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Файл:Английский язык. Учебное пособие по деловой коммуникации для студентов бакалавриата, обучающихся по направлению 38.03.01«Экономика», профили «Мировая
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— being a good listener
— physical appearance
— a sense of humour
— grammatical accuracy
— not being afraid of making mistakes
— an awareness of body language
What other factors are important?
3. Complete this talk by a communication expert with
the verbs from the box
digress, interrupt, explain, engage, clarify, confuse, ramble
Good communicators really listen to people and take in what
is said. They maintain eye contact and have a relaxed body language, but they seldom …1… and stop people talking. If they
don’t understand and want to …2… something they wait for a
suitable opportunity.
When speaking, effective communicators are good at giving
information. They do not …3… their listener. They make their
points clearly. They will avoid technical terms, abbreviations or
jargon.
If they do need to use unfamiliar terminology they …4… by
giving an easy to understand example. Furthermore, although
they may …5… and leave the main point to give additional information and details where appropriate, they will not …6…and
lose sight of their main message. Really effective communicators who have the ability to …7… with colleagues, employees,
customers and suppliers are a valuable asset for any business.
READING I
1. Before reading the text match the following words
and collocations with their defi nitions
1. allot a. Cause (something) to happen by
necessity or force.
2. accountability b. Delaying or delayed beyond the
right or expected time; late
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3. pinpoint c. To give something, especially a
share of something available, for
a particular purpose
4. enforce d. Continuing at tedious length
5. distraction e. A thing that prevents someone
from concentrating on
6. tardy f. Following a course that is likely to
achieve what is required.
7. bookend g. The fact or condition of being responsible
8. long-winded h. The basic element
9. stray i. Find or identify with great accuracy or precision.
10. on track j. Move away aimlessly from the
right course or place.
2. Skim the fi rst part of the text and write in the number
of the paragraph that deals with each of the following topics
Make everyone responsible.
Understand the needs, behaviours and schedules of em-
ployees.
Make the meeting actionable.
Create an agenda, and stick to it.
Create consequences (and rewards) for meeting attend-
ance.
Put bookends on the meeting.
Implement the “two pizza” rule.
7 Secrets of the Most Productive Meetings
Waldorf, Md.-based Heather R. Huhman is a career expert,
experienced hiring manager and president of Come Recommended, a content-marketing and digital-PR consultancy for
job-search and human-resources technologies.
32
During a busy workweek, the last thing any manager needs
is a wasted hour due to an unproductive meeting.
Managers need to make every minute count. According to
a March 2012 survey by Salary.com, 47 per cent of workers say
their biggest waste of time at work is attending too many meetings.
When done well, meetings can be extremely productive and
accomplish a lot in a limited amount of time. Here are seven secrets of highly productive meetings:
(1) Meetings often take away valuable time from workers,
decreasing their productivity. When planning meetings, understand employees’ schedules and workload for the week.
According to research done in 2009 by WhenIsGood.net,
a service that aids in choosing optimum event times, the best
time of the week for a meeting is 3 p.m. on Tuesdays. That’s
early enough in the week that the meeting won’t interfere with
deadlines.
(2) Agendas should include step-by-step details for the
meeting — including specifying the time for questions. Even if
a detail seems obvious, include it on the agenda so that every
attendee can be on the same page. Make sure each item on the
agenda is clearly described and allotted a time frame. Skipping
an item on the agenda is OK; adding to the agenda during the
meeting is not.
(3) Successful Fortune 500 companies such as Apple and
Google have the mechanics of running a productive meeting
down to a science. How so? These employers assign every employee a responsibility at a given meeting.
Adam Lashinsky, author of Inside Apple: How America’s
Most Admired -- and Secretive -- Company Really Works, discovered that Apple builds accountability during meetings by creating a “directly responsible individual.” This person is tasked
33
with items on the agenda that he or she is responsible for during
the meeting.
Apply a similar concept: For example, the meeting chair
should require employees to report on their accomplishments for
the week, no matter how big or small. This way, each employee
is involved and more accountable for his or her work.
(4) Amazon CEO Jeff Bezos developed a strategy for making sure the right people attendance meetings. For managers to
build productive teams, the team should be small enough where
it only takes two pizzas to feed every person involved.
Managers can apply this theory to pinpoint the right people
to invite to meetings. Instead of holding one large meeting every
week for the entire staff, set up smaller groups to meet (perhaps
determined by departments) and invite only key employees to
attend.
(5) When employees show up late for meetings, it can make
the meeting last longer than needed and increase distractions.
To ensure everyone shows up on time for meetings, enforce
consequences for attendance.
First, create a strict start time for the meeting. For example,
let’s say the meeting takes place every Tuesday at 3 p.m. If employees arrive exactly at 3 p.m., they will be marked tardy. Any
employee who is marked tardy will have to stay after the meeting
to clean up.
Employees who show up early can be rewarded with having
the fi rst choice on a new project, for example.
(6) At the end of the meeting, require every attendee to share
what they learned and their new goals in a 30-second recap.
This helps the meeting chair fi nd out what information attendees
retained and whether a certain topic needs more clarifi cation.
Meeting leaders can also ask a series of questions at the
end of each meeting to fi nd out what each attendee learned.
Here are some examples:
34
“What do you plan to accomplish in the next week?”
“What information from this meeting will you relay to your
team?”
“Name one valuable thing you learned from this meeting.”
(7) Every meeting should have a clear start and end time to
ensure the meeting doesn’t stray from its goals. Start and end
times allow meeting chairs to keep attendees on track and decrease room for unnecessary chatter or long-winded, repetitive
discussions.
Ultimately, productive meetings must be well-planned and
focused on a goal. By getting the right people on board and
promoting timely yet engaging discussions, the productivity of
meetings will be greatly improved.
What are your best tips for creating a productive meeting?
https://www.entrepreneur.com/article/234430
3. Scan the text to fi nd information of the following as-
pects
a. Research by the Internet site
b. Time management
c. Two world known companies’ strategies
d. How to build a productive team
READING II
1. Read the text and say what are the two views of the
summit meeting?
TWO VIEWS OF THE SUMMIT MEETING; MORE TO TALKS
THAN MEETS THE EYE
Roy Denman
I worked once for a man to whom juniors would come seeking approval for journeys to foreign capitals. He would receive
such applications with a wrinkle of distaste and would silently
35
point to a poster on his offi ce wall. The poster dated from World
War II, when everything in Britain from travel to food was restricted. It read, ‘’Is your journey really necessary?’’
Are economic summit meetings really necessary? There are
several answers. One is the value of personal contact and discussion. More fundamental is the increasing need for the major
industrialized countries to consider the international impact of
their domestic decisions.
But two things have to be clear. The fi rst is that the eco-
nomic summit conference is not an institution. It is not empowered like the Security Council to take decisions in the United
Nations framework. The second is that, while a frank discussion
of the aims and priorities of others can be genuinely useful, sensational decisions cannot normally be expected. To anticipate
the problems of the world being solved with clockwork regularity
every 12 months in two days of talks by a restricted number of
industrialized countries is to ask too much of political reason and
human nature.
How can we evaluate against this background what came
out of the Bonn summit meeting on economics and trade?
France’s President Francois Mitterrand is being portrayed as
blocking the start of a new trade round. This is very far from the
truth. Jacques Delors, the president of the commission of the
European Communities, and President Mitterrand were referring
with clarity and consistency to the E.C. declaration on a new
trade round hammered out in 10 hours of discussion by the E.C.
Council of Ministers in Brussels on March 19. This declaration
explicitly favoured a new round of trade talks.
For it to be a success, several things are needed. One is a
recognition that money cannot be separated from trade. When
I attended my fi rst GATT trade round in 1950, many tariffs were
up to 50 and 60 per cent and exchange rates were fi xed under
the Bretton Woods agreement. With successive trade rounds,
however, tariffs have melted like snow in the sun. In the United
States and the E.C., the industrial tariff averages 4.5 per cent.
Now, exchange rates, which can vary by more than 10 per cent
in a month, are more important than tariffs.
36
This is not to say that the E.C. believes in a return to Bretton
Woods and fi xed exchange rates. But we do believe that more
can be done - as agreed at Versailles and Williamsburg - to improve international monetary cooperation in parallel with actions
to liberalize trade.
Two other parallel actions seem to us to be desirable. One
is the avoidance of new trade restrictions and a rolling back of
existing ones. The other is a genuine opening of the Japanese
market. These are not cunning preconditions. They are simply
common sense. In a world of crazily fl uctuating exchange rates,
huge new trade restrictions and a closed Japanese import market, the prospects for a new trade round would be about as good
as those of a frame house caught in a Texas tornado.
THEN there are the mechanics of starting a new round. I
participated in the last three GATT trade rounds, starting in 1960
and fi nishing in 1979. Any veteran of this entertainment knows
that for the show to succeed you fi rst have to be clear on the
agenda and participation. There is no substitute for consensus,
particularly from the developing countries, which account for
two-thirds of the membership of GATT. This is the real problem
- not setting a date.
Contrary to many reports from Bonn, the European Communities are not opposed to negotiations on agriculture. But it
wants agriculture to be part of a balanced package. The community is not prepared - neither is the Reagan Administration - to
sell its farmers down the river. The E.C. has remained over the
last few years the American farmers’ best customer - the United
States’ trade surplus in farm goods with the E.C. was $3.6 billion last year. We have reduced or are intent on reducing further
fi nancial support for our farmers. So there is scope for genuine
negotiation, provided agriculture is not singled out.
The economic part of the summit discussion was described
by Mr Delors as the best of the fi ve such summit meetings he
had attended because it went to the root of the economic problems of each participant. Instead of speaking in bland generalities, the participants set out what they thought they could do to
sustain non-infl ationary growth and lower unemployment.
37
For example, the E.C. has agreed to complete establishment of a genuine single market for labour, goods, services and
capital; to reinforce our technological and industrial cooperation,
and to reinforce the European monetary system. We think this
program will be a powerful stimulus to European growth.
The Bonn summit meeting was better than some have given it credit for. There will be a new trade round. There will be
growth, less infl ation and less unemployment. The summit talks
spoke of ‘’a partnership of North America, Europe and Japan as
a guarantee of peace and stability in the world.’’ Is this not better
than the shrieking nationalism of the 1930’s and the Holocaust
that followed?
http://www.nytimes.com/1985/05/12/business/two-views-ofthe-it-meeting-more-to-talks-than-meets-the-eye.html
2. Are the following statements in reading passage 3
right, wrong or not given?
1. Economic summit has authority to take part in political
regulations.
2. In the summit urgent problems cannot usually be solved
effi ciently.
3. People do not come up with earth-shattering decisions
due to the limited number of countries they present.
4. Sometimes due to the human factor participants are mis-
understood.
5. Summit participants try to make decisions concerning
problems round the clock.
3. Choose the appropriate letters A-D
When the author says: ‘Money cannot be separated from
trade’ that means that:
A. Concession leads to success.
B. Money makes trade.
C. Flexibility is of high importance in business.
D. Money makes the world go round.
38
4. The economic part of the summit discussion was described by Mr Delors as the best of the fi ve such summit
meetings he had attended because:
A. of the mutually profi table result.
B. all the speakers made the decision collectively.
C. problems were regarded profoundly.
D. reinforcement of the European monetary system led to
the economic growth.
5. Find words or phrases in the text, which mean the
following:
a. given (someone) the authority or power to do something;
b. a basic structure underlying a system, concept, or text;
c. causing great public interest and excitement;
d. regard as probable; expect or predict;
e. very regularly; repeatedly and predictably;
f. stability and logic;
g. laboriously worked out in detail;
h. in a clear and detailed manner, leaving no room for confu-
sion or doubt;
i. remove or loosen restrictions on;
j. support;
k. generalising;
l. strengthen.
6. Answer these questions in groups of three
1. What views are considered in the text?
2. Are economic summit meetings really necessary? What
arguments are described in the text? Prove your own point of
view.
7. Summarize the text.
39
LEXIS
1. Match the vocabulary with its defi nition
1. Absent A. To close a meeting
2. To Accomplish B. To assign roles or tasks to certain
people
3. To Address C. To deal with; speak about
4. To Adjourn D. Not present
5. Agenda E. Thinking to gather ideas
6. To Allocate F. List of objectives to cover in
a meeting
7. Brainstorm G. To succeed in doing something
______________________________________________
______________________________________________
8. To Collaborate H. To begin
9. To Commence I. Private; not to be shared
10. To Comment J. To assign
11. Confi dential K. To work together as a pair or
group
12. Deadline L. To make something happen;
follow through
13. To Designate M. To express one’s opinion or
thoughts
14. To Implement N. Due date for completion
__________________________________________________
__________________________________________________
15. Mandatory O. Goals to accomplish
16. Minutes P. On time; not late
17. Objectives Q. Required
18. Punctual R. To fi nish
19. To Recommend S. Raised hands to express an opinion in a vote
20. Show of hands T. Plan to make something work
21. Strategy U. A written record or everything
said at a meeting
22. To Wrap up V. To suggest
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