- •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
The negotiating process
After small talk to establish a good rapport, both groups normally present their opening position. However, stratagies and tactics have been prepared and there is usually room to maneuver. Parties willprepare an ideal position but will be prepared to make concessions and move to a fallback position to meet the required conditions. Proposals and counter-proposals will be made as part of this process. It may also be necessary to identify and overcome obstacles to a settlement. After a great deal of bargaining or haggling, both parties should compromise without losing face. Finally, a deal will be reached and a contract will be signed.
Opening
The purpose of the opening stage of negotiation is to position yourself and your needs, letting the other party know what you want, both as a outcome and in the process of negotiation
If you open first, then you are showing a lead and forcing the other person to follow.
If you open second, then you have the opportunity to respond to whatever the other person says.
At the opening stage:
Create a positive atmosphere quickly.
Respect cultural expectastions of behaviour.
Establish a framework: agenda, procedure, roles.
Agree a timetable.
Establish a framework: agenda, procedure, roles.
Stress common interest.
During the negotiation
Listen and clarify the objectives of the other party.
Check to make sure they understand you.
Focus initially on areas of agreement.
Make constructiveproposals.
Be clear, firm and to the point.
Handle conflict positively.
Be creative and flexible when bargaining.
Reach a position of mutual advantage.
Ending the negotiation
Summarize and agree the deal.
Clarify future responsibilities.
End positively.
After the negotiation
Recognize success.
Learn from failure and improve for next time.
Build up and extend a new relationship.
Some golden rules
DOS |
DON`TS |
|
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Useful Expressions Negotiating at a glance
Opening |
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Greetings |
Welcome to… It’s good to see you. |
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Introductions |
I think you have met… |
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Small talk |
So, how was the trip? Can I get you something to drink? |
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Establishing a framework: agenda, procedure, roles. |
OK. Shall we get started? To begin, we should agree an agenda. May I suggest that we….OK? Just to clarify roles… As for timing, I hope we can finish by… If you have nothing to add, we can move on to outlining our position. |
|
First moves |
||
Establishing positions. |
The main objective of today’s meeting is to… To begin, I would like to review the background up to to day. OK. Let now turn to our objectives to day in more detail. Just interrupt me if you want to clarify anything. Basically, we would like to…/It is essential for us to… Futhermore…/In addition… How does that sound? Any questions? OK. Can we now hear from your side? |
|
Questions |
Could we just clarify one thing? |
Sure. Of course. |
How important to you is…? |
This depends on several factors. |
|
So, if I understand you correctly, you would like… |
Yes, although let me clarify one thing… |
|
Bargaining |
We propose… |
OK. From our point of view… |
We would be willing to…if… |
I think we could go along with that provided that… |
|
That is out of the question. |
The major obstacle seems to be… |
|
What do you think is reasonable? |
Well, so long as you….then we could… |
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We can agree to that. |
Great. I think we are making progress. |
|
Agreement and close |
||
Summarising |
I think we have a deal! Can I just run over the main points of the agreement? We have agreed to… We will…at a later date. Is that correct?/Do you agree? |
|
Agreeing a deal |
OK. We can draw up a contract next week. |
|
Ending |
It just remains for me to say thank you for coming. I think we have a good deal and a basis for a long term relationship. I look forward to the next meeting. For now we can finish here. |
Supplement File Cards
File card 17 A
Team A: Coen Brothers. You are representatives of Coen Brothers, manufacturers of prefabricated industrial buildings. You are planning to launch a major sales drive in Italy, a new market for your company.
The market. The Italian market for prefabricated industrial buildings is very competitive, and since you are based in London and the Netherlands you have transport costs to add to your manufacturing costs. However, you know that on average your prices are 10% lower than Italian competitors, though at the top of your product range, your prices are a little higher than the average, but the quality is also better.
The product. Your buildings are highly functional, and can be adapted to a range of industrial needs. They are built according to strict Scandinavian design quality and use the best available materials. You supply all materials. You also take care of the actual construction, including connections for electricity, water systems, insulation and heating. You can also supply the buildings at finished quality, in other words, fully decorated according to the customer's wishes. Different qualities are available: basic, standard and ultra, which includes a full range of services at residential quality. |
File card 18 A
You are a sales representative for an advertising consultancy. You are responsible for selling perimeter advertising for sports arenas in Italy. You sell 25 metre electronic advertising at Italian Serie A (first division) football matches.
Notes: You have no space on the halfway line (middle of the playing area) in January and February. A deal must be for a minimum of 10 flashes per match. |
File card 19A
You represent an international company with business links in Tokyo. You urgently need to buy a brand-new luxury apartment in Tokyo's Shinjuku district.
You could spend up to ¥250m, but you would prefer to spend only about ¥l50m because you would also like to buy a second, smaller apartment in Hachioji - but this is not essential.
Notes:
|
File card 20 A
Situation 1 You work for a translation agency. You can translate legal contracts into any language:
Situation 2 You are in Hamburg. You urgently need to rent four vans from a local car and van rental company:
Situation 3 You are the Conference Organiser for Lake View Hotel. You rent conference space:
|
File card 17 B
Team B: Fratelli Taviani. You are representatives of Fratelli Taviani, an Italian agricultural feeds manufacturer. You have a meeting with Coen Brothers, a London-based Anglo-Dutch company.
Your requirements. You need to build a new office and storage buildings at your Asti plant in Piedmont, in Northern Italy. There are many suppliers of prefabricated industrial buildings. You need two standard-quality storage buildings with electricity, water and air-conditioning systems. You also need an office building of the highest quality. You expect to have the buildings decorated at extra cost by a local decorator. You want the buildings to be supplied and erected within 30 days, but you could allow 60 days.
The market. You would like to use a local supplier, Daniele Edili, who supplied some of your existing buildings. Unfortunately they are on average 10% more expensive than Coen Brothers. Coen products are also better quality. On the other hand, Coen is a new company and you need assurances on their quality and ability to meet deadlines. |
File card 18 B
You represent an international fashion house with a major youth market, especially in Italy and Spain. You want to advertise at Italian Serie A (first division) football matches. You have a budget of $10,000. You would like the following:
|
File card 19 B
You represent an international property company. You are selling luxury apartments in Tokyo.
Costs: Shinjuky district ¥100m to ¥200m Ueno ¥70m to ¥80m Hachioji ¥60m Chofu ¥80m
Notes:
|
File card 20 B
Situation 1 You want a legal contract translated into English:
Situation 2 You are a car and van rental company in Hamburg:
Situation 3 You want to rent conference space at the Lake View Hotel:
|
Contents
Module 1 Meetings 4
Unit 1. What makes a good meeting? 4
Quick Communication Check Unit 1 14
Unit 2 Sorry to interrupt, but... 16
Quick Communication Check Unit 2 24
Unit 3 What do you mean by...? 26
Quick Communication Check Unit 3 35
Quick Communication Check Units 1-3 36
Summary 38
Supplement 1 Minutes Taking 43
Supplement 2 Conference Game 47
Supplement 3 File Cards 50
Module 2 Negotiations 56
Unit 1 Know What You Want 56
Quick Communication Check Unit 1 64
Unit 2 Getting what you can 65
Quick Communication Check Unit 2 74
Unit 3 Not getting what you can 75
Quick Communication Check Unit 3 86
Summary 87
Supplement File Cards 93
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