

8. Пишучи діловий лист, вам треба дотримуватисяналежного формату.

9. Дотримання належного формату і тону ділового листа є дуже важливим для вашого бізнесу.

10.Я хочу, щоб мої гроші пішли на благодійність.

Unit 3

BUSINESS COMMUNICATION

MEETINGS

Learn the active vocabulary of the Unit and be ready to use it in your further work.

crucial to call a meeting to hold a meeting to appoint time limit chairperson to chair to take minutes agenda to stick to item

to take/to make decisions in advance solution to a problem action plan key to success consensus to take vote casting vote dramatic growth to vary to range

to lose the point tocreate opportunities to fail (to do sth) objectives pork to take into account warnings to give tips to misunderstand confusion to be guilty of

Pre-reading task.

1. Complete the chart. Mind the difference between past simple and past participle.

infinitive	past simple	past participle
To base To share To present To know To appoint To invite To send To take To give To make

2. Translate the following phrases. Think of more sentences to illustrate the difference.

1. The manager presented his report…

2. The report presented by him was ….

3. I sent the telegram…

4. The telegram sent yesterday was about…

3. Read text a and translate the sentences containing -ed forms in different functions. Text a Make meetings work for you

Meetings are central to most organisations - people need to know what their colleagues are doing and then take decisions based on shared information and opinions. How well you present yourself and your ideas, and how well you work with other people, is crucial to your career.

Meetings are of different types:

• Work meeting;

• Staff meetings;

• Team meetings;

• Management meetings;

• Board meetings;

• One-to-one meeting;

• Status meetings.

Running a Meeting

If meeting is to be productive, it should have a clear and stated purpose that all the participants know and understand. Meetings called on a routine basis tend to lose their point. It’s better to wait until a situation or problem requires a meeting. If in doubt, don’t waste time having one. You should appoint a chairperson who manages and controls the meeting.

If you are sure a meeting is the solution to the problem, circulate a memo several days in advance specifying the time and venue (place), objectives, issues to be discussed, other participants and preparation expected. You must write an agenda, or a list of items to be discussed.

Meetings should be held in the morning, if possible, when people are usually more alert, and should last no more than an hour. If more, you have to schedule breaks into the agenda. You don’t need to invite all the important staff members to every meeting, six is the optimum number of participants for a good working meeting. Inviting the whole department increases emotional undercurrents. You should send other senior staff members the minutes, or summary of the important points. You don’t have to include everything that was said at the meeting. However, you need to include actions, decided upon at the meeting. A successful meeting always leads to action. Decisions should take up the bulk of the meeting minutes, including the name of the person delegated to each task, and a deadline for its completion. You have to attach a time limit to each point, otherwise there is a risk that some of the items will not be dealt with at all. Circulate the minutes after the meeting and again just before the next one.

Encouragement helps create a relaxed and productive atmosphere. Do not single out any individual for personal criticism. Save critical moments for a private occasion.

If you are talking for more than 50 per cent of the time, you’re dominating the meeting. The key to success is keeping control.

Attending the meeting

All the people concerned should prepare for the meeting and come to it with ideas to contribute. However informal the meeting, it always pays to prepare a few key points in note form to put across or discuss. If you’re unprepared, you will not be able to concentrate on what your colleagues are saying and others are less likely to listen to you because you will sound hesitant or won’t feel confident.

Arrive early and sit close to the chairperson to ensure that you aren’t ignored. If you’re late, apologize and find a seat quickly and quietly.

Good meetings give you a feeling that something important has been accomplished. After a bad meeting you actually don’t know why you have attended it.