Video Tasks

Task I. Answer the questions:

1. What three decisions has the board arrived at?

2. What is Chapman’s last point?

3. What advantages, according to Parker, will Kamakura get from collaboration with Visitron?

4. According to Parker, what final threat can Visitron make in its negotiations with Kamakura?

5. What is the alternative to the strategy suggested by Parker?

6. How is the team divided concerning the negotiation strategy?

7. Who is going to lead the negotiations?

Task II. Listen and fill in the gaps with the right words:

Yes, but let’s not …………………… ourselves here. Let’s just look at what’s in it for them. They get into Europe. They get ……………………….. technology. They stop a damaging ……………………….. in one of their main markets. If that’s not enough, we can always ………………. to sell the licences to the…………………

Task III. Study Parker's annotated copy of the agenda and answer the questions:

1. What decisions have been taken on item I of the agenda?

2. What are the main problems that have emerged from item II of the agenda?

3. What are the main problems and opportunities that Parker sees in item III?

4. What decisions has Parker taken about Visitron's negotiating team? What are his decisions based on?

5. How have Visitrons collaboration plans changed?

From: HP. Tо : R.H. / D.H. / D.C. Subject: Management Meeting 17/8 Agenda - R.H. to revise I Press release - R.H. - mention HHS - give first half figures II Revised R&D programme - D.C. - 111m over 3 years - finance III Strategy and action plan potential bid - !* profit targets - 75m shortfall by 2000 original collaboration plans - NO! current collaboration options - via global j.v. finance strategy - offer HHS - keep R&D Item III decisions 1. Reopen negotiations with К 2. Global link-up against H 3. Long-term = HHS and 4th sector programme * R.H. to lead N.B. separate D.C. and D.H. ! Restrict D.C. in negotiations

Task IV. You've been given a task by the board to analyse the strengths and weaknesses of Visitron and Kamakura. Write a report with a comparative analysis and your conclusions.

Communication Tasks

Task I. Translate the following expressions into Russian, memorise them:

4.1 Signalling the close (Signal completion of business or time constraints to justify ending)

I'd like to wind the meeting up now.

I think that's as far as we can take it today.

It's time we finished.

We're running out of time.

………………………………………………………………………………………………………………………………………………………………

4.2 Summing up (The summary is the final ‘packaging’ of the meeting’s achievements. Give clear signals and enumerate the points)

Let me summarise what we've agreed.

Let's go over what's been decided.

Let me recap on what we've decided.

………………………………………………………………………………………………………………………………………………………………..

4.3 Raising final questions (The chair should provide an opportunity for final remarks)

Does anybody have anything else to say?

Is there any other business?

Has anyone got any further points to bring up?

………………………………………………………………………………………………………………………………………………………………..

4.4 Making a final point (Final interventions may be tactically important because they are remembered)

Can I just say one final thing?

May I bring up the question of ……………..before we end?

Could I just remind you all about..................... ?

………………………………………………………………………………

4.5 Suggesting and recommending (Suggestions for implementation of decisions usually end the meeting)

I believe we must...

I recommend that...

I propose that...

………………………………………………………………………………

4.6 Ending the meeting (Signal the close clearly and elegantly)

I suggest we finish.

Can we end here?

OK, let's call it a day.

………………………………………………………………………………..

Task II. Find in the unit phrases indicating the above-mentioned steps.

Task III. Fill in the gaps with appropriate phrases, reproduce the dialogue

• All right, I think we've found a good solution to the problem of price. (Developing an argument). Can we discuss the results of our market research? I don't think that market researches can be of any importance for our company. I've never trusted them.

• (Forcing the issue).

• Well, in general, the results are quite pleasing. But (presenting a counter argument) the market changes so quickly that we cannot rely on these results only.

• (Disagreeing politely but firmly). We have very experienced specialists who are able to give very reliable forecasts. So let's consider the possibilities of expanding our market share. (Identifying a course of action).

• First, we must differentiate our product range and second, our capacity must be increased.

• Yes, but how are we going to finance this expansion?

• (Dealing with interruptions). As the results show, the demand for our production's growing. So (suggesting and recommending) we take a loan from the bank. If there are no objections, (signalling the close) . (Raising final questions) .

• (Making a final point) . I think, besides the loan, we can also try to economise on our transportation costs. By my estimations, they can be cut at least by 3 %.

• I'd go along with that. Now, (summing up). One, we work on product differentiation. Two, we increase capacity. Three, to finance that we take a loan and cut our transportation costs. If there is no other business, (ending the meeting) .

Task IV. Your R&D department has developed a state-of-the-art technology, which can bring you huge profits in future. But at the moment you find it difficult to transfer this technology into real products as you are short of money. You are going to hold a meeting where you'll discuss possible ways of finding the finance.

1. write an agenda of the meeting

2. hold the meeting.

Note, that not less than three options of financing the programme should be considered during the meeting. Besides, each of the members should use not less than five phrases from the language frame of all the four units!