高级商务英语口语讲义.pdf

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1、高 级 商 务 英 语 口 语 目 录Lesson 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 Fo

2、rget 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 A

3、cceptable 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 LingoLesson 6 Negotiation English What You Should Know Before Negotiating Negot

4、iation Tactics Negotiation Language FocusesLesson 7 Business Reporting Research Tools and information Sources For Earnings,Performances and SEC Filing General Theory of The u Double Entry Accounting v System The Contents and The Equation of A Balance SheetLesson8 Business News Reading Features and S

5、tyles of Writing in Western BusinessJournalism What is it in an Earning Report?Idiomatic Usages and Set Phrases Often Used to Describeand Predicting Economic DevelopmentLesson9 Interview English今The ABCs of Job Interviews In North America。Common questions guidelines to proper answers。Tell me somethi

6、ng about your self-The tone-settingquestion令Nonverbal Pitfalls to Watch ForLesson OneFormal Verbal Communication in Business I正式商业交流（1）-研讨会Part I Objectives。Procedures of Seminars Leading and Commonly UsedSentence Structures研讨会各个程序及常用句型。Questioning Techniques提问技巧。A Leader and A Good Listener,At the

7、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 IIThe 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)Checki

8、ng understanding8)Asking questions9)Clarifying questions10)Evading questions11)Inviting comments12)Interrupting13)Transitions14)Reformulations15)Closing令 Language ReferenceSel/introduction 自我介绍Good morning,Im-and Ive been invited to give this talk/presentation/lecture becauseI have done research in/

9、1 have a special interest in/myexperience 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/to

10、pics/subjectstodayDescribing Seauences and Timing 程序介绍与时间安排First I want to/spend a few minutes outlining/remind you ofthe background to/su mm arise the-/explain/presentNext I shall/after that I will take the opportunity ofdescribing/Then well look atFinally I want toHiahliahtina Information 重点介绍(Rhe

11、torical questions)So,what does that mean?/How can we interpret this?/Whatsthe explanation for this?A/Vhat are the implications of thesefindings?(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 u

12、nderstandthat/Of course you do wan to know whyInvolving 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 ma

13、ny menare wearing a tie/how many people are wearing jeans/theaverage age of the participantsGiving 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

14、exactly 7 minutesNow complete the questionnaire and put your name in the topleft-hand cornerChecking Understanding 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 becauseall th

15、e information is in your handoutAsking 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 tellingme/if its not indiscreet Id like to know/might I ask/may I askClarifvinq Questions 澄清问题So

16、 you want to know about/is it the figures that worry you/when you saydo you mean/If Ive understood the questionyou want to know aboutEvading Questions 回避问题Thats not really my field/thats a bit outside the scope oftodays topic/1 havent got the precise information with metoday/thats not really for me

17、to say/Id need notice of thatquestion to answer you in full/this is not really the place todiscuss that matter/perhaps thats a question for anothermeetingInviting 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?C

18、an 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 themain pointTransitions 过渡If we could now tu

19、rn to/my next point is/what I want to donext is/lets move on to/that completes my analysisof/so,now we are going to-Reformulations 总结If I might just go over that again/so,in summary-/just toremind you of the key facts/the main points/the advantagesof/my main arguments wereClosing 结束Thank you for lis

20、tening to me todayI hope you have found my presentation usefulThank you for your attentionQuestioning Techniques 提问技巧Reasons for askina auestions:To obtain informationTo find out the opinions of other peopleTo ask other people to contribute ideasTo find out the reasons behind eventsTo seek confirmat

21、ionThe status of the auestionerThe questioner may have an official need to ask questions-work-role,legal power,etc.,or the questioner may have anentirely personal curiosity to satisfy.If the role is official,thequestioner needs to choose the questioning style with care inorder to produce the require

22、d results.Questioning can be quitea threatening activity in some circumstances.For example,ifthe questioner wants information,then the person who hasthat information may feel that s/he is being asked to give upsomething that represents an advantage.If the questioner ismerely curious in a social sett

23、ing,then the important point isthe level of delicacy of the question.In most cultures,verypersonal details such as how much money we earn is tooprivate to form the subject of questions by others.Choices of auestion stvleClosed v.openClosed questions permit only yes/no answers.They maytherefore be mo

24、re threatening than open questions becausethey leave no room for expansion or explanation.Thequestioner 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;thesecond merel

25、y asks for a progress statement.The openquestion allows the respondent to elaborate and does not haveovertones of authority.Wh-type questionsQuestions starting with question words:what,when,why,who,how,are open questions but they are also very direct.Toomany questions like this have the flavour of a

26、n interrogationand may make the person being questioned feeluncomfortable.It may be necessary to preface the questionswith phrases that show the questioner is aware of theintrusiveness 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 in

27、terested in knowing.If its not indiscreet,may I ask.I know its not really my business,but.Facilitative styles of askina auestionsIf the intention of the questioner is really to prompt theinterlocutor in disclosing information freely,then questiontechniques may not be appropriate at all.Instead it mi

28、ght bebetter to echo and to reformulate in order to give theinterlocutor the opportunity 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 whyI dont like going out alone at night.B.So yo

29、ure 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,butmerely echoes and reformulates to prompt speaker A to saywhat worries her.Part III Lefs Talk BusinessLEADING THROUGH CHANGE:List

30、eningas a leaderOften,when we think of communication,wethink of speaking,presenting,writing-delivering a message in some way.To motivate followers,fir3tlistemOnce you understand whereth eyre coming from,you cantake them to where youre going.But an effective communicator is also adept at receivingmes

31、sages.You wont budge people toward a goal if they dontfeel that theyve had input,that theyve been heard andunderstood,and that the vision theyre working toward is alsotheir own vision.Listening to your followers is the only way youcan make this happen.To be a good leader,HEAR OUT what others have to

32、 say:Hold judgment and hold eye focus Listen carefully and withan open mind-if youre defensive you may miss criticalinformation.Dont formulate your answer while a person is stillspeaking.Watch for subtle body language that may offer extraclues to the speakers true meaning.Also,hold eye focus.Ifyou d

33、ont look at the person who is speaking to you,you cantestablish trust.As a leader,you want followers to trust you andbelieve in you.End all other tasks.Show respect for people by putting asideyour paper,lunch,etc.,and dont take phone calls.Youll bebetter regarded,and youll save time.By doing it righ

34、t the firsttime,there wont be misunderstandings or any need to repeatinformation.Be ready to job down notes as the person speaks.Allow the speaker to finish.Dont interrupt.Dont change thesubject.Dont finish sentences for the speaker.Remain quietuntil youre sure the speaker has completed his or her t

35、houghts.Read between the lines.As you listen to the speaker,listenfor what might be left unsaid.Its not always easy for a personto approach someone in a more senior position and tell it like itis.If you want to get an honest opinion of some of your ideasand actions,youll need to probe.Youll also nee

36、d to value thatfeedback and the person who gave it to you.Never shoot themessenger.Outline your understanding.Once the person is finishedspeaking,reiterate what you believe to be the main ideas,issues,etc.State them simply and,if possible,try to rankthem from most important to least.At each step,ask

37、 thespeaker if youve correctly heard the message.Take the timeto be certain,or youve both simply wasted time.Underline major points.Once you and the speaker agree onthe main ideas that have been uncovered,focus your attentionon one or two of the most important:What needs to be doneright now to make

38、the speaker-and you-acknowledge thatsomething positive has been accomplished?What else can bedone in the future?Set a date to revisit these main ideas andto discuss progress.Test the waters.Take what youve learned and test it withothers.What are others feeling and thinking?Is this an isolatedissue?D

39、ont take it any less seriously but if its a movementof sorts,youll need to address it differently.Testing the watersallows you to explore the real needs,fears and hopes of yourfollowers and incorporate them into your shared vision.Remember,if youre trying to move people in a new direction,you must k

40、now here theyre coming from.People dont always need leaders to agree with them and acton their suggestions.But people always do need to feel theirleader cares enough to listen.When people are uncertain whattomorrow may bring,a leader with a reputation as a goodlistener may be the most prized employe

41、e in any organization.Work hard to make yourself that person.Part Illi Exercises and Discussion同。Exercise to sensitize your questioning techniques.1 Write on the board a list of 5 or 6 prominent people thateveryone knows.Some of these people should be the subjectof current controversy.2 Write a ques

42、tion of each type(see reasons for askingquestions at the beginning of this unit)and address each ofyour 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 the most delicate.4 Check their questions for the appropriateness of

43、their style-are they open or closed;direct or indirect?Adjust the phrasingof the questions to suit the level of delicacy.5 Lets discuss the results.。Give examples of situations where open/closed typesof questions are generally asked.弋 Choose one of the following topics and make it into aseminar.Try

44、to incorporate all the 15 elementsmentioned in part II.-How to boil an egg-How to organize a picnic for your company-Key factors consumers should be aware of whenpurchasing a DVD player。Rewrite the conversation between John and Mary inPart five.Discuss on the possible outcomes of theconversation wit

45、h your partner.Part V Supplementary MaterialsGiving CriticismWhen its necessary to criticise the work of colleagues it isimportant to do so in a manner that is supportive and thatpermits the other person find ways of improving his or herperformance.To do this we need to:Concentrate on the error,not

46、on the person Avoid generalizations Provide specific examples of the problems that needattention Make helpful suggestions for improvement Avoid a one-sided attack Avoid insinuations and hints Conduct the criticism in private so as not to humiliate theother personRead the dialogue below and make a no

47、te of the ways in whichJohn fails to observe the advice given above in his criticisms ofMarys work:John:Come in and take a seat,Mary.This wont take aminute.Mary:Whats this all about,John?John:Well Im sorry Mary,but Ive come to the conclusion thatyour works just not up to scratch.I need to see a bigi

48、mprovement 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 settle in and theres a lot to learn.(Knock at the door)John:Come in.Jane:Oh,sorry John,Ill come back later,I didnt realize youwere talking.John:Thats all right,come in.I was just telli

49、ng Mary that Idont think shes really up to the job here.Jane:No,I dont want to intrude on a private conversation;Illcome 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 makeyou realize where youre going wrong,it may come to that

50、.Poor Mary!John has just attacked the standard of her withoutgiving her any idea of where she is going wrong;on top of thathes repeated the criticism in front of another member of staff.By using some of the suggestions below,see if you can rewritethe dialogue so that John offers Mary constructive an