Business communication: A Course in Communication Skills and Business Correspondence

158 Pages·2016·1.98 MB·English

by  Кузнєцова Г.П.

Міністерство транспорту та зв’язку України
Державний департамент з питань зв’язку та інформатизації
________________________
Одеська національна академія зв’язку ім. О.С.Попова
________________________________________________________________________________________________
Кафедра іноземних мов
Кузнєцова Г.П., Веретеннікова В.П., Стоянова I.I.
BUSINESS
COMMUNICATION
A Course in Communication Skills and
Business Correspondence
ЗАВТВЕРДЖЕНО
методичною радою Академії
Протокол №14
від 14 грудня 2007 року
Odessa 2008
2
УДК 802.0(075) План НМВ 2007/2008 р.
Укладачі: Кузнєцова Г.П., Веретеннікова В.П., Стоянова I.I.
English for Business Communication is comprised of four parts.
•
Business communication
•
Leading an Intelligent Business
•
Business correspondence
•
Most frequently used abbreviations
The first part is aimed at developing your technique in five key areas of
communication: socialising, telephoning, presenting information, participating in
meetings and negotiations.
The booklet is concerned with improving your speaking skills. There is a lot of
opportunity to practice. Similarly, there are lot of reading texts where again you
should try to understand the key messages, not necessarily every word on the page.
There are very many opportunities for discussion and plenty of practice and
several dilemma decisions. The discussion is partly designed to get you to think about
what makes communication effective. The practice material leads to a Transfer
exercise. This is a chance to connect what you have studied with your own daily
experience, either as a student or as a professional working in business. The skills
learned from this course are useful for those preparing to start work and for those
already in work.
As you use the course, practice as much as you can and prepare for meetings,
presentations or telephone calls by using the Checklists at the end of each unit.
Always refer to these when preparing a communication task.
СХВАЛЕНО
на засіданні кафедри іноземних мов
і рекомендовано до друку.
Протокол №14
від 14 грудня 2007 року
За редакцією проф. Кудряшової В.О.
¢
Комп ютерене редагування та макетування – Кірдогло Т.В.
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CONTENTS
PART I. CULTURE AND SOCIETY…………………………………….. 5
Module 1. Cultural diversity and socialising……………………….. 5
Unit 1. Building a relationship……………………………………………. 5
Unit 2. Culture and entertainment……………………………………….. 8
Module 2. Telephoning…………………………………………………. 14
Unit 3. Could I leave a message?........................................................ 14
Unit 4. Good to hear from you again!................................................... 19
Unit 5. Unfortunately there's a problem ... ……………………………... 23
Module 3. Presentations………………………………………………... 27
Unit 6. Planning and getting started…………………………………….. 27
Unit 7. Image, impact and making an impression……………………… 32
Unit 8. The middle of the presentation………………………………….. 37
Unit 9. The end is near ... this is the end……………………………….. 44
Module 4. Meetings……………………………………………………… 48
Unit 10. Making meetings effective……………………………………… 48
Unit 11. Sorry to interrupt, but... ………………………………………... 52
Unit 12. What do you mean by ... ? …………………………………….. 56
Module 5. Negotiations…………………………………………………. 50
Unit 13. Know what you want …………………………………………… 60
Unit 14. Getting what you can …………………………………………… 65
Unit 15. Not getting what you don't want……………………………….. 70
PART II. LEADING AN INTELLIGENT BUSINESS…………………... 76
Unit 1. Buying the future………………………………………………….. 76
Unit 2. Finding a job………………………………………………………. 77
Unit 3. Politeness at work………………………………………………… 78
Unit 4. Promoting brands……………………………………………........ 82
Unit 5. Setting up new business…………………………………………. 83
Unit 6. What companies want from an MBA Graduate……………….. 85
Unit 7. Career Skills………………………………………………………. 86
Unit 8. How to write e-mails……………………………………………… 89
Unit 9. Promoting the image……………………………………………… 92
Unit 10. Promoting the product………………………………………….. 93
Unit 11. Using the Internet……………………………………………….. 95
PART III. DILEMMA AND DECISION………………………………….. 99
Dilemma and Decision – 1……………………..………………………… 99
Dilemma and Decision – 2……………………………………………….. 100
Dilemma and Decision – 3……………………………………………….. 101
Dilemma and Decision – 4……………………………………………….. 102
Dilemma and Decision – 5………………………………………………. 103
PART IY. BUSINESS CORRESPONDENCE…………………………. 104
Unit 1. Форма английского делового письма………………………… 104
Unit 2. Простой запрос………………………………………………….. 113
Unit 3. Запрос…………………………………………………………….. 114
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Unit 4. Запрос на основании тендера………………………………… 115
Unit 5. Предложение по запросу………………………………………. 116
Unit 6. Рекламация на дефектные товары…………………………... 117
Unit 7. Подтверждение о рекламации………………………………… 118
Unit 8. Просьба о банковской справке………………………………... 119
Unit 9. Положительная банковская справка о фирме……………… 120
Unit 10. Рассылка / информационное письмо………………………. 121
Unit 11. Выдача безотзывного товарного аккредитива……………. 122
Unit 12. Размещение определенного заказа………………………… 124
Unit 13. Подтверждение заказа………………………………………... 126
Unit 14. Извещение об отправке………………………………………. 127
Unit 15. Просьба о предварительной фактуре……………………… 129
Unit 16. Отправка счета…………………………………………………. 131
Unit 17. Принятие заказа……………………………………………….. 132
Unit 18. Предложение фрахта…………………………………………. 133
Unit 19. Принятие предложения о фрахте…………………………… 134
Unit 20. Подтверждение заказа………………………………………... 135
Unit 21. Заказ на инкассо……………………………………………….. 136
Unit 22. Оплата банковским переводом (SWIFT) ………………….. 137
Unit 23. Заявка о приеме на работу…………………………………… 138
Unit 24. Приглашение на собеседование……………………………. 139
Unit 25. Рекомендательное письмо…………………………………… 140
Unit 26. Оплата почтовым переводом………………………………... 141
Unit 27. Отчет о маркетинговых исследованиях…………………… 142
Unit 28. Встречное предложение……………………………………… 144
Unit 29. Контракт…………………………………………………………. 145
Appendix. Abbreviations……………………………………………….. 152
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PART I. CULTURE AND SOCIETY
Module 1. CULTURAL DIVERSITY AND SOCIALISING
Unit 1. Building a relationship
1. Cross-cultural understanding
2. Welcoming visitors
3. Small talk: keeping the conversation going
1. Cross-cultural understanding
1. Read the text below. Identify the basic message implied by the text.
Eye contact
In many Western societies, including the United States, a person who does not
maintain 'good eye contact' is regarded as being slightly suspicious, or a 'shifty' character.
Americans unconsciously associate people who avoid eye contact as unfriendly, insecure,
untrustworthy, inattentive and impersonal. However, in contrast, Japanese children are
taught in school to direct their gaze at the region of their teacher's Adam's apple or tie knot,
and, as adults, Japanese lower their eyes when speaking to a superior, a gesture of respect.
Latin American cultures, as well as some African cultures, such as Nigeria, have
longer looking time, but prolonged eye contact from an individual of lower status is
considered disrespectful. In the US, it is considered rude to stare – regardless of who is
looking at whom. In contrast, the polite Englishman is taught to pay strict attention to a
speaker, to listen carefully, and to blink his eyes to let the speaker know he or she has been
understood as well as heard. Americans signal interest and comprehension by bobbing their
heads or grunting.
A widening of the eyes can also be interpreted differently, depending on
circumstances and culture. Take, for instance, the case of an American and a Chinese
discussing the terms of a proposed contract. Regardless of the language in which the
proposed contract is carried out, the US negotiator may interpret a Chinese person's widened
eyes as an expression of astonishment instead of as a danger signal (its true meaning) of
politely expressed anger.
2. If necessary, read the text again. Then comment on the following:
• observations about many people from the United States
• observations about the English
• an observation about Japanese children
• the meaning of lowering one's eyes in Japan
• why looking at someone for a long time may be considered disrespectful
• the meaning of widened eyes in Chinese culture.
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3. Before receiving a visitor from a foreign country – or before travelling abroad – you
need to think about the cultural issues that may affect the relationship.
Suggest some basic research that you should do before receiving your visitor, or
before travelling. What issues should you think about?
Building a relationship
Practice 1
1. Make a dialogue based on the following flow chart.
Visitor Receptionist
Introduce yourself. Welcome visitor.
Say you have an appointment with Sandra Explain that SB will be along shortly.
Bates. Offer a drink / refreshments.
Decline - ask if you can use a phone. Say yes / Offer fax as well.
Decline - you only need the phone. Show visitor to the phone.
Thank him/her. Reply - offer any other help.
(a few minutes later) Two miles - ten minutes by taxi.
Ask how far it is to station. Offer to book one.
Accept offer - suggest a time. Promise to do that - say that SB is free
Thank assistant. now. Offer to take him/her to SB's office.
2. Ruud Hemper from the Netherlands is visiting a customer in India. He is talking to the
Production Manager of a manufacturing plant in Delhi. Read the extract of their
conversation.
Manager: Is this your first visit here?
Hemper: No, in fact the first time I came was for a trade fair. We began our
Southeast Asian operations here at the 1995 Exhibition.
Manager: Shall we have a look round the plant before lunch?
a) What is wrong with what the production manager says?
The answer is, of course, that it breaks a 'rule' of conversation. Generally, if you ask a
question you should comment on the answer or ask a supplementary question.
Question
(cid:222) Answer
Comment (cid:220)
or
Supplementary question
Answer
b) Now suggest a better version of the same conversation.
2. Provide a suitable sentence in the spaces in the following dialogue.
Peter: Have you been to Edinburgh before?
Janis: No, it's my first visit.
Peter: a)________________________________________
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Janis: I'm sure I will.
Peter: And ... er, is the hotel all right?
Janis: Yes, it's very comfortable.
Peter: b)____________________ So, do you have much time here in Scotland? Are you
staying long?
Janis: No, I have to go back tomorrow afternoon.
Peter: c)________________________You'll have to come back again!
Janis: d) ________________________
Peter: So what time's your flight tomorrow?
Janis: Early evening, 18.35.
Peter: Well, I can book you a taxi if you like, to get you there in good time.
Janis: e)__________________________________
Peter: No problem at all. Was it a good flight today?
Janis: No, it wasn't actually.
Peter: f)_____________________________g) ___________________?
Janis: It was raining - quite hard. There was a lot of turbulence.
Peter: h)_______________________.
• Listen to each one again. In each case, suggest how you think the conversation might
develop.
• Do you think any of the topics included would be unacceptable in a particular culture
that you know about?
• Prepare ideas for the conversation on these topics in relation to a country you know
well either through work or pleasure. Discuss the country you choose with a colleague.
Language Checklist
Сultural diversity and socialising
Welcomiпg visitors Introducing someone
Welcome to ... This is ... He/she's ту Personal Assistant.
My name's ... Сап 1 introduce уои to ... He/she's our
(Project Manager).
Arriviпg I' d like to introduce уои to ...
Неllo. Му name's ... from ... Гvе ап
appointment to see ... Sorry - Гт а little
late/ early. Му plane was delayed ...
Meetiпg someone and small talk
Pleased to meet уои.
It's а pleasure.
How was your trip? Did уои have а good flight/trip/journey?
How are things in (London)?
How long are уои staying in (New York)? 1 hope уои like it.
Is your hotel comfortable?
Is this your first visit to (the Big Apple)?
Offering assistance
Саn I get уоu anything?
Do уоu need anything?
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Would уоu like а drink?
If уоu need to use а phone or fax, please say. Сап we do anything for уоu?
Do уоu need а hotel/а taxi/апу travel information /etc.?
Askiпg for assistaпce
There is оnе thing 1 need ...
Could you get те ...
Could you book те а car/taxi/hotel ... ?
Could you help те arrange а flight to ... ?
Сап you recommend а good restaurant?
I' d like to book а room for tomorrow night. Сап you recommend а hotel?
Skills Checklist
Socialising
Before meeting business partners and fellow professionals from other countries, уоu
could find out about their country:
• the actual political situation
• cultural and regional differences religion(s)
• the role of women in business and in society as а whole
• transport and telecommunications systems
• the есоnоmу
• the main companies
• the main exports and imports
• the market for the industrial sector which interests уоu
• competitors.
Yоu might also want to find out:
• which topics are safe for small talk
• which topics are best avoided.
If уоu are going to visit another country, find out about:
• the conventions regarding socialising attitudes towards foreigners
• attitudes towards gifts
• the extent to which public, business and private lives are mixed or are kept separate
• conventions regarding food and drink.
You might also like to find out about:
• the weather at the relevant time of the year
• public holidays
• the conventions regarding working hours
• leisure interests
• tourism
• dress
• body language
• language.
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UNIT 2. Culture and entertainment
1. Cross-cultural understanding
2. Eating out
1. Cross-cultural understanding
1. The following text is about cultural diversity. Read it through once and decide which of
the three statements (А, В or C) given below the extract offers the most accurate
summary.
The impact of culture on business
Take a look at the new breed of international managers, educated according to the
most modern management philosophies. They all know that in the SBU, TQM should reign,
with products delivered JIT, where CFTs distribute products while subject to MBO. (SBU =
strategic business unit, TQM = total quality management, JIT = just-in-time, 5 CFT =
customer first team, MBO = management by objectives.)
But just how universal are these management solutions? Are these 'truths' about what
effective management really is: truths that can be applied anywhere, under any
circumstances?
Even with experienced international companies, many well-intended 'universal'
applications of management theory have turned out badly. For example, pay-for-
performance has in many instances been a failure on the African continent because there are
particular, though unspoken, rules about the sequence and timing of reward and promotions.
Similarly, management by objectives schemes have generally failed within subsidiaries of
multinationals in southern Europe, because managers have not wanted to confirm to the
abstract nature of preconceived policy guidelines.
Even the notion of human-resource management is difficult to translate to other
cultures, coming as it does from a typically Anglo-Saxon doctrine. It borrows from
economics the idea that human beings are 'resources' like physical and monetary resources.
It tends to assume almost unlimited capacities for individual development. In countries
without these beliefs, this concept is hard to grasp and unpopular once it is understood.
International managers have it tough. They must operate on a number of different premises
at any one time. These premises arise from their culture of origin, the culture in which they
are working, and the culture of the organisation which employs them.
In every culture in the world such phenomena as authority, bureaucracy, creativity,
good fellowship, verification and accountability are experienced in different ways. That we
use the same words to describe them tends to make us unaware that our cultural biases and
our accustomed conduct may not be appropriate, or shared.
A. There are certain popular universal truths about management which can
successfully be applied in various cultural contexts.
В. Cultures are so varied and so different throughout the world that management has
to take account of differences rather than simply assume similarities.
С. Effective management of human resources is the key to everyone achieving their
full potential.
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2. Read the text again. Identify the following:
a) the problem with 'universal' management solutions;
b) an example of the failure of pay-for-performance;
c) an example of the failure of management by objectives schemes;
d) the problem with human-resource management;
e) three cultures affecting international managers;
f) six areas in which different cultural interpretations apply.
Practice 1
1. Use the following flow chart to construct a dialogue. The situation is a semi-formal
business meeting in your country.
Host Visitor
Ask your visitor if he/she has tried the Say no - but you've heard it is very good.
local cuisine.'
Agree - describe a particular speciality. Respond.
Suggest a meal in a restaurant. * Yes - you have heard that the fish (in
this town) is very good.
Ask if he/she likes fish. Respond.
Confirm this view. Ask what time.
Suggest you'll meet him/her at hotel.
Suggest a time. Agree and end conversation.
Confirm arrangement.
End conversation.
2. You receive the letter below from a business partner confirming a meeting with you at
a Trade Fair in Munich. Unfortunately you have to leave Munich after your meeting, but
you expect to be in London a month later. Write a reply suggesting a different
arrangement which you can confirm nearer the time.
Maria Saans
Accounts Manager
South Australia Bank of Commerce
PO Box 400
Bondi Junction
New South Wales 2022
AUSTRALIA
Dear Maria,
Munich International Communications Fair
Following our telephone call I confirm that we will meet at the Interlink stand at the
Munich Fair on Thursday 24 May 19 – sometime during the morning.
I look forward to the opportunity to discuss some of our products and services with
you and am confident that there will be plenty to interest you. I enclose some information
which you may like to look at before you come to Munich.
It would be very nice if we could meet socially while in Munich. I wonder if you