高级商务英语口语讲义.pdf
高 级 商 务 英 语 讲 义高 级 商 务 英 语 口 语CONTENTLesson 1 Formal Verbal Communication in Business I Leading Seminars Questioning Techniques Be a Leader and A Good Listener At the Same Time Giving CriticismLesson 2 Formal Verbal Communication in Business II Four Main Parts of a Presentation Delivery Skills What to Say When You Forget What to Say Presentation Language FocusLesson 3 Cross-Cultural Communication in Business Six Fundamental Patterns of Cultural Differences A General View of Corporate Culture Decoding Body-language of North AmericaLesson 4 Business Etiquette Guidelines for Business Entertaining and Gift-Giving Acceptable Public Conduct in North America The Art of“SmallTalks”Welcome Topics of ConversationLesson 5 Contract English Main Characteristics of A Contract Elements of a Contract Commonly used Legal Terms Tips on Contract Ling。Lesson 6 Negotiation English What You Should Know Before Negotiating Negotiation Tactics Negotiation Language FocusesLesson 7 Business Reporting Research Tools and information Sources For Earnings,Performances andSEC Filing General Theory of The Double Entry Accounting,System The Contents and The Equation of A Balance SheetLesson8 Business News Reading Features and Styles of Writing in Western Business Journalism What is it in an Earning Report?Idiomatic Usages and Set Phrases Often Used to Describe and PredictingEconomic DevelopmentLesson9 Interview English令 The ABCs of Job Interviews In North AmericaQ Common questions guidelines to proper answers令 Tell me something about your self-The tone-setting question令 Nonverbal Pitfalls to Wa忙h ForLesson OneFormal Verbal Communication in Business I正式商业交流(1)-研讨会Part I Objectives令 Procedures of Seminars Leading and Commonly Used Sentence Structures研讨会各个程序及常用句型令 Questioning Techniques提问技巧令 A Leader and A Good Listener,At the Same Time做好的听众，做好的领导者令 Giving Criticism提出批评观点的技巧Part II The How-TosLeading Seminars/Questioning Techniques令 General procedures of a seminar/lecture1)Self-introduction2)Introduction of Topic3)Describing sequences and timing4)Highlighting information5)Involving the audience6)Giving instructions7)Checking understanding8)Asking questions9)Clarifying questions10)Evading questions11)Inviting comments12)Interrupting13)Transitions14)Reformulations15)Closing令 Language ReferenceSelf-introduction 自我介绍Good morning,Im and Ive been invited to give this talk/presentation/lecturebecauseI have done research in/1 have a special interest in/my experience is inIntroduction of Topic 话题介绍In my presentation/talk/lecture today I shall be dealing withThe subject of my-today is-What Id like to do today is introduce/suggest/analyse/describe/explainMy topic/subject today is I shall be dealing with 2/3/4.main areas/topics/subjects todayDescribing Sequences and Timinq 程序介绍与时间安排First I want to/spend a few minutes outlining/remind you of the backgroundto/summarise the 一 一/explain/presentNext I shall/after that I will take the opportunity of describing/Then well look atFinally I want toHiahliahtina Information 重点介绍(Rhetorical questions)So,what does that mean?/How can we interpret this?A/Vhats the explanation forthis?A/Vhat are the implications of these findings?(Change of focus)What that tells us is/What Im suggesting is/What is clear is that(Introducing auxiliary verb)So clearly we do need to-/Obviously they did understand that/Of course you do wanto know whyInvolvina the Audience 听者的参与Lets have a show of hands,how many of you agree with-Im sure we all know what its like toLet me ask you spend a couple of seconds thinking aboutWell,what would you do,I wonderJust look around the room and take a note of/how many men are wearing a tie/howmany people are wearing jeans/the average age of the participantsGivina Instructions 给予指示For this exercise,we are going to work in pairs:groups of 3/4/5Make a note of these words/figuresRead the paragraph on page Please note that I shall be timing the exercise and you have exactly 7 minutesNow complete the questionnaire and put your name in the top left-hand cornerCheckina Understandina 随时观察听者反映Is everyone with me so far?Are there any questions at this stage?Would anyone like me to run through that again?If you have any problems with the detail,dont worry because all the information is inyour handoutAskina Questions 询问问题Direct questions/open-ended:What/why/how/where/whenClosed questions:Do you/did youDelicate questions:I was wondering if/could I ask you/would you mind telling me/if its not indiscreet Idlike to know/might I ask/may I askClarifyina Questions 澄清问题So you want to know about/is it the figures that worry you/when you saydo youmean/If Ive understood the question you want to know aboutEvadina Questions 回避问题Thats not really my field/thats a bit outside the scope of todays topic/1 havent gotthe precise information with me today/thats not really for me to say/ld need notice ofthat question to answer you in full/this is not really the place to discuss that matter/perhaps thats a question for another meetingInvitina Comments 鼓励并听取意见Has anyone got any questions at this point?Would anyone like to comment on that?Does anyone disagree with my last point?Can anyone confirm my experience?If nobody has any questions then Ill move onInterruptina 中断Id like to discuss it further,but I think its time to move onCould I just stop you thereIf I might just add-Im sure wed all agree,but perhaps we should get back to the main pointTransitions 过渡If we could now turn to/my next point is/what I want to do next is/lets move onto/that completes my analysis of/so,now we are going to-Reformulations 总结If I might just go over that again/so,in summary/just to remind you of the keyfacts/the main points/the advantages of/my main arguments wereClosina 结束Thank you for listening to me todayI hope you have found my presentation usefulThank you for your attention令 Questioning Techniques 提问技巧Reasons for askina questions:To obtain informationTo find out the opinions of other peopleTo ask other people to contribute ideasTo find out the reasons behind eventsTo seek confirmationThe status of the questionerThe questioner may have an official need to ask questions-work-role,legal power,etc.,or the questioner may have an entirely personal curiosity to satisfy.If the role is official,the questioner needs to choose the questioning style with care in order to produce therequired results.Questioning can be quite a threatening activity in some circumstances.For example,if the questioner wants information,then the person who has thatinformation may feel that s/he is being asked to give up something that represents anadvantage.If the questioner is merely curious in a social setting,then the importantpoint is the level of delicacy of the question.In most cultures,very personal detailssuch as how much money we earn is too private to form the subject of questions byothers.Choices of question styleClosed v.openClosed questions permit only yes/no answers.They may therefore be morethreatening than open questions because they leave no room for expansion orexplanation.The questioner needs to decide if it would be more tactful to ask:Have you finished that report yet?OrHow are you getting on with that report?The first question implies that the report is now due;the second merely asks for aprogress statement.The open question allows the respondent to elaborate and doesnot have overtones of authority.Wh-type questionsQuestions starting with question words:what,when,why,who,how,are openquestions but they are also very direct.Too many questions like this have the flavour ofan interrogation and may make the person being questioned feel uncomfortable.It maybe necessary to preface the questions with phrases that show the questioner is awareof the intrusiveness of the question:May I ask you.Could you tell me.Would you mind telling me.I wonder if I could ask you.I would be interested in knowing.If its not indiscreet,may I ask.I know its not really my business,but.Facilitative styles of askina questionsIf the intention of the questioner is really to prompt the interlocutor in disclosinginformation freely,then question techniques may not be appropriate at all.Instead itmight be better to echo and to reformulate in order to give the interlocutor theopportunity to expand.Illustrative dialoaueA.Well,I live in a flat in a rather poor part of town.B.Poor part of town.?A.Yes,its quite dirty and the streets are badly lit.Thats why I dont like going outalone at night.B.So youre frightened to go out alone?A.Well,yes because we hear of attacks and muggings.Thats why I want to leave.In this dialogue,speaker B doesnt try to take the initiative,but merely echoes andreformulates to prompt speaker A to say what worries her.Part III Lets Talk BusinessLEADING THROUGH CHANGE:Listening as a leaderOften,when we think of communication,we think ofspeaking,presenting,writing-delivering a message in someway.But an effective communicator is also adept atreceiving messages.You wont budge people toward a goalif they dont feel that theyve had input,that theyve beenheard and understood,and that the vision theyre workingtoward is also their own vision.Listening to your followers isthe only way you can make this happen.To motivate followers,first listen.Once you understand wheretheyYe coming from,you cantake them to where youre going.To be a good leader,HEAR OUT what others have to say:Hold judgment and hold eye focus Listen carefully and with an open mind-if youredefensive you may miss critical information.Dont formulate your answer while aperson is still speaking.Watch for subtle body language that may offer extra clues tothe speakers true meaning.Also,hold eye focus.If you dont look at the person who isspeaking to you,you cant establish trust.As a leader,you want followers to trust youand believe in you.End all other tasks.Show respect for people by putting aside your paper,lunch,etc.,and dont take phone calls.Youll be better regarded,and youll save time.By doing itright the first time,there wont be misunderstandings or any need to repeat information.Be ready to job down notes as the person speaks.Allow the speaker to finish.Dont interrupt.Dont change the subject.Dont finishsentences for the speaker.Remain quiet until youre sure the speaker has completedhis or her thoughts.Read between the lines.As you listen to the speaker,listen for what might be leftunsaid.Its not always easy for a person to approach someone in a more seniorposition and tell it like it is.If you want to get an honest opinion of some of your ideasand actions,youll need to probe.Youll also need to value that feedback and theperson who gave it to you.Never shoot the messenger.Outline your understanding.Once the person is finished speaking,reiterate what youbelieve to be the main ideas,issues,etc.State them simply and,if possible,try torank them from most important to least.At each step,ask the speaker if youvecorrectly heard the message.Take the time to be certain,or youve both simply wastedtime.Underline major points.Once you and the speaker agree on the main ideas that havebeen uncovered,focus your attention on one or two of the most important:What needsto be done right now to make the speaker-and you-acknowledge that somethingpositive has been accomplished?What else can be done in the future?Set a date torevisit these main ideas and to discuss progress.Test the waters.Take what youve learned and test it with others.What are othersfeeling and thinking?Is this an isolated issue?Dont take it any less seriously but if itsa movement of sorts,youll need to address it differently.Testing the waters allowsyou to explore the real needs,fears and hopes of your followers and incorporate theminto your shared vision.Remember,if youre trying to move people in a new direction,you must know here theyre coming from.People dont always need leaders to agree with them and act on their suggestions.Butpeople always do need to feel their leader cares enough to listen.When people areuncertain what tomorrow may bring,a leader with a reputation as a good listener maybe the most prized employee in any organization.Work hard to make yourself thatperson.Part Illi Exercises and Discussion窈令Exercise to sensitize your questioning techniques.1 Write on the board a list of 5 or 6 prominent people that everyone knows.Some ofthese people should be the subject of current controversy.2 Write a question of each type(see reasons for asking questions at the beginning ofthis unit)and address each of your questions to one of the people you have listed.3 Now grade their questions for levels of delicacy on a scale 1 -5,with 5 being themost delicate.4 Check their questions for the appropriateness of their style-are they open or closed;direct or indirect?Adjust the phrasing of the questions to suit the level of delicacy.5 Lets discuss the results.令 Give examples of situations where open/closed types of questions aregenerally asked.令 Choose one of the following topics and make it into a seminar.Try toincorporate all the 15 elements mentioned in part II.-How to boil an egg-How to organize a picnic for your company-Key factors consumers should be aware of when purchasing a DVD player令 Rewrite the conversation between John and Mary in Part five.Discuss on thepossible outcomes of the conversation with your partner.Part V Supplementary MaterialsGiving CriticismWhen its necessary to criticise the work of colleagues it is important to do so in amanner that is supportive and that permits the other person find ways of improving hisor her performance.To do this we need to:Concentrate on the error,not on the person Avoid generalizations Provide specific examples of the problems that need attention Make helpful suggestions for improvement Avoid a one-sided attack Avoid insinuations and hints Conduct the criticism in private so as not to humiliate the other personRead the dialogue below and make a note of the ways in which John fails to observethe advice given above in his criticisms of Marys work:John:Come in and take a seat,Mary.This wont take a minute.Mary:Whats this all about,John?John:Well Im sorry Mary,but Ive come to the conclusion that your works just not upto scratch.I need to see a big improvement if you want to stay here.Mary:I see.I admit I have found these first few weeks a hard,but I need time to settlein and theres a lot to learn.(Knock at the door)John:Come in.Jane:Oh,sorry John,Ill come back later,I didnt realize you were talking.John:Thats all right,come in.I was just telling Mary that I dont think shes really up tothe job here.Jane:No,I dont want to intrude on a private conversation;Ill come back later.Mary:So what are you saying John,are you firing me?John:No;but I have to say that if this little talk doesnt make you realize where youregoing wrong,it may come to that.Poor Mary!John has just attacked the standard of her without giving her any idea ofwhere she is going wrong;on top of that hes repeated the criticism in front of anothermember of staff.By using some of the suggestions below,s
