Engleza in Afaceri.doc

8/21/2019 Engleza in Afaceri.doc

1/293

SUMAR

1. Socialising 1. The Impact of Culture on Business2. Telephoning2. Telephoning across cultures3. Presentations3. Planning and preparation4. Image, impact and making impression5. The presentation. The end of the presentation4. Meetings

!. Preparation for meetings". Participating in meetings#. $nding the meeting5. Negotiations1%. &no' 'hat (ou 'ant11. )etting 'hat (ou can12. *ot getting 'hat (ou don+t 'ant6. Management

13. hat is management-14. T(pes of managers15. The management process1. anagement le/el and skills7. ompanies an! organisations1!. Compan( structure1". The e0ternal en/ironment of organisations". Pro!#ction an! pro!#cts

1#. ustintime production2%. Products and rands $. Mar%eting& a!'ertising& promotion21. The centralit( of marketing22. o' companies ad/ertise23. The four maor promotional tool1(. Mar%et str#ct#re an! competition24. arket leaders, challengers and follo'ers25.Takeo/ers, mergers and u(outs

2. Profits and social responsiilit(

3


2/293

11. Mone) an! *inance2!. 6 histor( of mone( 7 'hat makes the 'orld goes round2". The profits of laour 2#. 6ccounting and financial statements3%. $0change 8ates12. +an%ing an! ta,ation31. T(pes of anks32. 9pening an account and means of pa(ment33. Banking 7 &e( 'ords and sentences34. Ta0ation and ho' to a/oid it13. Stoc% mar%et35. :tocks and shares3. Bonds

3!. ;utures, options and s'aps• )lossar(• Cheia e0erciaura? Barghiel, irginia?

ollinger, 6le0ander 7 Coresponden


3/293

• 8oland, arieClaude? ast)rand, artha 7 C En limaengle@D, un pas spre angaare, $ditura Teora, Bucureti, 2%%%

• =a(an, 6.? >indsa(, ..? anakie'ic@, 6.? archeteau, . 7 $ngle@a pentru marketing i pulicitate, $ditura Teora, Bucureti,

2%%%• Banta, 6ndrei? Porima engle@D pentru tiinaun, ;la/ia $. 7 Birotics and Telecommunication $0planator(

=ictionar(, $ditura =acia, Clu*apoca, 1##• DnDilD, =.? Popa, C.? Popa, =.? Popescu, I..? lad, .I. 7 ic

dice =i/enach, Hloi 7 $ngle@a En presD, $ditura Teora, Bucureti,1###• archeteau, ichel 7 Berman, eanPierre 7 :a/io, ichel,

$ngle@a comercialD En 4% de lec


4/293

1. Socialising

• Rea!ing

The following text is about cultural diversity. Read it through once

and decide which of the three statements (A, B or C) given below the

extract offers the most accurate summary.

1. The Impact of Culture on Business

Take a look at the ne' reed of international managers,educated according to the most modern management philosophies.The( all kno' that in the :BA, T should reign, 'ith productsdeli/ered IT, 'here C;T+s distriute products 'hile suect to B9.J:BA K strategic usiness unit, T K total Lualit( management, ITK ustintime, C;T K customer first team, B9 K management (oecti/es.M

But ust ho' uni/ersal are these management solutions- 6rethese Ntruths+ aout 'hat effecti/e management reall( is, truths thatcan e applied an('here, under an( circumstances-

$/en 'ith e0perienced international companies, man( 'ellintended Nuni/ersal+ applications of management theor( ha/e turnedout adl(. ;or e0ample, pa(forperformance has in man( instances een a failure on the 6frican continent ecause there are particular,though unspoken, rules aout the seLuence and timing of re'ard and

promotions. :imilarl(, management ( oecti/es schemes ha/egenerall( failed 'ithin susidiaries of multinationals in southern$urope, ecause managers ha/e not 'anted to conform to the astractnature of preconcei/ed polic( guidelines.

$/en the notion of humanresource management is difficult totranslate to other cultures, coming as it does from a t(picall( 6nglo:a0on doctrine. It orro's from economics the idea that human eings are Nresources+ like ph(sical and monetar( resources. It tends toassume almost unlimited capacities for indi/idual de/elopment. Incountries 'ithout these eliefs, this concept is hard to grasp and


5/293

unpopular once it is understood. International managers ha/e it tough.The( must operate on a numer of different premises at an( one time.These premises arise from their culture of origin, the culture in 'hichthe( are 'orking, and the culture of the organi@ation 'hich emplo(sthem.

In e/er( culture in the 'orld such phenomena as authorit(, ureaucrac(, creati/it(, good fello'ship, /erification andaccountailit( are e0perienced in different 'a(s. That 'e use the same'ords to descrie them tends to make us una'are that our cultural iases and our accustomed conduct ma( not e appropriate, or shared.

:BA K strategic usiness unit K unitate comercialD, economicDstrategicD

T K total Lualit( management K managementul total al calitD


6/293

( name+s O

Arriving ello. ( name+s O from OI+/e an appointment to see O:orr( 7 I+m a little late earl(.( plane 'as dela(edO

Introducing someoneThis is O eshe+s m( Personal 6ssistant.Can I introduce (ou to O eshe+s our JProect anagerM.I+d like to introduce (ou to O

Meeting someone and small talk Pleased to meet (ou.It+s a pleasure.o' 'as (our trip- =id (ou ha/e a good flight trip ourne(-o' are things in J>ondonM-o' long are (ou sta(ing in J*e' GorkM-I hope (ou like it.Is (our hotel comfortale

Is this (our first /isit to Jthe Big 6ppleM-

ffering assistanceCan I get (ou an(thing-=o (ou need an(thing-ould (ou like a drink-If (ou need to use a phone or fa0, please sa(.Can 'e do an(thing for (ou-=o (ou need a hotel a ta0i an( tra/el information etc.-

Asking for assistanceThere is one thing I need OCould (ou get me OCould (ou ook me a car ta0i hotel O-Could (ou help me arrange a flight toO-Can (ou recommend a good restaurant-I+d like to ook a room for tomorro' night.

Can (ou recommend a hotel-

"


7/293

S%ills hec%listCultural diversity and socializing

Before meeting usiness partners and fello' professionals from other countries, (ou could find out aout their countr(Q• The actual political situation• Cultural and regional differences• 8eligionJsM• The role of 'omen in usiness and in societ( as a 'hole• Transport and telecommunications s(stems• The econom(

• The main companies• The main e0ports and imports• The market for the industrial sector 'hich interests (ou• Competitors

Gou might also 'ant to find outQ• hich topics are safe for small talk • hich topics are est a/oided

If (ou are going to /isit another countr(, find out aoutQ• The con/ersations regarding sociali@ing• 6ttitudes to'ards foreigners• 6ttitudes to'ards gifts• The e0tent to 'hich pulic, usiness and pri/ate li/es are mi0ed

or kept separate•

Con/entions regarding food and drink.Gou might also like to find out aoutQ• The 'eather at the rele/ant time of the (ear • Pulic holida(s• The con/entions regarding 'orking hours• >eisure interests• Tourism

• =ress• Bod( language

#


8/293

• >anguage.

Practice 1

Ma%e a !ialog#e /ase! on the *olloing *lo chart. * )o# nee!help& loo% at the 0ang#age hec%list

isitor Receptionist

Introduce (ourself

:a( (ou ha/e an appointment'ith :andra Bates. elcome /isitor.

$0plain that :B 'ill ealong shortl(.9ffer a drink refreshments.

=ecline 7 ask if (ou canuse a phone.

:a( (es 9ffer fa0 as 'ell.=ecline 7 (ou onl( needthe phone.

:ho' /isitor to the phone.Thank himher.!a fe" minutes later#

Thank assistant.8epl( 7 offer an( other help.

6sk ho' far it is to station.T'o miles 7 ten minutes ( ta0i.9ffer to ook one.

6ccept offer 7 suggest a time.Promise to do that 7 sa( that:B is free no'.9ffer to take himher to :B+soffice.

• A/o#t small tal%

1%


9/293

If (ou ask a Luestion (ou should comment on the ans'er or ask asupplementar( Luestion.

-,ercise 1 irst or!s9ften the first 'ords are the most difficult. Belo' are somesuggestions for Nreaking the ice+. hich of the sentences could esaid ( a /isitor, and 'hich ( the person recei/ing the /isitor-a. :orr(, I+m a little earl(. I hope it is not incon/enient. . Is the 'eather the same in (our countr(-c. :orr( to keep (ou 'aiting. I 'as rather tied up ust no'.d. I+m pleased to e here, after a trip like thatRe. Is this (our first /isit- hat do (ou think of the cit(-f. People are /er( helpful here. 9n m( 'a( to meet (ouO

g. Isn+t it cold toda(-h. Gou found us 'ithout too much difficult(, then-i. It+s good of (ou to spare the time. . It+s kind of (ou to come all this 'a(.k. I like (our offices. a/e (ou een here long-l. =id (ou ha/e a good trip-m. ould (ou like a cup of coffee-

-,ercise 2 -n!ing the small tal% If the small talk continues too long, (ou ma( 'ant to change thesuect to usiness matters. ere are some 'a(s of doing it.

6. ith someone (ou kno' 'ellQ0ets get !on to /#siness. 9r lets get starte!.

B. ith someone (ou don+t kno' 'ellQPerhaps e co#l! tal% a/o#t the s#/ect o* o#r meeting.

9r Perhaps e co#l! tal% a/o#t the reason m here.

hich e0pressions 'ould (ou use in the follo'ing situations-a. 9n a sales /isit to a potential customer. . 6t a 'eekl( planning meeting 'ith colleagues.c. 6t (our first meeting 'ith the ne' group auditors.d. 6t a meeting to otain finance from a ank.

e. Before making a speech at an office part(.

11


10/293

2. Telephoning

• Rea!ing

. Tele!honing across cultures

an( people are not /er( confident aout using the telephonein $nglish. o'e/er, good preparation can make telephoning mucheasier and more effecti/e. Then, once the call egins, speak slo'l(and clearl( and use simple language.

Check that (ou understand 'hat has een said. 8epeat themost important information, look for confirmation. 6sk for repetitionif (ou think it is necessar(.

8ememer too that different cultures ha/e different 'a(s of using language. :ome speak in a /er( literal 'a( so it is al'a(s Luiteclear 'hat the( mean. 9thers are more indirect, using hints,

suggestions and understatement Jfor e0ample Nnot /er( good results+ KNasolutel( disastrous+M to put o/er their message. *orth 6merica,:candina/ia, )erman( and ;rance are Ne0plicit+ countries, 'hile theBritish ha/e a reputation for not making clear e0actl( 'hat the( mean.9ne reason for this seems to e that the British use language in a moreastract 'a( than most 6mericans and continental $uropeans. InBritain there are also con/entions of politeness and a tendenc( toa/oid sho'ing one+s true feelings. ;or e0ample if a =utchman sa(s an

idea is Ninteresting+ he means that it is interesting. If an $nglishmansa(s that an idea is Ninteresting+ (ou ha/e to deduce from the 'a( hesa(s it 'hether he means it is a good idea or a ad idea.

ean'hile, for a similar reason apanese, 8ussian and 6ras 7 Nsutle+ countries 7 sometimes seem /ague and de/ious to theBritish. If the( sa( an idea is interesting it ma( e out of politeness.The opposite of this is that plain speakers can seem rude anddominating to sutle speakers, as 6mericans can sound to the British 7 or the British to the apanese.

The British ha/e the tendenc( to engage in small talk at the eginning and end of a telephone con/ersation. uestions aout the

12


11/293

'eather, health, usiness in general and 'hat one has een doingrecentl( are all part of telephoning, la(ing a foundation for the true purpose of the call. 6t the end of the call there ma( 'ell e /arious pleasantries, $ice talking to you% &ay hello to the family Jif (ou ha/emet themM and 'ooking for"ard to seeing you again soon. 6 sharp, rief st(le of talking on the phone ma( appear unfriendl( to a British partner. *ot all nationalities are as keen on small talk as the BritishR

Being a'are of these differences can help in understanding people 'ith different cultural traditions. The difficult( on thetelephone is that (ou cannot see the od( language to help (ou.

hoose the closest !e*inition o* the *olloing or!s *rom the te,t.

1. literala. direct and clear . full of literar( st(le c. astract andcomplicated

2. understatementa. kind 'ords . less strong 'a( of talking c. cle/er speech

3. deducea. reduce . 'ork out c. disagree

4. /aguea. unclear . unfriendl( c. insincere5. de/ious

a. rude . dishonest c. cle/er . pleasantries

a. Luestion . reLuest c. polite remarks

0ang#age hec%listTelephoning J1M

Introducing yourself )ood morning, 6risto.ello, this is O from Oello, m( name+s O calling from O

13


12/293

&aying "ho you "ant I+d like to speak to O please.Could I ha/e the O =epartment, please-IsO there, please-

&aying someone is not availa(leI+m sorr( heshe+s not a/ailale O:orr(, heshe+s a'a( not in in a meeting in ilan.>ea/ing and taking messagesCould (ou gi/e himher a message-Can I lea/e himher a message-Please tell himher OPlease ask himher to ring me onO

Can I take a message-If (ou gi/e me (our numer I+ll ask himher to call (ou later.

ffering to help in other "aysCan an(one else help (ou-Can I help (ou perhaps-ould (ou like to speak to his assistant-:hall I ask him to call (ou ack-

6sking for repetition:orr(, I didn+t catch J(our name (our numer (our compan( name M:orr(, could (ou repeat (our Jname, numer, etc.M.:orr(, I didn+t hear that.:orr(, I didn+t understand that.Could (ou spell Jthat (our nameM, please.

Ackno"ledging repetition9ka(, I+/e got that no'.Jr. &(otoM I understand.I see, thank (ou.

S%ill hec%listTelephoning) *reparation for a call

+eading , (ackground information

-esk preparationa/e the follo'ing a/ailaleQ

14


13/293

• 8ele/ant documentation notes• Correspondence recei/ed• Computer files on screen• Pen and paper • =iar(Check time availa(le• o' much time do (ou need-• o' much time do (ou ha/e-

(ectives• ho do (ou 'ant to speak to-• In case of nona/ailailit(, ha/e an alternati/e strateg(Q• Call ack e called ack 7 'hen-• >ea/e a message• :peak to someone else• rite or fa0 information

-o you "ant to)• ;ind out information-•

)i/e information-

Introduction=o (ou need to refer toQ• 6 pre/ious call-• 6 letter, order, in/oice or fa0-• :omeone else J'ho-M• 6n e/ent J'hat- hen-M

*redictionhat do (ou e0pect the other person to sa( ask (ou- ho' 'ill (ourespond-

-,ercise 1 Ma%ing a call

15


14/293

A *e common e,pressions are eno#gh *or most telephonecon'ersations. Practice these telephone e,pressions /) completingthe *olloing !ialog#e #sing the or!s liste! /elo.

Sitch/oar! Conglomerate )roup? can I help (ou-o# Could I r. Pardee, please-Sitch/oar! Putting (ou .Secretar) ello, r. Pardee+s . I help (ou-o# , can (ou hear me- It+s a line. Could (ou

up, please-Secretar) I: T6T B$TT$8- ho+s , please-o# J(our nameM from J(our compan(M.Secretar) 9h, hello. o' nice to hear from (ou again. e

ha/en+t seen (ou for ages. o' are (ou-o# ;ine thanks. Could (ou me to r.

Pardee, please-Secretar) the line a moment. I+ll see if he+s in. I+m sorr(,

I+m afraid he+s not in the at the . Could(ou gi/e me (our , and I+ll ask him to (ou -

o# I+m 34! "21. That+s >ondon.

Secretar) ould (ou like to lea/e an( for him-o# *o thanks. ust tell him I .Secretar) Certainl(. *ice to hear from (ou again.o# I+ll e0pect him to me this afternoon, then.

Thanks.Secretar) Gou+re 'elcome. )ood(e.

n speak to (ack message (ad put num(er call ring

&ecretary through office speak speaking can hello

+ang hold moment through

Note8 If (ou do not hear or understand the other person, sa(Q msorr)9 or m sorr)& !ont #n!erstan!. It is not polite to

sa(Q Please repeat:

1


15/293

• ;ATA0-8 The Telephone

This datafile gi/es (ou man( of the terms and phrases commonl( usedin making telephone calls.

The !irector)>ook up their numer in the director(. JA&M.I+ll look up the numer in the telephone ook. JA:M.The numer is e0director(. JA&M.The numer is unlisted. JA:M.

I+ll ring =irector( $nLuiries. JA&M.I+ll ring information. JA:M.The recei'er Can I help (ou-Putting (ou through.I+m afraid he+s not a/ailale at the moment. JA&M.I+m afraid he+s tided up at the moment.Gou+re 'elcome. )ood(e.

The linee+s on the other line.ould (ou like to hold the line-The line is engaged. JA&M.The line is us(. JA:M.The operator Jin the pulic telephone s(stemM=ial 1%% for the operator. JA&M.=ial % J@eroM for the operator. JA:M.I+d like to make a re/erse charge call. JA&M.I+d like to make a collect call. JA:M.I+d like to make a transfer charge call. JA&M.The !ial

=ial 123 for the correct time. JA&M.>isten for the dialling tone.6ll lines to the countr( (ou ha/e dialled are engaged.Please tr( later. JA&M.The co!e/oo%

I+m on a long distance Jor internationalM call.The :T= code is O JA&M.

1!


16/293

The area code is O JA:M.A message pa! Can I tell him 'ho called-Can I gi/e her a message->et me take do'n (our numer.

• Remem/er

If (ou do not understand, sa(O S:orr(, I didn+t Luite catch that.

Practice 1

Use the *olloing *lo chart to ma%e a complete telephone

con'ersation. * )o# nee! to& re*er to the 0ang#age hec%list.

aller Receptionist

N)ood morning, )orli@ andUimmerman.+

Introduce (ourself.

6sk to speak to r. Conrad Bird.

r. Bird is not in.6sk 'hen (ou can contact him.$0plain that he is a'a( 7 offer to take a message.

Gou 'ant r. Bird to call (ou.8epeat (our name.)i/e (our numer.

Confirm the information.$nd call.

$nd call.

Practice 2n the *olloing con'ersation& a Singaporean e,porter plans to

sen! goo!s *rom Singapore to


17/293

aller >omp#tech? alle! Person >ntership?

NIntership, good morning.+)reeting.Introduce (ourself.

Check name.Confirm correct.

9ffer to help.

6sk for appointment'ith r. =ionis.

6sk 'hat it+s aout.$0plain that (ou 'antto discuss transport of goodsfrom :ingapore to 6thens.

6ckno'ledge 7 ask 'hen'ould e a good time.

:uggest ne0t 'eek.8eect 7 r. =ionis is a'a(.

:uggest eginning of ne0tmonth.6gree.:uggest onda( 3rd.

8eect 7 9n onda( r.=ionis is us( all da(.:uggest Tuesda(.

6gree. :uggest 1%.%% a.m.6gree 7 ask for fa0 toconfirm.9ffer to ook hotel.

6gree to fa0 7 hotel ookingis not necessar(.:ignal end of call.

$nd call thanks refer tofa0, etc.

$nd call.

1#


18/293

0ang#age hec%listTelephoning J2M

&tating reason for a call I+m ringing to OI+d like to OI need some information aout O

Making arrangementsCould 'e meet some time ne0t month-hen 'ould e a good time-ould Thursda( at 5 o+clock suit (ou-

hat aout ul( 21st-That 'ould e fine. *o, sorr(, I can+t make it then.:orr( I+m too us( ne0t 'eek.

Changing arrangementse+/e an appointment for ne0t month, ut OI+m afraid I can+t come on that da(.

Could 'e fi0 an alternati/e-

Confirming information:oOCan I check that- Gou said OTo confirm that OCan (ou can I confirm that ( fa0-

/nding a call 8ight. I think that+ all.Thanks /er( much for (our help.=o call if (ou need an(thing else.I look for'ard to O seeing (ou (our call (our letter (our fa0 our meeting.)ood(e and thanks.B(e for no'.

2%


19/293

S%ills hec%listTelephoning !0#

oice•

:peed• Clarit(• olume

&tructure• Background information• &e( information• 8epetition, emphasis and confirmation

• Possile confirmation ( fa0

&tyle• ;ormal informal• Cold call ne' contact estalished contact• Incompan( /s. Customer :upplier 9utside agent• Colleague friend usiness associate pulic• Compan( image

&tructure of a call

Beginning

Introduce (ourself )et 'ho (ou 'ant:mall talk :tate prolem reason for call

"iddle

6sk Luestions)et gi/e informationConfirm information

#nd

:ignal end

Thank other person:mall talk

21


20/293

8efer to ne0t contactClose callCheck that there+s nothing else to sa(

-,ercise 2 hanging arrangements

It is not al'a(s possile to follo' (our original plans. Gou, or (our contact, ma( 'ant to change an appointment.

0ang#age inp#t To apologi@e, sa(Q m a*rai! that @. m sorr) /#t @

To suggest another time, sa(Q o#l! s#ggest @9

hat a/o#t @9 Perhaps @9

Belo' is the schedule for (our 'eek in :(dne(, 6ustralia. ust efore(ou lea/e for :(dne( (ou recei/e /arious telephone calls from the people (ou are going to /isit. The( 'ant to change their appointments.But (ou do not 'ant to change the order in 'hich (ou /isit them. ;irst

apologi@e for not managing the da( the( suggest, then suggest adifferent time on the original da(. ere (ou ha/e their callsQ

2ello3 Mr. +ossi3 This is the Australian Chemical Bank. I4m Mr.Whitle4s secretary. I understand you have an appointment for 15 a.m.on Tuesday 16th. I4m afraid that Mr. Whitley is rather tied up them.Could I suggest Monday instead3

7es% I4m sure that "ill (e 8.

2ello% Mr. +ossi3 Tim Bro"n% your agent. &mall pro(lem. ur meeting for 9riday is all right% (ut Monday afternoon is likely to (edifficult: someone is coming to see us "ho might (e a useful outlet for some of your range. perhaps "e could change our meeting to Tuesdayafternoon3

7es% 8. +ight% that4s fine.

22


21/293

Mr. +ossi3 It4s ;enny 8insella here. 9rom B.I.und V >und 6ssociates Jr. illiam >undM

Thursda(, 15 *o/emer orning6fternoon 3 p.m. enn( &insella W colleagues JB.I.).=istriutionM

;rida(, 1 *o/emer orning 11 a.m. Tim Bro'n

23


22/293

6fternoon flight 3#%, =epart :(dne( p.m.

Practice 3Use the *lo chart /elo as the /asis *or a telephone con'ersation

in'ol'ing a complaint. Re*er to the 0ang#age hec%list i* )o#nee! to.

+erraon!o S.A. Tao 0oon ompan)

>Sales B**ice?

6ns'er.)reeting.Introduce (ourself.

9ffer to help.

$0plain prolem.9rder ;51" for 2% printers.9nl( 1! ha/e arri/ed.

$0press surprise.This is second time (ou ha/erecei/ed an incomplete deli/er(.

:uggest possile error inorder administration.

6gree 7 sa( (ou need theother three printers urgentl(.

=ela(s are costing (ou good'ill 7 unhapp( customers.

$0plain stock prolems.6sk for a promise of deli/er(date 7 6:6P.

Promise ne0t onda(.Complain 7 (ou 'ant despatch no'.

24


23/293

$0press regret 7 not possile.6sk for fa0 to confirm despatch.

6gree 7 apologi@e.$nd call.

0ang#age hec%listTelephoning !6#

&tating reason for the call

I+m calling aout OAnfortunatel(, there+s a prolem 'ith OI+m ringing to complain aout O

/>plaining the pro(lemThere seems to e Oe ha/en+t recei/edOThe O doesn+t 'ork.

The Lualit( of the 'ork is elo' standard.The specifications are not in accordance 'ith our order.

+eferring to previous pro(lemsIt+s not the first time 'e+/e had this prolem.This is the JthirdM time this has happened.Three months agoOe had a meeting aout this and (ou assured us thatO

Threatening If the prolem is not resol/edO e+ll ha/e to reconsider our position. e+ll ha/e to renegotiate the contract. e+ll contact other suppliers. The conseLuences could e /er( serious.

$andling com!laints and other !roblems

25


24/293

Asking for detailsCould (ou tell me e0actl( 'hat O-Can (ou tell me O-hat+s the O-

Apologizing I+m sorr( to hear that.I+m sorr( aout the prolem dela( mistakeO

-enying an accusation *o, I don+t think that can e right.I+m sorr( ut I think (ou+re mistaken.I+m afraid that+s not Luite right.

I+m afraid that can+t e true.

S%ills hec%listTelephoning !6#

If you receive a complaint)•

Consider (our compan(+s reputation• $0press surprise• 6sk for details• :uggest action• Promise to in/estigate• ake reasonale suggestions, offers to help.

Consider your customer and)• :ho' polite understanding• Ase acti/e listening• 8eassure customer.

If you make a complaint)• Prepare for the call• Be sure of the facts• a/e documentation a/ailale

2


25/293

• =ecide 'hat (ou reLuire to resol/e the prolem 7 at least partiall( 7 or completel(.

Who is to (lame3

ho is responsile-6re (ou talking to the right person-as (our order or (our specifications correct-ere (ou partl( responsile for arrangements 'hich 'ent 'rong, e.g.transport-=oes responsiilit( actuall( lie else'here, i.e. 'ith a third part(-

If you do not get "hat you "ant)• &eep control 7 state 'hat (ou need calml(• =o (ou need to continue to do usiness 'ith the other side-• If (ou do, keep a good relationship• $0press disappointment 7 not anger • =on+t use threats 7 unless (ou ha/e toR

• Rea! the te,t& then mar% the sentences that *ollo as Tr#e >T?

or alse >?.

In some countries, like Ital( and Britain, con/ersation is aform of entertainment. There is an endless flo' and if (ou reak theflo' for a second someone else 'ill pick it up. In other countries thereis a higher /alue placed on listening 7 it is not onl( impolite to reak in ut listeners 'ill consider 'hat has een said in silence eforeresponding. ;inland and apan are e0amples.

If (ou are talking to people 'ho are also speaking $nglish as a

foreign language, the( are likel( to lea/e gaps and silences 'hile the(search for 'ords or tr( to make sense of 'hat (ou ha/e ust said. :o e patient and tr( not to interrupt, as (ou 'ould hope the( 'ould e patient 'ith (ou.

$/er( countr( has its o'n codes of etiLuette. ;or e0ample it iscommon for 6nglo:a0ons to use first names /er( Luickl(, e/en in aletter of fa0 or telephone call. :uch instant familiarit( is much lessacceptale in the rest of $urope and 6sia 'here e/en usiness partners

and colleagues of man( (ears+ acLuaintance address each other ( theeLui/alent of r. or rs. 6nd the last name or o title.

2!


26/293

:o stick to last names unless (ou specificall( agree to doother'ise. =on+t interpret the other person+s formalit( as stiffness or unfriendliness. 9n the other hand, if usiness partners 'ith an 6nglo:a0on ackground get on to first name terms straighta'a(, don+t esurprised.

6o/e all, one should rememer that people do not usuall(mind if their o'n codes are roken ( foreigners as long as the( senseconsideration and good'ill. This is much more important than a set of rules of etiLuette.

a. ;or the British and the Italians it is normal to interrupt the other speaker during the con/ersation.

. 6 special importance is attached to listening in apanese and;innish cultures.c. 9ne should interrupt and tr( to help speakers 'ho ma( ha/edifficult( in sa(ing 'hat the( 'ant to sa(.d. It is unusual for 6mericans and British to use first names earl( in a usiness relationship.e. It doesn+t matter if (ou reak certain social rules if it is clear that(ou are sensiti/e to other people.

f. $tiLuette is the critical point in telephoning et'een differentcultures.

3. Presentations

%. &lanning and !re!aration

0ang#age hec%list&tructure !1# The introduction to a presentation

adies andM )entlemen O

&u(ect I plan to sa( a fe' 'ords aout O

2"


27/293

I+m going to talk aout OThe suect of m( talk is OThe theme of m( presentation is OI+d like to gi/e (ou an o/er/ie' of O

&tructureI+/e di/ided m( talk into JthreeM parts.( talk 'ill e in JthreeM part.I+m going to di/ide O;irst O:econd OThird OIn the first part O

Then in the second partO;inall(O

Timing ( talk 'ill take aout ten minutes.The presentation 'ill take aout t'o hours O ut there+ll e a t'ent(minute reak in the middle. e+ll stop for lunch at 12 o+clock.

*olicy on ?uestions @ discussionPlease interrupt if (ou ha/e an( Luestion.6fter m( talk there+ll e time for a discussion and an( Luestions.

S%ills hec%list$ffecti/e presentations 7 planning and preparation

Audience

• $0pectations• Technical kno'ledge• :i@e• uestions and or discussion

'!eaers com!etence

• &no'ledge•

Presentation techniLue

2#


28/293

Content

• hat to include• >ength depth Jtechnical detailsM• *umer of ke( ideas

'tructure

• :eLuence eginning, middle, end

• 8epetition, summari@ing

*elivery

• :t(le;ormal informal$nthusiasm confidence

• oiceariet( speedPauses

• Bod( language$(e contact

)esture mo/ementPosture

+isual aids

• T(pe design clarit(• 8ele/ance

&ractice

•

Tape recorder • :cript or notes

Room

• :i@e seating• $Luipment Jdoes it 'ork-M• :ound Lualit(

anguage• :imple clear

3%


29/293

• :pelling• :entence length• :tructure signals

Practice 10oo% at the *olloing sit#ations.

A medical congress in Tokyo "ith paperson ne" techni?ues in open heart surgery.

The *urchasing and *roduct Manager ofa Tai"anese company interested in (uying

some production e?uipment from your company.

An internal meeting of administrative staff to discuss a ne" accounting procedure.

A staff meeting to discuss a charity event forearth?uake victims.

magine )o# ha'e to gi'e a /rie* presentation in two o* the a/o'e

sit#ations. Ma%e /rie* notes on the *olloing8a. ill (our talk e formal or informal- . hat are the audience+s e0pectations in terms of technical detail,

e0pertise, etc.-c. hat is the audience+s proale le/el of specialist kno'ledge-

6re the( e0perts or none0perts-d. o' long 'ill (our talk eQ fi/e minutes, t'ent( minutes, half an

hour, or longer-

31


30/293

e. hat is (our polic( on Luestions- ill the audience interrupt or 'ill the( ask Luestions after'ards- ill there e an( discussion-

f. o' 'ill (ou help the audience to rememer 'hat (ou tell them-

Practice 2

n an) presentation the /eginning is cr#cial. ertainl) some thingsare essential in an intro!#ction an! others are #se*#l. =ere is a listo* hat co#l! /e incl#!e! in an intro!#ction. Mar% themaccor!ing to ho necessar) the) are #sing the *olloing scale8

-ssential Use*#l Not necessar)

1 2 3 4 5

:uect title of talk.Introduction to oneself, o title, etc.8eference to Luestions and or discussion.8eference to the programme for the da(.8eference to ho' long (ou are going to speak for.

8eference to the /isual aids (ou plan to use.The scope of (our talkQ 'hat is and is not included.6n outline of the structure of (our talk.6 summar( of the conclusions.

• Reading

Rea! the te,t /elo an! *in!8

a. eight ad/antages of using /isual aids . three 'arnings aout using /isual aids

32


31/293

-. mage, im!act and maing an im!ression

=inckel and Parnham J1#"5M sa( that NThe great danger Jinusing /isual aidsM is that presenters place the maor emphasis on /isualaids and relegate themsel/es to the minor role of narrator or technician. Gou are central to the presentation. The /isual aid needs(ou, (our interpretation, (our e0planation, (our con/iction and (our ustification.+

isual aids can make information more memorale and the(help the speaker. o'e/er, the( must literall( support 'hat thespeaker sa(s and not simpl( replace the spoken information. It is alsonot enough to ust read the te0t from a /isual aid.

There are man( ad/antages to the correct use of /isual aids.The( can sho' information 'hich is not easil( e0pressed in 'ords or the( can highlight information. The( cause the audience to emplo(another sense to recei/e information, the( ring /ariet( and thereforeincrease the audience+s attention. The( sa/e time and the( clarif(comple0 information.

8elegate K a retrograda, a degrada

0ang#age hec%listsing visuals Types of visual support isualQ film /ideo picture diagram chart pie chart plan mapTale graph

0 a0is hori@ontal a0is( a0is /ertical a0isleft hand right hand a0is

>ine graphsolid linedotted line roken line

/?uipment

JslideM proector slides JB.$.M

33


32/293

diapositi/es J6m.$.Mo/erhead proector J9PM

transparenc( JB.$.Mslide J6m.$.M

flip chart'hiteoardmetaplan oard

Introducing a visual I+d like to sho' (ou Oa/e a look at this OThis JgraphM sho's represents Oere 'e can see O

>et+s look at this Oere (ou see the trend in O

ComparisonsThis compares 0 'ith (>et+s compare the Oere (ou see a comparison et'een O

Pie chart K diagramD circularD JrotundD, SplDcintDM;lo' chart K schema procesului tehnologic organigramD=iagram K diagramDBar graph K diagramD cu areTale graph K grafic stil tael>ine graph K grafic cu liniio/erhead proector K proiector transparenc( slide K slideuriJslideM proector K diaproiector slides diapositi/es K diapo@iti/eflip chart K panou cu foi de hFrtie detaaile'hiteoard K panou al din material sintetic

-escri(ing the speed of change

6 dramatic dramaticall(

34


33/293

6 marked markedl(6 significant increase fall To increase fall significantl(6 slight slightl(

-escri(ing trends

To go upTo increase an increaseTo rise a riseTo clim a climTo impro/e an impro/ement

To go do'nTo decrease a decreaseTo fall a fallTo decline a declineTo deteriorate a deterioration

To reco/er a reco/er(To get etter an upturn

To get 'orse a do'nturn

To le/el out a le/eling outTo staili@eTo sta( the sameTo reach a peak a peak To reach a ma0imumTo peak

To reach a lo' pointTo hit ottom a trough

To undulate an undulationTo fluctuate a fluctuation

S%ills hec%listsing visual supports

isual must (e)• 'ell prepared•

'ell chosen• clear

Availa(le mediaAse media 'hich suit the room and audience si@e.• 9/erhead proector J9PM Transparencies 9T+s slides J6m.$.M• :lide proector

:lides diapositi/es J6m.$.M• ideo computer graphics flip chart 'hiteoard

35


34/293

se of visual aidsComination of 9P and flip chart 'ith pens often good.;irst /isual should gi/e the title of talk.:econd sho' structure of talk 7 main headings.&eep te0t to minimum 7 ne/er ust read te0t from /isuals.=o not use too man( /isuals 7 guide is one per minute.Ase pauses 7 gi/e audience time to comprehend picture. *e/er sho' a /isual until (ou 'ant to talk aout it.8emo/e /isual once finished talking aout it.:'itch off eLuipment not in use.

se of colour

;or slides, 'hite 'riting on lue green is good. Ase different coloursif colour impro/es clarit( of message Je.g. pie charts.M.Ase appropriate colour cominationQ (ello' and pink are 'eak colours on 'hite ackgrounds.

se of room and machineryCheck eLuipment in ad/ance.Check organi@ation of room, eLuipment, seating, microphones, etc.

Ase a pointer on the screen Jnot (our handM.a/e a good suppl( of pens.Check order of (our slides 9T+s, etc.

7ou in relation to your audience=ecide appropriate le/el of formalit(, dress accordingl(.&eep e(e contact at least "%X of the time.Ase a/ailale space.o/e around, unless restricted ( a podium.Ase gesture.

Practice 3

;ra a line graph *or #se in a presentation. hoose an) sit#ation

or s#/ect& real or imagine!. * possi/le !ra the pict#re on ano'erhea! transparenc).

Then present the graph as )o# o#l! in a presentation. o#r

!escription sho#l! last no more than one min#te.

3


35/293

* possi/le& constr#ct a graph that ma%es comparisons possi/le.Use soli!& !otte! or /ro%en lines >or colo#rs? to ma%e the pict#reclear.

/. The !resentation

• Rea!ing

Rea! the *olloing passage an! i!enti*) at least six recommen!ations a/o#t spea%ing techniC#e hich can help toma%e the message in a presentation clear.

0oure lost if you lose your audience

lear o/ecti'es& clear plan& clear signals8 the secrets o* presentation s#ccess.

6n( presentation reLuires a clear strateg( or plan to help (oureach (our oecti/es. The aim is not to pass a'a( t'ent( minutestalking nonstop and sho'ing a lot of nice pictures. It is to con/e( amessage that is 'orth hearing to an audience 'ho 'ant to hear it.o'e/er, ho' man( speakers reall( hold an audience+s attention-

hat is the secret for those 'ho do- ;irst, find out aout the audienceand 'hat the( need to kno'. Plan 'hat (ou+re going to sa( and sa( itclearl( and concisel(.

6 good speaker uses /arious signals to help hold theaudience+s attention and make the information clear. 9ne t(pe of signal is to introduce a list "ith a phrase like There are three things"e have to consider . The speaker then sa(s 'hat the three things areand talks aout each one at the reLuired le/el of detail. ;or e0ampleQThere are three types of price that "e have to think a(out) economic price% market price and psychological price. 'et4s look at each of these in more detail. 9irst% economic price. This is (ased on production costs and the need to make a profit O and the speaker goeson to descrie this t(pe of price. 6fter that, he goes on to talk aoutthe market price and so on.

6nother signaling techniLue is to give a link (et"een parts of the presentation. :a( 'here one part of the talk finishes and another starts. ;or e0ample, a 'ell organi@ed presentation usuall( contains

different parts and progression from one part to the ne0t must e clear,'ith phrases like That4s all I "ant to say a(out the development of the

3!


36/293

product. $o" let4s turn to the actual marketing plan. This techniLue is/er( helpful to the audience, including those 'ho are mainl(interested in one part onl(.

6nother t(pe of signaling is se?uencing of information. Thisusuall( follo's a logical order, perhaps ased on time. :o a proectma( e descried in terms of the ackground, the present situation andthe future. &e( 'ords in seLuencing information are first , then, ne>t ,after that , later , at the end , finally, etc.

:till another techniLue 'hich helps to emphasi@e ke( points iscareful repetition. $0amples are As I4ve already said% there is noalternative (ut to increase production (y 155 per cent or I4d like toemphasize the main (enefit of the ne" design , it achieves t"ice asmuch po"er "ith half as much fuel .

6 final point concerns timing and Luantit( of information.Ps(chologists ha/e suggested that concentration is reduced after aoutt'ent( minutes 'ithout a reak or a change in acti/it(. ;urthermore,audiences should not e o/erurdened 'ith technical details or gi/entoo man( facts to rememer. It is claimed that to ask people torememer more than three things in a fi/eminute talk is too much.:ome sa( that se/en is the ma0imum numer of an( length of presentation. 6n( such calculations are proal( not /er( reliale, ut

e/er( speaker needs to think aout e0actl( ho' much information of a particular t(pe a specific audience is likel( to asor and to planaccordingl(.

Rea! the *olloing te,t an! i!enti*) the *olloing8a. the relationship et'een the main od( of the presentation and the

introduction . a recommendation on one 'a( to di/ide the main od( of the talk.

The main od( of the presentation contains the details of thesuect or themes descried in the introduction. 6ll the ao/etechniLues are especiall( useful in making the main od( easil(understood. The( help the audience to follo' the information and torememer it.

The( also help the speaker to keep to the planned structureand to kno' e0actl( 'hat stage has een reached at all times during

the presentation. Clear structure doesn+t ust help the audienceR Inman( presentations the main od( can e usefull( di/ided into

3"


37/293

different parts. The main parts, each 'ith a main heading, are referredto in the Introduction. Clearl( there are man( 'a(s to di/ide the main od( of presentation and often different parts 'ill themsel/es edi/ided into smaller sections of informationQ

Introduction ain od( of information

;irst part :econd part Third part

Practice 4

The in*ormation /elo is part o* a Pro!#ct Managers notes *or apresentation on an a!'ertising mi, *or a ne range o* /ea#t)

pro!#cts& ith the /ran! name Cheri . =e is tal%ing to a mar%etingteam set #p to promote the ne range. Use the notes to gi'e apresentation o* a/o#t 5 min#tes #sing listing& lin%ing an!seC#encing here necessar).

A!'ertising mi, *or Cheri /ea#t) pro!#cts

Above1the1line advertising Below1the1line advertising

tele'ision commercialsnespaper a!'ertising

magaDines )o#th magaDines instore onpac% targete!

omens magaDines e.g. e.g. mailing!ispla)s& co#pons&

merchan!ising competitions& *ree samples oint promotions

+egin as *ollo8N )ood morning, e/er(one. I+d like to talk aout the ad/ertising mi0for the ne' Cheri range of eaut( products. e are planning t'o

categories of ad/ertising, ao/etheline and elo'theline. I+ll talk first aoutO N

3#


38/293

oca/#lar) Merchandising Q 6n( direct efforts to encourage sales of a product,increase consumer a'areness, etc. A(ovetheline advertising Q ass media ad/ertising, such astele/ision, radio and ne'spaper. Belo"theline advertising Q ;orms of ad/ertising at the point of sale or directl( on the product, such as packaging, shop displa(s, etc.

0ang#age hec%list&tructure !0# The main (ody

'ignaling different !arts in a !resentation2 /nding the introduction:o that concludes the introduction.That+s all for the introduction.

Beginning the main (ody *o' let+s mo/e to the first part of m( talk, 'hich is aout O:o, first O To egin 'ith O

'isting There are three things to consider. ;irst O :econd O Third OThere are t'o kinds of O The first is O The second is Oe can see four ad/antages and t'o disad/antages. ;irst, ad/antages.9ne is O 6nother is O 6 third ad/antage is O ;inall( O9n the other hand, the t'o disad/antages.;irst O :econd O

'inking) Beginning a ne" part >et+s mo/e to Jthe ne0t part 'hich isM O:o no' 'e come to O *o' I 'ant to descrie O

&e?uencing There are Jse/enM different stages to the process;irst then ne0t after that then J0M after 0 there+s (, last O

There are t'o steps in/ol/ed.The first step is O The second step is O

4%


39/293

There are four stages to proect.6t the eginning, later, then, finall( OI+ll descrie the de/elopment of the idea.;irst the ackground, then the present situation, and then the prospectsfor the future.

S%ills hec%list&tructure !0# The main (ody

rganization of presentation• >ogical progression of ideas andor parts of presentation.• Clear de/elopment.• :eLuential description of processes.• Chronological order of e/ents, i.e. ackground present future

TopicMain parts Sections S#/sections

6 i a. .

ii.

B i. a. .

ii.iii. a.

.c.

C i. a. .

ii. Internal structure of the main (ody of a comple> presentation&ignaling the structure• Ase listing techniLues.• >ink different parts.• Ase seLuencing language.

&ignaling the structure =

• akes the organi@ation of the talk clear • elps the audience to follo'

41


40/293

• elps you to follo' the de/elopment of (our talk.

3.The end of the !resentation

• Rea!ing

Rea! the *olloing te,t an! i!enti*)8

a. a potential prolem at the end of a presentation. . three 'a(s to a/oid the prolem.

4!en for 5uestions2 The silent disaster

6 nightmare scenario is as follo'sQ the speaker finishes histalk 'ith the 'ords N6n( Luestions-+ This is met ( total silence. *ota 'ord. Then an emarrassed shuffling, a cough O ho' can this ea/oided- 6 possile ans'er is that if the presentation has een goodand the audience is clearl( interested, someone 'ill ha/e something tosa(.

6nother 'a( to a/oid the nightmare of utter silence is to end'ith an instruction to the audience. This should ensure immediateaudience response. )i/ing an instruction is often useful in sales

presentations and 'here the audience has special reLuirements.

A sales !resentation

6fter talking aout his or her products or ser/ices, the speaker 'ants the audience to e0plain their needs and sa(sQ

kay , I4ve told you a(out the "ays &nappo can helpcompanies like yours. $o" for us to do that% "e need to kno" morea(out the "ay you "ork. 9or e>ample% tell me a(out your particular

situation% tell me "hat in particular may interest you = .4 This places a responsiilit( on the audience to respond 7

unless of course the( ha/e a completel( negati/e /ie' of oth the presenter and the messageR 6ssuming the( are 'elldisposed to'ardsthe potential supplier, it is proal( in their interests to offer someinformation and egin discussion.

A training manager

:peaking to an audience of =epartment anagers, /ice presidents, or potential trainees, the Training anager has outlined

42


41/293

recommendations and e0plained 'hat is a/ailale. eshe can end'ithQ

+ightD I4ve told you "hat "e can offer. $o" tell me "hat are your impressions% "hat are your priorities and "hat else do you need to kno" no"3E

6nother option is for the speaker to ha/e a Luestion prepared.6sk something 'hich (ou kno' the audience 'ill ha/e to ans'er.This often reaks the ice and starts discussion. It ma( e possile tosingle out an indi/idual 'ho is most likel( to ha/e a Luestion to ask (ou or a comment to make, or it ma( e apparent from earlier contact perhaps during the reception or coffee reak, that a particular indi/idual has something to sa( or to ask.

• =an!ling C#estions is tho#ght /) man) spea%ers to /e the

most !i**ic#lt part o* a presentation. h) !o )o# thin% this is9

• =ere )o# ha'e a list o* the pieces o* a!'ice )o# nee! in

han!ling C#estions8

Be polite.

Check understanding if necessar( ( paraphrasing.>isten /er( carefull(.=on+t sa( an(thing (ou+ll regret later.6sk for repetition or clarification.6gree partiall( efore gi/ing o'n opinionsQ 7es% (ut=&eep calm.Tell the truth Jmost of the timeRMPractice 5

magine that )o# ha'e gi'en a tal% on "areting in 6a!an at acon*erence on /#siness tren!s. hat o#l! )o# sa) in these

sit#ations9 * )o# nee! to& re*er to the 0ang#age hec%list.

1. 6t the end of (our presentation, mo/e to comments discussion Luestions.

2. 6 memer of the audience suggests that (ou said that many small retail outlets% small shops% had actually closed do"n in recent years. In fact, (ou said this process has een going on for a long

time. Politel( correct the other person.3. 6sk the audience for comments on 'h( this has happened.

43


42/293

4. 6gree 'ith someone+s suggestions, ut suggest other factors. 9neis the increasing numer of takeo/ers of smaller companies.

5. 6 memer of the audience sa(s the follo'ingQ I = understand that a report sho"ed that F55 ne" drinks came out in ;apan in1GG5 and one year later G5 H had failed. That4s a pretty amazing figure =4 Paraphrasing this, ask if in the A:6 or $urope that couldnot happen.

. :omeone suggests that in apan there has al'a(s een anemphasis on Lualit( and on products. In the est market researchhas een more de/eloped. 6gree, ut sa( the situation is changing.

!. 6 speaker sa(s something (ou don+t understand. hat do (ousa(-

0ang#age hec%listThe end of presentation

/nding the main (ody of the presentation8ight, that ends Jthe third part ofM m( talk.That+s all I 'ant to sa( for no' on O

Beginning the summary and@or conclusionI+d like to end ( emphasi@ing the main pointJsM.I+d like to finish 'ith O• 6 summar( of the main points.• :ome oser/ations ased on 'hat I+/e said.• :ome conclusions recommendations.• 6 rief conclusion.

Concluding There are t'o conclusions recommendations.hat 'e need is OI think 'e ha/e to OI think 'e ha/e seen that 'e should O

Inviting ?uestions and@or introducing discussionThat concludes Jthe formal part ofM m( talk.JThanks for listeningM O *o' I+d like to in/ite (our comments.

44


43/293

*o' 'e ha/e Jhalf an hourM for Luestions and discussion.8ight. *o', an( Luestion or comments-:o, no' I+d e /er( interested to hear (our comments.

=an!ling E#estions

nderstood (ut difficult or impossi(le to ans"er That4s a difficult ?uestion to ans"er in a fe" "ords.• it could e O• in m( e0perience O• I 'ould sa( O• I don+t think I+m the right person to ans'er that. Perhaps Jr.

olmesM can help O• I don+t ha/e much e0perience in that field O

nderstood (ut irrelevant or impossi(le to ans"er in the timeavaila(leI+m afraid that+s outside the scope of m( talk this session. If I 'ere(ou I+d discuss that 'ith OI+ll ha/e to come to that later, perhaps during the reak as 'e+re shortof time.

$ot understood :orr(, I+m not sure I+/e understood. Could (ou repeat-

6re (ou asking if O-=o (ou mean O-I didn+t catch Jthe last part ofM (our Luestion.If I understood (ou correctl(, (ou mean O- Is that right-

Checking that your ans"er is sufficient =oes that ans'er (our Luestion-Is that oka(-

45


44/293

S%ills hec%list&tructure !6# /nding the presentation

A summary•

8estates main pointJsM.• 8estates 'hat the audience must understand and rememer.• Contains no ne' information.• Is short.

A conclusion• :tates the logical conseLuences of 'hat has een said.• 9ften contains recommendations.

• a( contain ne' and important information.• Is short.

uestions• In/iting Luestions implies that the audience is less e0pert than the

speaker.• Be'are of the Nnightmare scenario+ 7 total silenceR a/e one or

t'o prepared Luestions to ask the audience.• &eep control of the meeting.

-iscussion• In/iting discussion gi/es the impression that the audience ha/e

useful e0perience, so is often more Ndiplomatic+.• Gou still need to control the discussion.

Inviting discussion and ?uestions• 9ffer the est solution.• &eep control, limit long contriutions, 'atch the time.

2andling ?uestions• >isten /er( carefull(.• 6sk for repetition or clarification if necessar(.• Paraphrase the Luestion to check (ou understand it.• )i/e (ourself time to think 7 perhaps ( paraphrasing the

Luestion.

4


45/293

• Check that the Luestion is rele/ant. If not, don+t ans'er if (oudon+t 'ant to.

• 8efer Luestioner to another person if (ou can+t ans'er.• :uggest (ou+ll ans'er a Luestion later if (ou prefer.

• Check that the Luestioner is happ( 'ith (our ans'erQ e(e contactand a pause is often sufficient.

• &eep control.• =on+t allo' one or t'o people to dominate.• Be polite.• :ignal 'hen time is running out 7 NTime for one last Luestion+.• 6t the end, thank the audience.

-,ercise 1 The ne pro!#ct8ead r. >ope@+ presentation and tr( to match the titles Jused in hisrough planM of the different parts of his presentation to the right te0t od(.

in!ing#pF ntro!#cing )o#rsel*F ;eli'ering the messageF

Preparing the a#!ience


46/293

O &econdly, the market research indicated that more and moreconsumers are using soft drinks as mi0ers 'ith alcohol, so in other 'ords, the market itself has e0panded.This (rings me to my ne>t point 'hich is that 'e ha/e rather ne'customerprofile in mind? I must emphasize that this product is aimedat the (oungprofessional, highincome, market and not the traditionalconsumer of oldfashioned lemonade. At this point "e must consider the importance of packaging and design, and if (ou look at the /ideoin a moment, (ou+ll see that 'e ha/e completel( re/amped thecontainer itself as 'ell as the lael and sloganO $o" to digress for ust a moment , the more sophisticated packagingmeans a high unit cost, and this ma( e a prolem in the selling area, ut 'e+ll ha/e a chance to discuss that aspect laterO so O to go (ack

to my earlier point , this is a totall( ne' concept as far as CitrusIncorporated are concerned? as (ou see 'e are using oth the ne'si@eglass ottle and the miniature metal cans. 9inally, let+s look at the maor attractions of the product. In spite of the higher price it 'ill compete 'ell 'ith e0isting rands? the designis more modern than an( of the current ri/al products, and incidentall(the fla/our is more realistic and naturalO it+s lo' calorie, too.9.&., so ust (efore closing% I4d like to summarize my main points

again= e ha/e &99>9AT, a ne' design concept, aimed at arelati/el( ne' age and income group? it+s designed to e consumed onits o'n, as a soft drink, or to e used as a mi0er in alcoholaseddrinks and cocktails. It comes in oth ottle and can and this 'illmean a slightl( higher price than 'e are used to? ut the impro/edfla/our and the package design should gi/e us a real ad/antage intoda(+s marketO 'ell, that4s all I have today for the moment , thank you for listening , no" if there are any ?uestions% I4ll (e happy toans"er them=

-,ercise 2 The pro!#ct presentation

Ase the phrases 'ritten elo' to construct a similar presentation to egi/en to a client.

a. *o', to change the suect for a momentO . Before I finish, I+d like to run through the main points againO

c. I+ll egin ( descriing , and then go on to , andI+ll end 'ith .

4"


47/293

d. In conclusionOe. I 'ant to stressOf. )ood afternoon.g. That rings me to the end of m( presentation.h. I+d like to talk aoutOi. To return to the point I made earlierO . ;irst, let me introduce m(self? I+m from .k. ;eel free to interrupt if (ou ha/e an( Luestions.l. Thank (ou for (our attention.m. ;irst of all O *e0t On. Please e0cuse m( rather poor $nglishRo. I+d like no' to turn toO p. If (ou ha/e an( Luestions, I+ll e glad to ans'er them.

L. 6t this point 'e ha/e to ear in mindO

-,ercise 3 an interr#pt here9hile (ou 'ere speaking (our colleague, or (our customer ma(interrupt to make a point. Gou 'ill ha/e to deal 'ith itR >ook at theinterruptions listed elo' and some possile replies. atch the repl(to the interruption.

nterr#ptionsa. Gou ha/en+t mentioned the price (etR . Gour product is more e0pensi/e than (our competitor+sRc. I+d like the e0act specifications, pleaseRd. I still don+t understand the difference et'een the delu0e and

econom( modelsRe. Gour ne' model seems much hea/ier than the old oneR

Replies1. I take (our pointO ut ha/e (ou taken into account the impro/ed

durailit(-2. I+ll e coming to that in a moment.3. Gou+re right, ut on the other hand our product has a numer of

uniLue design features.4. 9ur technical department 'ill e ale to gi/e (ou an ans'er on

that.

5. >et me clarif( that for (ou.

4#


48/293

-,ercise 4 Anticipating C#estionsIt is a /er( good polic( to tr( to anticipate Luestions or prolems andto deal 'ith them efore (our audience raises them. ere are somee0amples of ho' (ou can anticipate.

I can hear (ou sa(Q 'h( is this so costl(-6nticipatesI 'onder 'h( it+s so e0pensi/e-

*o', (ou ma( 'ell ask, 'hat does the mean ( Nupmarket+-6nticipateshat+s Nupmarket+-

Gou 'ill ha/e noticed that I ha/en+t gi/en an( figures.6nticipateshere+s the statistical data-

6n o/ious prolem at this stage is the choice of colours.6nticipates=oes it onl( come in lack-

o' 'ould (ou anticipate the follo'ing Luestions- $0ampleQ h( isit so hea/(- 6n o/ious prolem is the 'eight.

a. h( is the deli/er( period so long- . hat+s Ntop Lualit(+ specification-c. =o the accessories ha/e to e so e0pensi/e-d. h( doesn+t he mention the price-e. Can he pro/e 'hat he sa(s 'ith figures-

4. Meetings

7. &re!aration for the meeting

5%


49/293

0ang#age hec%listChairing and leading discussion

pening the meeting Thank (ou for coming OJIt+s ten o+clockM. >et+s start Oe+/e recei/ed apologies from O6n( comments on our pre/ious meeting-

Introducing the agendaGou+/e all seen the agenda O9n the agenda, (ou+ll see there are three items.There is one main item to discuss O

&tating o(ectivese+re here toda( to hear aout plans for O9ur oecti/e is to discuss different ideas Ohat 'e 'ant to do toda( is to reach a decision O

Introducing discussionThe ackground to the prolem is O

This issue is aout OThe point 'e ha/e to understand is OCalling on a speaker I+d like to ask ar( to tell us aout OCan 'e hear from r. Passas on this-I kno' that (ou+/e prepared a statement on (our =epartment+s/ie'sO

Controlling the meeting :orr( ans, can 'e let agda finish-$r, enr(, 'e can+t talk aout that.

&ummarising :o, 'hat (ou+re sa(ing is OCan I summarise that- Gou mean O:o, the main point is O

Moving the discussion onCan 'e go to think aout O

51


50/293

>et+s mo/e on to the ne0t point.

Closing the meeting I think 'e+/e co/ered e/er(thing.:o, 'e+/e decided OI think 'e can close the meeting no'.That+s it. The ne0t meeting 'ill e O

S%ills hec%list *reparation for meetings

Chair • =ecide oecti/es.• hat t(pe of meeting Jformal or informal, short or long, regular

or a None off+, internal e0ternal information gi/ing discussion decision makingM-

• Is a social element reLuired-• Prepare an agenda.• =ecide time place participants 'ho must attend and 'ho can

e notified of decisions.• :tud( suects for discussion.• 6nticipate different opinions.• :peak to participants.

&ecretary• 9tain agenda and list of participants.• Inform participants and checkQ

8oom, eLuipment, paper, materials.8efreshments, meals, accommodation, tra/el.

*articipants• :tud( suects on agenda, 'ork out preliminar( options.• If necessar(, find out team or department /ie's.• Prepare o'n contriution, ideas, /isual supports, etc.

The role of the Chair • :tart and end on time.

52


51/293

• Introduce oecti/es, agenda.• Introduce speakers.• =efine time limits for contriutions.• Control discussion, hear all /ie's.• :ummarise discussion at ke( points.• $nsure that ke( decisions are 'ritten do'n ( the secretar(.• $nsure that conclusions and decisions are clear and understood.• =efine actions to e taken and indi/idual responsiilities.

Practice 1

S#ggest phrases hich co#l! /e #se! /) a chairperson in the*olloing sit#ations in a meeting.a. To 'elcome the participants to a meeting. . To state the oecti/es of the meeting.c. To introduce the agenda.d. To introduce the first speaker.e. To pre/ent an interruption.f. To thank a speaker for hisher contriution.

g. To introduce another speaker.h. To keep discussion to the rele/ant issues.i. To summarise discussion. . To ask if an(one has an(thing to add.k. To suggest mo/ing to the ne0t topic on the agenda.l. To summarise certain actions that must e done follo'ing the

meeting Jfor e0ample, do research, 'rite a report, meet again,'rite a letter, etc.M.

m. To close the meeting.

Practice 21. n gro#ps& or% o#t a /rie* agen!a& ith an appropriate or!er&*or a meeting o* the mar%eting !epartment o* A,is inance 0t!.& ame!i#msiDe *inancial ser'ices compan). o#r agen!a sho#l!

incl#!e the points liste! here86n( other usiness

*e' productsinutes of pre/ious meeting

53


52/293

arketing plans for ne0t (ear =ate of ne0t meeting8e/ie' of marketing performance in the current (ear Personnel changesChair+s opening address6pologies for asence.

2. n pairs& prepare a /rie* opening statement /) the chair to

intro!#ce the meeting a/o'e8Think aout 'hat the opening statement from the chair needs to sa(

Ase (our agenda as a guide8efer to the >anguage ChecklistPractise in pairs

8. &artici!ating in meetings

0ang#age hec%list -iscussion in meetings

&tating opinionIt seems to me OI tend to think OIn m( /ie' Oe think feel elie/e OThere+s no alternati/e to OIt+s o/ious that OClearl( o/iousl( O

Asking for opinionI+d like to hear from OCould 'e hear from O -hat+s (our /ie'-

hat do (ou think aout O-=o (ou ha/e an( strong /ie's on O -

54


53/293

6n( comments-

Interrupting $0cuse me, ma( I ask for clarification on this-If I ma( interrupt, could (ou sa( O -:orr( to interrupt, ut O=o (ou think so- ( impression is Ohat- That+s impossile. e I think O

2andling interruptionsGes, go ahead.:orr(, please let me finish OIf I ma( finish this point O

Can I come to that later-That+s not reall( rele/ant at this stage OCan 'e lea/e that to another discussion-

S%ills hec%list *articipating in meetings

Types of meeting • =ecision making meeting• Information gi/ing meeting• :pontaneous emergenc( meeting• 8outine meeting• Internal meeting• Customer client supplier first meeting estalished

relationship

&tructure of decision making meetings• :tud( discuss anal(se the situation• =efine the prolem• :et an oecti/e• :tate imperati/es and desirales• )enerate alternati/es• $stalish e/aluation criteria• $/aluate alternati/es

55


54/293

• Choose among alternati/es

The -/&C stage of meeting = =escrie situation

$ $0press feelings: :uggest solutionsC Conclude 'ith decision)oal of decision making meetings9ecti/eQ to get a consensus in a timeefficient and cost effecti/emanner

Importance of communication• T'o'a( process• Participants must e a'are of others+ needs• ;ull communication and understanding is essential• ;our elements in communicationQ a'areness 7 understanding 7

empath( 7 perception

+eaching a consensus• =iscussion leads to consensus•

Consensus is recognised and /eralised ( leader • =ecisions checked and confirmed

Practice 3Use the s%eleton o#tline /elo to recreate the entire !ialog#e ith

a partner. hoose alternati'e interr#ptions an! a)s o* han!linginterr#ptions.

NThe fall in sales is mainl( due to the recession affecting 'orld markets.+

nterr#ptQ ask for clarification.Polite response.Jgeneral fall of 5 X most product areas especiall( oil processing sector

also due to sale of 6nglo, A& susidiar(Mnterr#ptQ ask 'h( 6nglo 'as sold.

5


55/293

8eect interruptionQ *o time discussed efore.

Tr( to mo/e on to future prospects.Jthe outlook is ust good no'M

nterr#ptQ disagree.8espondQ (ou disagree.;orecast are much etter.

nterr#ptQ (ou 'ant to talk aoutne' markets.

Promise to discuss this later.But first O

nterr#ptQ suggest a reak.

8eect the idea.

• Rea!ing

1. Rea! the *olloing e,tract an! anser these C#estions.a. hat kind of meeting is the te0t aout- . hat structure does the te0t descrie-

c. hat ke( points is made aout communication-

2. Rea! the te,t again. ;o )o# agree ith8a. The first sentence- )i/e reasons for (our ans'er. . a(ne+s suggestions for the steps in/ol/ed in decision making-c. The /ie' that communication must e a t'o'a( process-d. hat the 'riter sa(s aout consensus in the final paragraph-

The reason for ha/ing a meeting is to make a decision.Information ma( e gi/en in a presentation follo'ed ( Luestions or discussion, ut it is to get a consensus that the meeting has eenarranged in the first place. 6chie/ing this in the most time and costeffecti/e manner possile is a goal that e/er(one attending JthemeetingM must share.

arion a(nes J1#""M maintains that decisionmaking meetingsneed to follo' a specific structure. The rational decision processincludes the follo'ing stepsQ• :tud( discuss anal(se the situation

5!


56/293

• =efine the prolem• :et an oecti/e• :tate imperati/es and desirales• )enerate alternati/es• $stalish e/aluation criteria• $/aluate alternati/es• Choose among alternati/es.

9ne other aspect of decision making is the necessit( for participants in the meeting to e a'are of one another+s needs and perceptions. If these are not effecti/el( communicated, if there is aninsufficient degree of understanding of one another+s reLuirements,then an acceptale conclusion is unlikel( to e reached. There are four

essential elements in decisionmakingQ a'areness, understanding,empath( and perception.

It is onl( 'hen 'e accept that communications are a t'o'a( process that an( form of communication, including decision making,'ill ecome genuinel( successful and effecti/e.=ecisionmaking is not al'a(s an identifiale acti/it(. ;reLuentl( thediscussion can e/ol/e into a consensus 'hich can e recognised and/eralised ( the leader 'ithout the need to Nput things to the /ote+.

3. in! or!s or phrases in the te,t hich mean the same as the

*olloing8a. common agreement . economical use of resourcesc. aimd. fi0 a goale. 'hat one must ha/e

f. 'hat one 'ould like to ha/eg. consider other optionsh. 'a( of seeing thingsi. seeing things as others see them . de/elopk. e0press through speaking.

nterr#ptions can ha'e !i**erent intentions8

5"


57/293

To ask for clarificationTo add opinionTo ask for more detailsTo change direction of the discussionTo disagree.

=an!ling interr#ptions8Promise to come ack to a point later Politel( disagree 'ith an interruption:a( the interruption is not rele/ant or that time is shortPolitel( accept the interruption and respond to it efore continuing8eect a suggestion

9. #nding the meeting

• Rea!ing

Rea! the *olloing te,t an! i!enti*)8a. three recommendations on ho' a meeting should end

. 'hat should happen after a meeting.

8egardless of the t(pe of meeting Jinformation or decisionmakingM, it is important to close 'ith a restatement of oecti/e, asummar( of 'hat 'as accomplished, and a list of agreed action thatneeds to e taken.

6fter the meeting, it is essential to follo' up 'ith action. 6 rief memorandum of conclusions should e 'ritten and distriuted.Inform appropriate people 'ho did not attend the meeting aoutessential decisions made.

;inall(, each meeting should e /ie'ed as learninge0perience. ;uture meetings should e impro/ed ( solicitinge/aluations and deciding 'hat action is reLuired to conduct etter meetings.

5#


58/293

0ang#age hec%list /nding the meeting

Asking for clarificationCould (ou e more specific-Can (ou e0plain that Jin more detailM-hat do (ou mean ( O-

Clarifying This means Ohat I mean is Ohat I 'ant to sa( is OTo e0plain this in more detail O

Checking that the clarification is sufficient Is that oka(- is that clearer no'-

+eferring to other speakers6s Peter has alread( told us OI+m sure r. &o'ski kno's aout this O>ater 'e+ll hear a report from *eil on O

Professor )ilerto is certainl( a'are of O

-elaying decisionsI think 'e need more time to consider this.I think 'e should postpone a decision OCan 'e lea/e this until another date-It 'ould e 'rong to make a final decision O

#nding the meeting

• &ummarising I think 'e should end there. ust to summarise Oe+/e co/ered e/er(thing, so I+d like to go o/er the decisions 'e+/etaken O:o, to conclude O 'e+/e agreed O• Confirming actione+ll contact Oohn 'ill O

e+/e got to Oe need to look at O

%


59/293

• +eferring to ne>t contact e+ll meet again ne0t month Oe look for'ard to hearing from (ou OIt+s een a pleasure to see (ou toda( and I look for'ard to our ne0t

meeting O

S%ills hec%list /nding meetings

T"o general ruleseeting should end on timeR=ecision making meetings should end 'ith decisionsR

The Chair should close the meeting "ith)• 6 restatement of the oecti/es• 6 summar( of decisions taken• 6 summar( of the action no' reLuired• 8eference to an( indi/idual responsiilities.

After the meeting • 6 memorandum should e sent to all participants summarising the

decisions taken and the action reLuired.• The memorandum should e sent to an( interested indi/iduals

'ho 'ere unale to attend.• The Chair should seek feedack on the meetings to tr( to impro/e

future meetings.

Improving meetings• oti/ation to change• )ather information on present situation• Identif( specific areas needing impro/ement• Identif( alternati/e courses of action• Practise ne' techniLues• Impro/ement model.

1


60/293

Practice 4o# are at an internal meeting to !isc#ss increases in the price o* )o#r pro!#cts. ith a partner& #se these prompts to ma%e a

!ialog#e. Tr) to #se ne lang#age *rom this #nit.

Participant A Participant +

6sk if the meeting can reach a decision on this.

8espond that 'e need moreinformation.

6sk for clarification.

:a( 'e need to kno' moreaout the effects of a priceincrease.

:uggest doing market research.6gree. :uggest contacting afriend 'ho kno's aoutmarket consultanc( firms.

:uggest first looking at pre/iouse0perience of price rises 7then later going to a arketing Consultanc(.

6sk for general agreement.o/e to ne0t item for discussion.

Practice 5

n pairs #se the o#tline /elo to create a chairs closing remar%s*or a meeting. To ma%e this more realistic& a!! names an! other

!etails as reC#ire!. Practice )o#r closing remar%s together.

Indicate that the meeting is almost o/er.

Check that no one has an(thing else to sa(.

8estate the purpose of the meeting.

2


61/293

Introduce a summar( of the decisions taken.

6sk if e/er(one is happ( 'ith (our summar(.

Indicate that a colleague 'ill organise a presentation ne0t 'eek.

;i0 a date for a ne' meeting.

Thank people for coming.

5. Negotiations

:;.


62/293

e don+t ha/e a formal agenda, ut 'e hope to reach agreement on OThere are three specific areas 'e 'ould like to discuss. These are Oe ha/e to decide O

&tating shared aims and o(ectivesTogether 'e 'ant to de/elop a good relationship Oe agree that OIt is important for oth of us that 'e agree on O

2anding over I+d like to finish there and gi/e (ou the opportunit( to repl( to this.I+d like to hand o/er to m( colleague O, 'ho has something to sa(aout O

S%ills hec%list $egotiations !1#

Planning an! preparation

Type of negotiation•

To'ards agreementBoth teams tr( to suit oint interests• Independent ad/antage

$ach team aims to get est deal• Conflict

6 team aims to 'in and make the other team lose

*urpose of negotiation•

$0plorator( Jpossile areas of interestM• Conciliator( Jresol/ing differencesM

Targets• :cale Je.g. 11%M• =ecide realistic ma0imum and minimum acceptale scores

9acts and figures

• Prepare statistical data• &no' facts

4


63/293

• Prepare /isuals

&trengths and "eaknesses• >ist (our argaining strengths•

&no' (our possile 'eaknesses• Calculate (our argaining position

*ossi(le concessions• Plan (our argaining strateg(• >ist essential conditions

Impossile to concede• >ist possile concessions

pening statements• :tate general oecti/es• :tate priorities• :tate independent Jnot ointM oecti/es• Be rief

Practice 11. S#ggest phrases *or each o* the *olloing at the start o* a

negotiation.

• elcome the other side.• =e/elop small talk Jtrip, 'eatherM.• ention plans for lunch 7 make (our /isitors feel 'elcome Jsee

cit( centre local restaurantM.• :uggest (ou start talking aout the main suect of (our meeting.• Introduce a colleague.• $0plain general aim or purpose of the meeting. Jpreliminar(

e0plorator(M• :a( 'hat (our side 'ants from the meeting. J$stalish eginnings

of a partnership learn aout suppl( s(stems price /ariations andsuppl( costs.M

2. Tr) to /ring all the phrases a/o'e together in a single opening

statement.

5


64/293

T)pes o* negotiation8

• Agreement1based negotiation or win1win negotiation

Proposals and counter proposals J propuneri contrareM arediscussed until agreement is reached. Both sides hopes for repeat usiness. T'o parties ha/e a shared oecti/eQ to 'ork together ina 'a( 'hich is mutuall( eneficial.

• nde!endent advantage negotiation

This t(pe of negotiation is less ased on mutual enefit, ut ongaining the est deal possile for (our side. $ach team thinks onl(aout its o'n interests.

• =in>lose negotiation

This t(pe is the negotiation to resol/e conflict, for e0ample in acontractual dispute. ere, it is possile that each part( regards theother as an opponent and seeks to 'in the argument.

A t)pical str#ct#re o* a negotiation8

S#ggestion

Counter suggestion

AgreementConfirmation

Practice 2

1. Mar% the se'en points /elo >ho to prepare a negotiation? inthe right or!er. The *irst is alrea!) mar%e! as an e,ample.Identif( (our minimum reLuirements.Prepare (our opening statement.=ecide 'hat concessions (ou could make.&no' (our o'n strengths and 'eaknesses.&no' (our role as part of a team.Prepare (our negotiation position 7 kno' (our aims and oecti/es. 1Prepare an( figures, an( calculations and an( support materials (ouma( need.


65/293

2.Match each o* the *o#r aspects o* goo! preparation on the le*tith why the) are important on the right.a. &no'ing (our aims i. means (ou can support (ourand oecti/es argument. . &no'ing (our o'n strengths and ii. helps clear thinking and'eaknesses purpose.c. Preparing an( figures, calculations iii. creates reasonaleand other materials e0pectations.d. Preparing an opening statement i/. helps (ou to kno' the

market, the conte0t in 'hich

(ou 'ant to 'ork.

::. ?etting what you can

• Rea!ing

1. Rea! the *olloing e,tract. Accor!ing to the riter& are these

statements a/o#t negotiating tr#e >T? or *alse >?8a. =ecide on the most important and less important issues.

. Tr( to guess 'hat the other side thinks.c. *ote ans'ers to the Luestions (ou ask.d. =eal 'ith issues in isolation, one at a time.e. ake concessions and get a concession in return.f. Tough argaining can comine 'ith a spirit of cooperation.g. If there are prolems, (ou ha/e to accept or reect 'hat is on

offer.

#ffective negotiation re5uires clear thining and a constructive

a!!roach

It is necessar( to ha/e a clear understanding of 'hat for (ouare the most important issues and at the same time 'hat for (ou areless important. Tr( to identif( aspects in the second categor( 'herethe other side 'ill e /er( happ( to gain concessions. )i/e 'hat is notso important for (ou, ut is /aluale for the other side.

To do this, (ou ha/e to do the follo'ingQ

!


66/293

• Check e/er( item of 'hat the other side 'ants. 6sk ho'important items are and look for fle0iilit(.

• =o not guess their opinions or moti/es 7 (ou could e 'rong, or the( 'on+t like (our speculation.

•

*ote the other side+s ans'ers, ut don+t immediatel( sa( 'hat (outhink.• 6/oid eing forced into considering one issue alone, consider t'o

or three at once 7 aim for an agreement to a package.

If there are ig differences et'een the t'o parties, (ou ha/e achoice of these optionsQ to accept, to reect, or to carr( on negotiating.If (ou decide to carr( on, then the options in the ne0t round areQ•

To make a ne' offer • To seek a ne' offer from the other part(• To change the shape of the deal J/ar( the Luantit( or the Lualit(,

or ring in third partiesM• Begin argaining.

Gour argaining should e go/erned ( three principlesQ e prepared, think aout the 'hole package, and e constructi/e. In

preparing, (ou must identif( the issues, and prepare (our argaining position. Gou needQ• 6n essential conditions list 7 issues 'here (ou cannot concede

an(thing• 6 concessions list 7 issues 'here (ou can make concessions• To grade the concessions from the easiest to the most difficult,

'here (ou need most in return.

6s for the package, (ou must look for agreement in principle on a road front J zonJ cu elemente diferiteM. hen the time comes for compromise, each part( 'ill concede on one issue if the( 'in aconcession on another.

The final principle is to e positi/e and constructi/e. Gou should e fair and cooperati/e, e/en during difficult argaining. Thisapproach is mot likel( to mo/e the negotiation to'ards a settlementthat oth sides feel is to their ad/antage.

"


67/293

2. Rea! the te,t again. !enti*) the *olloing8a. o' to respond to 'hat the other side 'ants. . Three 'a(s to change a deal.c. Three actions to prepare for argaining

0ang#age hec%list $egotiations !0#

Bargaining e can agree to that if O9n condition that O

:o long as OThat+s not acceptale unless Oithout O

Making concessionsIt (ou could O 'e could consider O:o long as O 'e could agree to O9n condition that 'e agree on O then 'e could O

>et+s think aout the issue of Oe could offer (ou Oould (ou e interested in O-Could 'e tie this agreement to O-

Accepting e agree.That seems acceptale.That+s proal( all right.

Confirming Can 'e run through 'hat 'e+/e agreed-I+d like to check 'hat 'e+/e said confirmI think this is a good moment to repeat 'hat 'e+/e agreed so far.

&ummarising I+d like to run through the main points that 'e+/e talked aout.

:o. I+ll summarise the important points of our offer.Can 'e summarise the proposal in a fe' 'ords-

#


68/293

'ooking ahead :o, the ne0t step is Oe need to meet again soon.In our ne0t meeting 'e need to O:o, can 'e ask (ou to O-Before the ne0t meeting 'e+ll Oe need to dra' up a formal contract.

S%ills hec%list $egotiations !0# , Bargaining in negotiations

Concessions rules

N6 ke( principle in negotiation is to gi/e a little and get a little at thesame time.+

• 6sk for concessions• 6ll concessions are conditional• Conditions first NIf O then O+• NIt+s a package+• )i/e 'hat+s cheap to (ou and /aluale to them.

;#ring the negotiation

Main speaker • Create a oint, pulic and fle0ile agenda.• uestion needs and preferences.• =on+t talk too much.• >isten.• =on+t fill silences.• Build on common ground.• $0plore alternati/es Nhat if O-+• Be clear, rief and firm.• ;ollo' concession rules.

&upport speaker

• ait till the Chair or (our main speaker rings (ou in.• Be clear, rief and firm.

!%


69/293

• ;ollo' the concession rules.• :upport (our main speaker

6gree Jnod, NThat+s right O+M $mphasise JNThis point is /er( important+M

6dd forgotten points JN6nd 'e must rememer O+M But don+t make concessions for (our main speaker. >isten. =on+t fill silences.

Practice 3Ma%e sentences hich incl#!e concessions /ase! on the prompts

/elo. The *irst is !one *or )o# as an e,ample.a. a etter 'arrant( Luicker pa(ment terms

We could offer a (etter "arranty if you "ould agree to ?uicker payment terms.

. free deli/er( large order c. free onsite training small increase in priced. 5 X discount pa(ment on deli/er(e. e0tra Y 5%, %%% compensation agreement not to go to la'f. promise to impro/e safet( for staff agreement on ne' contractsg. etter 'orking conditions shorter reaks

Practice 40ou and a !artner are re!resentatives of Bec nstruments and

4@an!era nc., a machine tool maer. 4@an!era is in discussion with

Bec nstruments to buy a machine, the B /. se the flow chart

below to negotiate some as!ects of an agreement for the sale of the

B /.

Banpera +ec% nstr#ments9ffer to u( the machine if BIcan gi/e a good price.

:a( that (our prices are /er(competiti/e.

6sk for a discount.:a( a discount could e possile if 9anpera agrees to

pa( for shipping costs.6gree, if the discount is attracti/e.

!1


70/293

9ffer 4 X discount.6sk for X discount.

Anfortunatel(, (ou can+tagree, unless 9anpera pa(sfor the installation.

6gree.Confirm (our agreement.

Practice 5The *olloing letter is *rom amined e>cluded signed Agreed dra"n up confirm included

B:I4

T8 Telephone %12!2 54!!!! ;a0 %12!2 54!!%1

*eil ;inchinistr( of Aran =e/elopment14% 144 hitehall>ondon CI 48;

a( 2 2%%Z

=ear *eil,

Re8 Meeting in +ristol& April 3( GRaila) 0an! Sale

I am 'riting to JaM [[[[[[[ points JM [[[[[[[ in the ao/e meeting,held to discuss the sale of go/ernment o'ned rail'a( land to )ison

Trust >imited.

!2


71/293

e 'ould like to confirm through this letter and the JcM [[[[[[[[ dra'ings that the propert( JdM [[[[[[ in the ao/e sale consists of theland presentl( occupied ( the station uildings and also the former car parks to the east of the station, the offices to the 'est and the'arehouse alongside the traks. The go/ernmento'ned housing on thenorth side of the rail'a( lines is JeM [[[[[[[ .

e also agree that the station 'ill e reno/ated ( the Transport=epartment and that the go/ernment 'ill e responsile for runningan e/entual museum and pa(ing a rent of Y 1%%,%%% per (ear to)ison Trust. The remaining land 'ill e JfM [[[[[[[[[ ( )isonTrust and later sold off separatel(. The de/elopment is intended to efor commercial and residential use. The e/entual use of the land

should e JgM [[[[[[[ in the contract.

9ur ne0t meeting 'ill e on a( 15 at 1% a.m., at 'hich de/elopment plans 'ill e JhM [[[[[[. :oon after this, contracts 'ill e JIM [[[[[[ .Then 'e 'ill need time to consider the contracts ut hopefull( the('ill e JM [[[[[[ ( the end of :eptemer.

=o contact us if (ou ha/e an( comments or alterations (ou 'ould like

to make to this summar(. Thank (ou once again for a /er(constructi/e meeting and 'e look for'ard to seeing (ou again on a(15.

Gour sincerel(,

ill &earneChief *egotiator $ncs. JIM

:. ot getting what you dont want

• hat t)pe o* negotiator are )o#9

1. Gour aim in a negotiation is O

!3


72/293

aM to find the greatest area of agreement in the oint interests of oth parties.

M To 'in and to make the other side lose.cM To find the est deal for (our side.

2. hen the other side is talking (ou OaM use the information (ou are hearing to identif( 'eaknesses in

the other part(. M Plan 'hat (ou are going to sa( ne0t.cM >isten 'ith ma0imum attention.

3. Gou think that OaM part of the a/ailale time must e spent socialising and getting

to kno' the other side. M )ood'ill is important ut the speed of the meeting should e

Luick and usinesslike.cM The meeting should get do'n to usiness as soon as possile

and reach Luick decisions.

4. hen (ou speak in a negotiation (ou OaM make old and forceful statements, possil( anging the tale.

M ake carefull( considered statements in a calm, controlled/oice.cM 6re occasionall( forceful and infle0ile.

5. If the other side disagree 'ith (ou, (ou OaM tr( hard to find a creati/e position ( modif(ing (our

position. M 8epeat (our demands and 'ill not concede 7 (our oecti/e is

to make the other side gi/e in.cM 8eshape (our offer 'ithout fundamental changes.

. If the other side state an opinion (ou disagree 'ith, (ou OaM tentati/el( suggest an alternati/e. M 6sk for clarification and e0planation.cM 8idicule it 'ith sarcasm.

1 aM3 M2 cM2 2 aM1 M2 cM3 3 aM3 M2 cM14 aM1 M3 cM2 5 aM3 M1 cM2 6 aM3 M2 cM1

!4


73/293

If (ou score 15 or more (ou are a creati'e negotiator. 1114 (ounegotiate to in!epen!ent a!'antage. !1% (ou are a *ighterR >essthan ! (ou should get a gun licenceR

• Rea!ing

Match each o* the *olloing to a phrase in the te,t ith a similarmeaning8a. highlight the disad/antages of failing to reach a deal . think of ne' enefits for oth sidesc. alter parts of 'hat is on offer

d. take a reak to consider positionse. ha/e the negotiation in a different placef. change the indi/iduals in/ol/edg. ask an independent person to come and help (ou reach

Documents

Engleza in Afaceri.doc