- •Іноземна мова (англійська мова) методичні вказівки
- •0305 Економіка та підприємництво та
- •0306 Менеджмент і адміністрування
- •Module 1 Meetings
- •1. What is a meeting? Here are some statements about business meetings:
- •2. Use the following phrases to give a definition of a business meeting:
- •3. What kinds of meetings are there? What does it depend on? (Consider the number of people, people present, formality, time)
- •4. As we can see, meetings come in all shapes and sizes. Meetings also fall into several categories.
- •1. What makes a good meeting?
- •1. What makes a good meeting?
- •3. Structure
- •4. The Process
- •2 Chairing a meeting
- •2. Listen again, paying attention to the role of the chair in the discussion.
- •3. Suggest phrases which could be used by a chairperson in the following situations in a meeting.
- •C hairperson p articipant
- •3 Establishing the purpose of a meeting
- •2. In pairs, prepare a brief opening statement by the chair to introduce the meeting above:
- •1. Meetings vocabulary 1
- •2. Meetings vocabulary 2
- •3. Meetings vocabulary 3
- •4. Chairing a Meeting
- •1 The structure of decision making
- •1. Read the following extract and answer these questions.
- •3 Interrupting and handling interruptions
- •2. Listen again. Number the following interrupting phrases in the order in which you hear them.
- •4. Interruptions can have different intentions:
- •5. There are different ways of handling interruptions.
- •6. Use the skeleton outline on the next page to recreate the entire dialogue with a partner.
- •Introduction – for all participants
- •1. Stating opinion
- •2. Asking for opinion
- •3. Interrupting
- •4. Handling interruptions
- •1 Asking for and giving clarification
- •2 Delaying decisions
- •1. Listen once. Choose the correct answer from the alternatives given.
- •2. Below is part of the tapescript that you have heard. Use your own words to complete the phrases, all of which suggest that a decision needs to be delayed, or more time is needed.
- •3 Ending the meeting
- •1. Read the following text and identify:
- •3. Think about the recording you have just heard. Do you think this ending follows the rules suggested by Haynes above? Suggest ways that this ending could be.
- •I n pairs use the outline below to create a chair's closing remarks for a meeting. To make this more realistic, add names and other details as required. Practice your closing remarks together.
- •1 Asking for and giving clarification
- •2 Delaying decisions
- •3 Ending a meeting
- •1. Six Tips for More Effective Meetings
- •1) Don't Meet
- •2) Set Objectives for the Meeting
- •3) Provide an Agenda Beforehand
- •4) Assign Meeting Preparation
- •5) Assign Action Items
- •6) Examine Your Meeting Process
- •Meetings
- •Structure
- •Chairperson
- •Effective Meetings –Guidelines for Meeting Minutes Formal Meeting
- •The Situation
- •Role a
- •Worksheet
- •Module 2 Negotiations
- •2 Preparation for a negotiation
- •2. Match each of the four aspects of good preparation on the left with why important on the right. If in doubt, check your answer by listening again recording.
- •1 Look at the cartoon and think about these questions.
- •3 Making an opening statement
- •2 Listen again. Complete the following phrases from Stella's opening statement.
- •3 Compare Stella Weng’s opening statement with the situations you made at the beginning of a negotiation.
- •1 Suggest phrases for each of the following at the beginning of a negotiation.
- •2 Try to bring all the phrases above together in a single opening statement.
- •1 Negotiations vocabulary
- •2 Preparing for a negotiation
- •3 About the opening statement
- •1 Bargaining and making concessions
- •1 Read the following extract. According to the writer, are these statements about negotiating true (t) or false (f):
- •2 Read the text again. Identify the following:
- •4 Listen again. Identify examples of language used to link agreement on one issue to agreement on a different issue. Complete the blanks in the sentences below:
- •1 Bargaining and making concessions
- •2 Accepting and confirming
- •1 Types of negotiator
- •2. Dealing with conflict
- •1. Read the text on the next page. How many ways are suggested to reduce conflict in a negotiation?
- •2. Match each of the following to a phrase in the text with a similar meaning:
- •3 Listen to a recording of five different statements. All of these are ways of dealing with conflict. Match each statement with one of the following strategies.
- •4 In pairs, use the given cues to suggest a response to the statements.
- •3 Rejecting
- •2 Complete the following phrases with suitable words. If in doubt, listen again to the last two responses in Exercise 1 above.
- •3 Match a phrase on the left with a phrase on the right which could be used in a similar situation.
- •4 Ending the negotiation
- •1 The words below offer a clear indication of the result of a negotiation. Work with a partner and decide which of these words would indicate a positive outcome and which a negative outcome.
- •1 Dealing with conflict
- •3 Ending the negotiation – without agreement
- •Summary Units 1-3
- •In business, you don’t get what you deserve, you get what you negotiate. What is Negotiation?
- •Types of negotiations
- •Planning negotiations
- •The negotiating process
- •Useful Expressions Negotiating at a glance
- •Методичні вказівки
- •0305 Економіка та підприємництво та
- •0306 Менеджмент і адміністрування
Structure
Meetings generally follow a more or less similar structure and can be divided into the following parts:
I - Introductions
Opening the Meeting
Welcoming and Introducing Participants
Stating the Principal Objectives of a Meeting
Giving Apologies for Someone Who is absent
II - Reviewing Past Business
Reading the Minutes (notes) of the Last Meeting
Dealing with Recent Developments
III - Beginning the Meeting
Introducing the Agenda
Allocating Roles (secretary, participants)
Agreeing on the Ground Rules for the Meeting (contributions, timing, decision-making, etc.)
IV - Discussing Items
Introducing the First Item on the Agenda
Closing an Item
Next Item
Giving Control to the Next Participant
V - Finishing the Meeting
Summarizing
Finishing Up
Suggesting and Agreeing on Time, Date and Place for the Next Meeting
Thanking Participants for Attending
Closing the Meeting
Chairperson
Here are some golden rules for a Chairperson on how to prepare and run effective meetings.
Preparation for meetings
Decide objectives.
What type of meeting (formal or informal, short or long, regular or a "one time," internal / external information giving / discussion / decision making)?
Prepare an agenda (list the items to review/discuss/inspect).
Decide time / place / participants / who must attend and who can be notified of decisions.
Study subjects for discussion.
Anticipate different opinions.
Speak to participants.
Be sure that the Secretary
Obtains agenda and list of participants.
Informs participants and checks:
room, equipment, paper, materials.
refreshments, meals, accommodation, travel.
Be sure that Participants
Study subjects on agenda, work out preliminary options.
If necessary, find out team or department views.
Prepare own contribution, ideas, visual supports, etc.
During the meeting
Start and end on time.
Introduce objectives, agenda.
Introduce speakers.
Define time limits for contributions.
Control discussion, encourage ideas from all the participants.
Summarize discussion at key points.
Impose control on strong personalities.
Ensure that key decisions are written down by the secretary.
Ensure that conclusions and decisions are clear and understood.
Define actions to be taken and individual responsibilities.
Tips
Don't Meet. Avoid a meeting if the same information could be covered in a memo, e-mail or brief report.
Set Objectives for the Meeting. Before planning the agenda, determine the objective of the meeting. You should be able to define the purpose of the meeting in 1 or 2 sentences at most. "This meeting is to plan the new marketing campaign" or "this meeting is to review shipping's new policy for handling returns." That way everyone knows why they are there, what needs to be done, and how to know if they are successful.
Provide an Agenda Beforehand. Your agenda needs to include a one-sentence description of the meeting objectives, a list of the topics to be covered and a list stating who will address each topic for how long. Follow the agenda closely during the meeting.
Assign Meeting Preparation. Give all participants something to prepare for the meeting, and that meeting will take on a new significance to each group member.
Assign Action Items. Don't finish any discussion in the meeting without deciding how to act on it.
Examine Your Meeting Process. Don't leave the meeting without assessing what took place and making a plan to improve the next meeting.
Golden rules for participating
Do
read the agenda before and bring supporting documentation.
speak with sufficient volume and clarity for everyone to hear you.
respect and support other speakers: develop their ideas.
be flexible and willing to improvise.
listen and check to ensure you understand.
give direct replies: don’t digress.
Don’t
leave meetings to make ‘important’ phone calls.
interrupt too much or disagree too strongly.
react personally to difference of opinion.
use over-complex language.
pretend to understand.
leave the meeting without clearly understanding the decision.
Supplement 1 Minutes Taking