- •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
1 Dealing with conflict
Match the word on the left to the correct meaning on the right.
1. compromise a. pay special attention to something
2. consider b. think carefully about something
3. focus on c. agree on less than you really want/a middle position
4. resolve / solve (a problem) d. explain
5. have a break in a meeting e. find a solution to a difficulty
6. delay a meeting to a future date f. adjourn
7. say what you mean g. postpone
2 Rejecting proposals
Which of the following words indicate rejection is coming? Mark them with an R (rejection). Mark the others with an A (agreement).
1. Unfortunately... 7 It's a pity, but ...
2. Sadly ... 8 We don't think ...
3. We regret that ... 9 We cannot possibly ...
4. I'm pleased to say ... 10 I'm sorry, but ...
5. Fortunately ... 11 It's possible that ...
6. I'm afraid... 12 Happily ...
3 Ending the negotiation – without agreement
Choose words from the box to complete the following sentences.
proposal reach unfortunately possibly agree postpone success but regret compromise |
1. _______ on this occasion we cannot _______ agreement.
2. I'm sorry we cannot _______ accept this _______.
3. We _______ that an agreement is not possible today.
4. Perhaps if we _______ a decision we can agree in the near future.
5. It's been an interesting meeting _______ we have not been able to _______.
6. We have tried to find a _______ but it seems without _______.
Summary Units 1-3
In business, you don’t get what you deserve, you get what you negotiate. What is Negotiation?
In simplest terms, negotiation is a discussion between two or more disputants who are trying to work out a solution to their problem. This interpersonal or inter-group process can occur at a personal level, as well as at a corporate or international (diplomatic) level. Negotiations typically take place because the parties wish to create something new that neither could do on his or her own, or to resolve a problem or dispute between them.
Types of negotiations
When parties negotiate, they usually expect give and take. The disputants will either attempt to force the other side to comply with their demands, to modify the opposing position and move toward compromise, or to invent a solution that meets the objectives of all sides.
There are three main types of negotiation:
The win-win format: two parties try to find a mutually beneficial agreement and establish the basis for a lasting relationship.
Both teams look more for independent advantage with less emphasis on a long-term relationship.
The win-lose format: when two sides see their counterparts as opponents.
Planning negotiations
Effective planning is crucial to meeting negotiation objectives. If the parties are to reach a stable agreement, specific events must take place before the parties ever come to the table.
Parties must frame the problem, and recognize that they have a common problem that they share an interest in solving. The way in which parties define the problem can shape the rest of the planning process.
In the early stages of framing, negotiators must also determine their goals, anticipate what they want to achieve, and prepare for the negotiation process. The combined list of issues and priorities from each side determines the negotiation agenda.
After assembling issues on an agenda, the negotiators must prioritize their goals and evaluate the possible tradeoffs among them. Work out what you can concede. Find something in the deal that for you will not be important but for your counterpart may be of significance. This will be like gold to you! A 'sweetener' can be what clinches the bargain in your favour. Save this item for the final offer you make.
Know yourself. Know your own weaknesses. If you are a more gentle personality your natural aversion to conflict may toss you into concessions that aren't necessary! If this is you, learn about yourself and take counter action. If you are overly stubborn and never give way to minor points, know this about yourself. Your stubbornness, holding out for 100% your own way, may cause you to lose a really great deal!
Negotiators should also be aware of the underlying interests and goals of the other side. Planning involves assessing the other party's priorities and interests and trying to get a better idea of what that party is likely to want. Negotiators should gather background information about the other party's current needs, resources, and interests. Negotiators should be aware of the other party's negotiation style, reputation, and the strategy and tactics they commonly use. Don’t forget the cultural peculiarities of the other side!
Planning for negotiation also involves the development of supporting arguments. Negotiators must be able to present supporting facts and arguments, anticipate how the other side will respond to these arguments, and respond to the other party's claims with counter-arguments.
Work out different scenarios ahead of time. Being caught by surprise will NOT strengthen your position! Think through all the different possibilities which may eventuate and plan for each and every one of them. It is useful to brainstorm and write down on a piece of paper what could possibly happen. For example, if they said, "XYZ" - I would respond with, "ABC". This way you can be prepared for just about anything that may happen.
Have an exit strategy. If everything goes against you, you will be saved by your contingency planning! If you don't feel in control, stop talking. Immediately!!! Make sure you are listening to the other person. If you are doing most of the talking the chances are you are doing most of the conceding. Offer to break the meeting and reconvene at another time when you have been able to consider what has already been put forward.
Set up the negotiation meeting itself, if this is appropriate. If you can choose the time and the place, you can add further control over the tone of the meeting.
Invite the other party to the negotiation meeting.