структура діалогу у діловому спілкуванні англійською мовою
телефонні розмови (faxes, phone calls, e-mails, messages)
етапи ведення засідань та ділових переговорів
мовленнєвий етикет ділового спілкування
лексика ділового спілкування
ділове листування
^ ^ ^ ^
категорія буття
1л, ч
tvlA. іл, vîi'ê о
/
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М І Н І С Т Е Р С Т В О ОСВІТИ І НАУКИ УКРАЇНИ
БИКОНЯ ОКСАНА ПАВЛІВНА
ДІЛОВА
АНГЛІЙСЬКА
МОВА
Рекомендовано
Міністерством освіти і науки України
як навчальний посібник
для студентів вищих навчальних закладів
Вінниця
"Нова Книга"
2010
ЗМІСТ
ПЕРЕДМОВА
4
МЕТОДИЧНІ РЕКОМЕНДАЦІЇ
6
Unit 1
15
Unit 2
22
Unit 3
32
Unit 4
54
Unit 5
63
Unit 6
76
Unit 7
103
Unit 8
119
Unit 9
135
Unit 10
169
Unit 11
198
Unit 12
228
ENGLISH - UKRAINIAN VOCABULARY
260
ПЕРЕДМОВА
Р
озширення економічних зв'язків України з зарубіжними партнерами робить нагальною потребу не просто у висококваліфікованих спеціалістах з економіки, а
в спеціалістах, які б поєднували в собі економічні знання зі знаннями іноземної
мови. На сьогодні багато навчальних закладів займається підготовкою фахівців економічних спеціальностей, які б вміли брати активну участь у діловому спілкуванні
іноземною мовою. Зазначимо, що володіння мовою потенційних ділових партнерів
стало не лише ознакою гарної освіти, але й невід'ємною характеристикою сучасного фахівця. Зокрема, згідно з вимогами, що сформульовані у новому Галузевому
Гаїузевому
стандарті вищої
віщої освіти для фахівців економічного профілю1 передбачається набуття майбутнім фахівцем навичок практичного оволодіння іноземною мовою в різних
видах мовленнєвої діяльності в обсязі тематики, обумовленої професійними потребами; одержування новітньої фахової інформації через іноземні джерела; користування усним монологічним та діалогічним мовленням у межах побутової, суспільнополітичної, загальноекономічної та фахової тематики. Таким чином, метою навчання
іноземної мови майбутніх економістів є формування необхідної комунікативної спроможності в сферах професійного та ситуативного спілкування в усній і письмовій
формах. Тому поява навчального посібника «Ділова англійська мова» Биконі О.П.,
спеціально присвяченого проблемі навчання майбутніх економістів та менеджерів
навчання англійської мови за професійним спрямуванням, є відрадною подією при
викладанні ділової англійської мови в немовних вищих навчальних закладах освіти.
Актуальність праці посилюється ще й тим, що автор згідно зі змістом «Освітньопрофесійної програми (.Іноземна мова (за професійним
професійніш спрямуванням))» розкриває в
своїй праці такі аспекти програми як:
• Лексико-граматичний мінімум забезпечення і мовно-комунікативний рівень
проведення ділових переговорів.
• Мовленнєвий етикет спілкування: мовні моделі звертання, ввічливості, вибачення, погодження тощо.
• Економічні дані конкретної країни світу, мова якої вивчається, та України.
• Соціальні відмінності між Україною і країною, мова якої вивчається.
• Лексика професійного спілкування.
• Лексика ділових контактів, ділових зустрічей, нарад.
• Структура діалогу загальнонаукового характеру.
• Особливості діалогу професійно орієнтованого характеру.
• Категорії буття.
• Ділове листування.
Наукова новизна посібника вбачається в тому, що запропонований комплекс вправ
та завдань реалізується на основі кредитно-модульної організації навчання і врахо1
Освітньо-професійна програма підготовки бакалавра, спеціаліста і магістра напряму 0501 "Економіка і підприємництво" / Колектив авт. під загал, керівн. А.Ф.Павленка. - К.: КНЕУ, 2002. - 5 1 с.
Передмова
5
вує: різний рівень підготовки студентів, різний рівень швидкості сприйняття та засвоєння матеріалу студентами, сприяє індивідуалізованому вирішенню проблем, які
виникають у процесі самостійної підготовки до заняття. Створений комплекс вправ
та завдань забезпечує умови для індивідуалізованого та диференційованого навчання, випереджальної самостійної роботи, спонукання до самоаналізу навчальної та
професійної діяльності, виявлення труднощів та помилок, сприяє формуванню професійних умінь та навичок студентів немовних ВНЗ.
Посібник складається з дванадцяти розділів (12 Units) та англо-український словника до цих розділів.
Джерелами поданої в посібнику інформації стали автентичні матеріали із сучасних британських та американських довідкових видань і мережі Інтернет.
Ми сподіваємось, що посібник стане в пригоді студентам вищих навчальних закладів спеціальностей «Економіка підприємств», «Фінанси», «Менеджмент організацій», «Менеджмент зовнішньоекономічної діяльності», «Міжнародна економіка»,
«Маркетинг», викладачам, відповідним спеціалістам, керівникам фірм та підприємств, які займаються економічною та комерційною діяльністю.
Автор висловлює подяку Якилівць Наталії Олександрівні, моєї колезі, за її глибокі професійні зауваження, що значно покращили посібник, і моєму чоловікові,
Биконі Сергію Федоровичу, кандидату економічних наук, доценту, який був моїм
найсуворішим критиком і радником. Складаючи посібник такого рівня, він не тільки
стимулював мій інтерес до економіки в цілому та окремих аспектів цього курсу, а й
заклав фундамент моїх подальших пошуків щодо навчання майбутніх економістів
ділового спілкування англійською мовою.
Безцінною виявились коментарі та пропозиції фахівців учбових закладах, які впроваджували дану методику Це такі учбові заклади як Тернопільська академія народного господарства (м. Тернопіль), Українсько-Російський інститут (філія) Московського
державного відкритого університету (м.Чернігів), Національний університет харчових технологій (м. Київ), Українська академія бізнесу та підприємництва (м. Київ),
Полтавський національний технічний університет ім. Ю.Кондратюка (м. Полтава).
МЕТОДИЧНІ РЕКОМЕНДАЦІЇ
А
ктуальність даного навчального посібника зумовлюється тим, що на етапі інтеграції України в європейські економічні, політичні і культурні структури
першочергового значення набуває питання підготовки спеціалістів, здатних
успішно реалізувати процес співробітництва України з Європою та всім світом. Однією з найважливіших умов розв'язання цього завдання є необхідність озброєння
молодих спеціалістів навичками і вміннями професійного спілкування іноземною
мовою, передусім англійською.
У зарубіжних дослідженнях питання формувань вмінь усного і писемного мовлення розроблені здебільшого практично, без достатнього теоретичного обгрунтування. Ці роботи, безперечно, заслуговують на увагу, проте вони не можуть розв'язати
проблему навчання студентів вітчизняних немовних вищих закладів освіти ділового усного та писемного англійського спілкування, оскільки розраховані на тих, хто
спілкується в професійній сфері рідною мовою, і де культура ділового спілкування
вироблялася протягом багатьох десятиліть.
Зазначимо, що взаємозв'язок мов і культур та необхідність їх одночасного вивчення не викликають сумніву. Проте суттєві особливості мови і культури розкриваються
при зіставленні мов, а тим більше культур, оскільки на рівні однієї культури дуже
важко прослідкувати культурні відмінності. Якщо мовні відмінності очевидні, то
культурні відмінності стають очевидними тільки при зіставленні рідної культури з
культурами виучуваної мови. Культурний бар'єр є небезпечнішим і неприємнішим,
ніж мовний. Глибина проблеми міжкультурної комунікації стає очевидною при зіставленні культури рідної країни і країни виучуваної мови, особливо при веденні
ділових переговорів, де зустрічаються люди різних культур.
Отже, для успішної організації та проведення занять з ділової англійської мови
необхідно дотримуватися визначених модулів(етапів): пропедевтичного, підготовчого, основного та завершального.
Пропедевтичний етап є факультативним і проводиться за умови низького рівня
володіння студентами мовленнєвими формулами, необхідними для ведення ділових
переговорів. Також цей етап необхідно проводити для реалізації студентами певного
комунікативного наміру соціокультурним і діловим нормам іншомовного партнера,
що виявляється в дотриманні норм ділового усного та писемного етикету згідно із
соціально-рольовими відносинами комунікантів з метою оформлення комунікативного наміру й вимогами до створення мовленнєвої моделі певного типу. Пропедевтичний модуль не тільки забезпечує засвоєння студентами теоретичних положень
про комунікативні функції, форми мовленнєвих творів, логіко-смислові схеми ділових текстів та їхні мовні особливості, а ще стимулює творче ставлення студентів до
створення професійно-орієнтованого тексту, тобто ділових усних та писемних переговорів, та використання мовних засобів, які найкращим чином висловлюють думку
автора та спрямовані на потреби ділових партнерів при веденні ділових усних та
писемних переговорів англійською мовою.
8 Методичні рекомендації
7
Пропедевтичний модуль включає такі розділи:
• Розділ 1. «Ділова комунікація» (Unit 1 »Business communication»);
• Розділ 2. «Світська бесіда», тобто «Small talk» або «Розіб'ємо лід у відносинах»
(Unit 2 «Breaking the ice»);
• Розділ 3. «Телефонна розмова», тобто «Вчимося розмовляти по телефону» (Unit
З «On the phone»);
• Розділ 4. «Вчимося приймати та залишати повідомлення» (Unit 4 «Messaging»);
• Розділ 5. «Перша зустріч ділових партнерів» («Віч-на-віч») (Unit 5 «Face to
face»);
• Розділ 6. «Засідання» (Unit 6 «Meetings»).
Зазначимо, що перед виконанням кожного розділу пояснюється його мета, тобто
для чого студенти вивчають даний розділ, що вони повинні вміти по закінченню даного розділу
В першому розділі (Unit 1 »Business communication») студенти вивчають різні види
комунікації, її методи (способи) та цілі для реалізації комунікативного акту.
В другому розділі пропонуються вправи, які направлені на оволодіння іншомовним
міжкультурним спілкуванням шляхом формування і розвитку міжкультурної комунікативної компетенції та її складових, що включає, крім мовної та мовленнєвої, соціокультурну і соціолінгвістичну компетенцію. Соціокультурна та соціолінгвістична
компетенція передбачають уміння вибирати та використовувати мовленнєві форми
для здійснення комунікативних намірів у конкретних ситуаціях та вміння враховувати культурні особливості, правила вербальної та невербальної поведінки в типових
ситуаціях спілкування. Отже, якщо постає завдання навчити етикетної комунікативної поведінки, яка прийнята в тій чи іншій мовній спільноті, то вирішувати завдання
слід через навчання типових для даної спільноти моделей комунікативної поведінки.
Така модель включає в себе як вербальний компонент (певні мовленнєві формули),
кліше, вибір лексики та граматичних структур, інтонаційні та вимовні характеристики мови тощо), так і невербальний (паралінгвістичний) компонент (міміка, жести,
пози, зона комфорту між комунікантами). В цьому розділі розкривається суть «Світської бесіди», її важливість у навчанні ділових усних-та писемних переговорів. Зазначимо, що світська бесіда у будь-якій культурі має певні обмеження, які накладаються
на теми, про які йдеться у розмові: відбір лексики, сила голосу, послідовність реплік,
тривалість однієї репліки тощо. Треба зазначити, що тема «Small talk» продовжується
і в наступних розділах.
В третьому розділі ми пропонуємо майбутнім економістам комплекс вправ з навчання ділового спілкування з партнером по телефону. Завдяки телефонному зв'язку
забезпечується безпосередній двосторонній обмін інформацією на будь-якій відстані;
ведуться ділові переговори; обумовлюються й узгоджуються важливі ділові зустрічі.
Ділова телефонна розмова складається з таких компонентів: момент встановлення
зв'язку, виклад справи; заключні слова, знак, що розмову закінчено. Отже, в третьому
8
Методичні рекомендації 8
розділі ми поставили мету: ознайомити студентів із змістом, структурою телефонної
розмови та формувань вмінь вести телефонну ділову розмову.
Успішність навчання залежить від наявності у студентів професійних знань й
умінь, необхідних для ситуацій професійного ділового спілкування, які відображають потреби фахівців конкретного профілю. Треба зазначити, що майбутній учасник
переговорів повинен уміти не тільки розмовляти по телефону, але й залишати повідомлення діловим партнерам, посилати факси та електронну пошту. Адже деякі ділові
переговори проходять завдяки тому, що вони використовують електронний зв'язок,
тобто Інтернет. Отже, наступний розділ 4 присвячений темі «Messaging», тобто «Вчимося приймати та залишати повідомлення» (Unit 4).
П'ятий розділ «Перша зустріч ділових партнерів» («Віч-на-віч») (Unit 5 «Face to
face») - це продовження тематики «Світська бесіда», тобто «Small talk». В цьому розділі ми повторюємо вивчений матеріал (Unit 2). Звичайно, найбільше уваги приділяється культурі спілкування, тобто знайомству та налагоджуванню ділових контактів.
Ми пропонуємо групу вправ для оволодіння соціокультурними знаннями. Ми вважаємо, що майбутній економіст повинен володіти не тільки лінгвістичними знаннями,
тобто фоновими знаннями, які реалізуються у певних лексичних одиницях (реаліях
та фоновій лексиці), але й володіти нелінгвістичними знаннями, тобто невербальними засобами спілкування. До цієї групи вправ входять вправи для навчання паралінгвістичних, кінесичних та проксемічних засобів спілкування. Володіння такого роду
інформацією обов'язково знадобиться майбутнім економістам при веденні ділових
переговорів з носіями виучуваної мови як для адекватної інтерпретації невербальної
поведінки співрозмовника, так і для самовираження.
Ми вже визначали той факт, що велике значення у навчанні майбутніх економістів приділяється формуванню соціокультурної компетенції. При цьому треба мати на
увазі, що багато з ситуацій, в яких опиняться або братимуть участь майбутні учасники ділових усних та писемних переговорів, мають свої особливості, свій ритуальний характер. Це - ситуації знайомства, прощання, зустрічі (розділи 2 та 5); правила мовленнєвої поведінки під час телефонних переговорів (розділ 3); використання
електронної пошти та вміння залишати та фіксувати будь-яке повідомлення (розділ
4). Існує ще ситуація, в якій^ц>же брати участь майбутній економіст, це - головування та участь у зборах, засіданнях. Розділ 6 присвячений тематики «Засідання»
(Unit 6 «Meetings»). В цій ситуації ділового спілкування виділяються певні функції,
які виконує мовець у процесі спілкування, та певні лінгвістичні засоби, без яких не
обходяться жодні збори та засідання. В розділі пропонується комплекс вправ для навчання ведення засідань; головування на зборах; вміння брати участь у зборах; вміння аргументувати, контраргументувати тощо.
Наступним етапом в навчальному процесі буде навчання введення в тему «Навчання
ведення ділових усних та писемних переговорів», це - підготовчий етап до навчання
ділових переговорів. Мета підготовчого модулю - ввести студентів у проблему, тобто
1) ділові переговори як ситуація ділового спілкування; 2) типи та види переговорів;
3) учасники переговорного процесу; 4) підготовка до ділових переговорів.
8 Методичні рекомендації
9
На цьому етапі студенти вчаться складати сценарій майбутніх переговорів та починати переговорний процес; опановувати міжнародні стилі ведення ділових англійською мовою, які зумовлюють результативність міжкультурної компетенції. Для
даного етапу навчання ділових переговорів пропонується відповідне лінгвістичне забезпечення (appropriate language). Підготовчий модуль включає такі розділи, як Розділ 7 «Переговори як ситуація ділового спілкування» (Unit 7 «Negotiations»), Розділ 8
«Підготовка до переговорів» (Unit 8 «Preparing negotiations»).
Для проведення основного модуля навчання ділових усних та писемних переговорів здійснюється певна підготовка. Оскільки ми плануємо здійснювати ведення ділових переговорів у процесі міжкультурного спілкування, що є можливим за виконання
частиною комунікантів ролей представників англомовної культури, метою основного
етапу є організувати ведення ділових переговорів у формі рольової гри, в якій одна з
ролей - студент, учасник переговорного процесу.
Основний модуль включає такі розділи, як Розділ 9 «Переговорний процес»
(Unit 9 «Furthering negotiations»), Розділ 10 «Писемні переговори» (Unit 10 «Written
Negotiation»), Розділ 11 «Труднощі» (Unit 11 «Difficulties»).
В дев'ятому розділі студенти вивчають структуру переговорного процесу, мовленнєві формули, які допомагають почати, продовжити чи закінчити висловлювання;
вміти переконати співрозмовника в чомусь, навести докази за чи проти певної дії/
фактів, спонукати співрозмовника до певних дій; вміти запитати та повідомити інформацію з позиції того, хто відповідає, і навпаки; цілеспрямовано запитувати інформацію в односторонньому порядку за допомогою запитань: Хто? Що? Коли? Як?
тощо та відповісти на ці запитання.
Розділ 10 «Писемні переговори» присвячений навчанню ведення ділових писемних переговорів англійською мовою. На цьому етапі здійснюється навчання загальних закономірностей створення писемного мовленнєвого твору, тобто такі навички
й уміння побудови тексту, котрі спрямовані на формування у студентів готовності до
писемного ділового спілкування.
При веденні ділових писемних переговорів писемна мова - написаний текст - є
посередником між людьми, поки між ними неможливе живе спілкування. Це забезпечує збереження й відтворення ведення ділових переговорів у просторі й часі.
Оскільки написавши, людина має змогу перечитати написане, виправити, поліпшити текст, оскільки писемне мовлення відзначається суворішою регламентацією, ніж
усне мовлення. Особливо високі вимоги ставляться до лексики: адже треба кожного
разу вибрати з ряду близькозначних найвідповідніше за змістом і забарвленням слово - точніше, однозначне, емоційно нейтральне. У письмових переговорах відсутні
такі важливі супроводні елементи усних переговорів, як інтонація, жест, міміка, безпосередня ситуація мовлення, тому важливу роль тут відіграють засоби суб'єктивних
емоційних оцінок.
Необхідно відзначити, що на цьому етапі відбувається знайомство з мовними та
композиційно-структурними характеристиками ділових листів різних типів і аналіз
10
Методичні рекомендації
зразків ділових листів. Адже неможливо вести ділові писемні переговори англійською мовою, якщо майбутній економіст не знайомий з правилами конструювання і
записом ділових листів різних стилів із широким використанням стандартних кл іше,
стереотипних виразів. Ми пропонуємо за допомогою комунікативно-орієнтованих
вправ спрямовувати відпрацювання необхідних кліше, мовленнєвого, мовного матеріалу та готувати до мовленнєвої практики в написанні ділового листа англійською
мовою (як жанру ділового наукового писемного мовлення), службової записки. В
даному розділі ми даємо можливість студентам ведення ділових переговорів за допомогою електронної пошти. Зазначимо, що спілкування студентів з викладачем та
між собою електронною поштою співпадає за окремими характеристиками з усним
діалогом. Таким чином, підвищення рівня компетенції студентів в усному мовленні
очікується за рахунок перенесення навичок з одного виду мовленнєвої діяльності
на інший.
Отже, до навчання ділових писемних переговорів ми включаємо підсистему вправ
для навчання написання ділового листа, як жанру писемного мовлення; підсистему
вправ для навчання написання службової записки; підсистему вправ для навчання
написання електронного листа, тобто створення тексту в мережі Інтернет, що стимулює студентів до оволодіння різноманітними «технологіями» написання листа з
використанням допоміжних засобів (наприклад, написання документа на базі шаблону), а також допомагає їм усвідомлювати необхідність ретельного обмірковування,
переписування і корекції власного тексту.
Оволодіння веденням ділових переговорів англійською мовою представляє певні
труднощі для майбутніх економістів, коріння яких знаходимо у специфічних рисах
цієї форми ділового спілкування. Трудність може полягати в тому, що студенти недостатньо володіють мовним або мовленнєвим засобами, необхідними при веденні цих
переговорів. Отже, в розділі 11 «Труднощі» (Unit 11 «Difficulties») ми пропонуємо
комплекс вправ, який може допомогти майбутнім економістам подолати труднощі,
тобто конфліктні ситуації при веденні ділових переговорів англійською мовою. Так,
на початку розділу ми вводимо студентів в проблему, пропонуємо ознайомитися з
поняттям «конфлікт», просимо відповісти на дискусійні питання.
Завершальний модуль в навчанні ведення ділових усних та писемних переговорів
представлений в розділі 12 (Unit 12 «Closing the negotiations»). В розділі пропонується мовний (лексика та граматика), мовленнєвий (блок формул мовленнєвого етикету)
та соціокультурний матеріал для успішного закінчення переговорів.
Пропонується така послідовність роботи з комплексом вправ та завдань (Таблиця 1.).
*ЛР - лабораторна робота
*СР - самостійна робота
Змістові модулі
Таблиця 1
Змістовий
модуль
№
Розділи
Кількість годин
ЛР
1
2
1. Пропедевтичний
Послідовний цикл роботи з розділом
Вступне заняття
1. "Ділова комунікація"
(Unit 1 Business
communication")
2. "Світська бесіда" {"Small
talk (Unit 2 ' Breaking the ice")
2
Інструктаж
1
1
Комплекс вправ для навчання ділової комунікації
3
Тестові завдання
1
1
Аналіз результатів
1
1
3. "Телефонна розмова",
(Unit 3 On the phone")
Всього
2
2
5
8
Інструктаж
1
Комплекс вправ для навчання ведення "Світської
бесіди"
3
Тестові завдання
1
1
Аналіз результатів
1
1
Всього
4
Всього
2
Всього
3
CP
6
1
3
3
6
9
Інструктаж
1
Комплекс вправ для навчання ведення телефонних
переговорів
4
Тестові завдання
2
2
Аналіз результатів
1
1
8
І
3
3
7
11
Змістовий
модуль
№
5
Розділи
4. "Вчимося приймати та
залишати повідомлення"
(Unit 4 "Messaging")
Послідовний цикл роботи з розділом
партнерів' ("Віч-на-віч )
(Unit 5 "Face to face")
6. '"Засідання"
(Unit 6 Meetings )
4
Тестові завдання
2
2
Аналіз результатів
1
1
8
?
PQ
О
О
ц
7. "Переговори як ситуація
ділового спілкування
(Unit 7 Negotiations")
J
В
Всього
1
3
3
7
11
Інструктаж
1
Комплекс вправ для навчання мовленнєвого етикету
спілкування (продовження теми "Світської бесіди")
2
Тестові завдання
1
1
Аналіз результатів
1
1
5
1
1
1
3
6
Інструктаж
1
Комплекс вправ для навчання ведення засідань, зборів
5
Тестові завдання
2
2
Аналіз результатів
2
2
10
to
Всього
Комплекс вправ для навчання написання та
відправлення факсів, повідомлення та e-mail
Всього
8
CP
1
Всього
7
ЛР
Інструктаж
Всього
6 5. "Перша зустріч ділових
Кількість годин
1
3
3
9
13
Інструктаж
1
1
Комплекс вправ для навчання ділових переговорів як ситуації ділового спілкування; типів та видів переговорів
5
Тестові завдання
2
2
Аналіз результатів
1
1
vO
9
4
4
9
13
О
f
Змістовий
модуль
Кількість годин
№
9
Розділи
Послідовний цикл роботи з розділом
8. "Підготовка до переговорів" Інструктаж
(Unit 8 "Preparing
Комплекс вправ для навчання підготовчого етапу
negotiations")
ділових переговорів
1
1
5
Всього
5
10
2
2
Аналіз результатів
1
1
9
5
14
1
Інструктаж
1
Комплекс вправ для навчання ділових переговорів
4
Тестові завдання
2
2
Аналіз результатів
2
2
9
Всього
11 10. "Писемні переговори"
Інструктаж
(Unit 10 "Written negotiations")
Комплекс вправ для навчання ділових писемних:
— підсистема вправ для навчання написання
ділового листа;
— підсистема вправ для навчання написання
службової записки;
— підсистема вправ для навчання написання
електронного листа
Всього
CP
Тестові завдання
Всього
10 9. "Переговорний процес"
(Unit 9 "Furthering
negotiations»)
ЛР
3
3
12
2
2
5
7
5
13
Тестові завдання
2
2
Аналіз результатів
1
1
10
5
15
Змістовий
модуль
№
Розділи
Послідовний цикл роботи з розділом
Кількість годин
ЛР
12
11. "Труднощі"
(Unit 11 «Difficulties»)
12. "Завершальний етап
ведення переговорів"
(Unit 12 «Closing the
negotiations»)
Всього
Інструктаж
1
Комплекс вправ для навчання подолання труднощів під
час ведення ділових переговорів англійською мовою
5
Тестові завдання
2
2
Аналіз результатів
1
1
9
Всього
13
CP
1
3
3
9
12
Інструктаж
1
Комплекс вправ для навчання завершення переговорів;
самостійного проведення ділових усних та писемних
переговорів;
написання докладу стосовно проведення ділових усних
та писемних переговорів
8
Тестові завдання
2
2
Аналіз результатів
2
2
1
8
24
13
8
21
14 Повторення матеріалу
2
4
6
15 Підсумкове тестування
2
Всього
16 Всього
108
2
47
155
w
1
n'
2
о<»
в
ко
5
UNIT 1
Effective communications
In this unit you will learn about the different types
of communication used in business
Exercise 1.1. Read the following text and fill in the gaps from the list below.
services, business, communications, managers,
to purchase, to obtain, instructions, interest
Effective communications are essential to _1
. Without them employees would not
know what to do, the owners and
2
of the business would not know whether the
business was achieving its targets or what goods and
3 its customers wanted. The
business would not be able
4 .supplies, and the customers themselves would
not know about or be able
5
the goods and services that the business provides.
6
are used to pass on information, give 7
, check and receive feedback on
activities, and to discuss matters of
8
or concern.
Exercise 1.2. Give the title to this text.
Exercise 2. The following is a typical day for Mark Morris, Director of Argon Department
Store. Read this text and answer the questions after it.
08.30: Arrives at the store. Checks orders for new stock from department managers and
discusses them with purchasing assistant.
09.10: Works on the report concerning the introduction of new technology. Downloads
some information from the Internet.
11.00: Meeting with other departmental managers about introducing a new range of ladies' fashions. After the meeting, Mark speaks to the manager of the Ladies' Wear
Department on the telephone about the likely level of sales of the new range.
13.00: After lunch, Mark spends some time on the shop floor, talking individually to the
staff. Returns to his office to write two letters: one to a customer, the other to a
supplier regarding a batch of faulty refrigerators.
16.00: Two display assistants ask for help with setting up a display of new computers. He
shows them how to create an attractive display.
16
Unit 1
17.30: Mark has some forms to complete for the Finance Department showing the cost of
goods ordered from suppliers during the day. He says 'good night' to as many staff
as possible before going home.
Questions:
1. How many times has Mark communicated with others during the day?
2. How has Mark communicated in each case?
3. What do you think the objective of each communication was?
4. What other methods of communication might Mark have used?
5. Evaluate the different methods you have identified.
Exercise 3. We all communicate with others in everyday life. You must communicate with
your teachers in order to get through your course successfully. And you will certainly need
to communicate with the examiner at the end of the course, if you are going to pass! You
also communicate regularly with your friends and classmates, those at home, shopkeepers, librarians, doctors and so on.
Now read the text" Communications as a system" and find out:
1. Who they communicate with and why;
2. What method of communication they use most often;
3. What method of communication they think is the most effective, and why.
Communications as a system
17
Effective communications
People communicate with each other in many ways, for example by talking face to face
or over the telephone, or by sending e-mails and letters. Yet all methods of communication consist of a sender, the message itself and a receiver. To be effective, the sender must
choose a method of sending the message that the receiver will understand and act upon
appropriately. There should also be some feedback from the receiver to the sender, so that
the sender can check that the message has been received and understood.
Exercise 4. Communications are only effective if the receiver actually receives and understands the message the sender intends. Barriers to effective communications can arise
for several reasons. Now try to determine the main barriers to communication.
Barriers to communication
The most common barriers are:
1
can affect communications in several ways. Most obviously, if the person
sending and the person receiving the communication are not both fluent in the language used for the communication, whether written or oral, misinterpretations of the
communication may occur.
Similar misinterpretations and lack of understanding can occur if the language used
by the person sending the communication is too technical or academic for the person receiving it. Many businesses and functions within businesses have their own
2 , which is used fluently by those in the business or function, but not by
those outside. Indeed, such jargon often uses words that have other meanings in
everyday language.
3
in which a communication is made can affect its effectiveness. For example, if the atmosphere is strained, and the person receiving the communication is
nervous, perhaps afraid for their job, they are likely to look for hidden meanings in a
communication - and will often find one that is not intended.
Physical barriers
Language
Timing
Atmosphere
Jargon
18
Unit 1
4
to effective communications come in many forms. Some affect the ability
of a person to communicate normally, but physical barriers also include factors in the
environment that may interfere with the communication. Physical barriers include
noise in a factory where a meeting or conversation is taking place, interference on a
telephone line and so on.
5
of a communication is frequently important to its effectiveness. Notification of a meeting or other event, for example, should be given in sufficient time for
people to arrange to be present and to prepare for the event. If an organisation must
make a decision about action to be taken on Friday, a report containing the results of
research which the organisation needs to enable it to make that decision is of little
use if it is not completed until the following Monday.
Exercise 5. People in business have to communicate with others in the same business
organisation and with people outside. Communications with people in the same business
organisation are called internal communications; those with people outside the organisation are called external communications. Put the correct words in the boxes.
Internal and external communications
colleagues, suppliers, other organisations, other employees, managers,
customers, subordinates, government bodies
Internal
communications
People within the
business, such as:
External
communications
People outside the
business, such as:
19
Effective communications
Exercise 6. a) Do you know how people communicate? Read these two texts and find out
four advantages and disadvantages of oral and written communications.
Oral communications
Whenever you speak to somebody, or somebody speaks to you, you are communicating
orally. Oral means spoken, and speech is the most common method of communication.
Most oral communications take place either face to face or over the telephone.
Although we talk to people every day, being able to communicate orally is a skill that
must be learned and practiced. Using the telephone is more difficult than speaking face to
face, and many people are uncomfortable about making telephone calls, although this is
becoming less so through the widespread use of mobile telephones.
One of the main problems with telephone communications is that when you talk to
someone on the telephone, you cannot see their response or facial expressions. It is especially important, therefore, to listen carefully to what the other person is saying and the way
they say it - their tone of voice and the words they use. However, technological developments such as videophones are overcoming this problem.
Oral communications are quick and direct between the person communicating the message and the person receiving it. They also offer an opportunity for discussion and for instant feedback to check that the content of the communication has been understood. The
main problem with oral communications is that there is no permanent record.
While most oral communications are between individuals on a one-to-one basis, either
face to face or at a distance (e.g. by telephone), there are times when it is appropriate for
several people to communicate with each other at a meeting. Modern telephone conferencing facilities also mean that that it is possible for several people who may be at different locations to discuss matters over the telephone.
Written communications
The most common types of written communications are letters, written for external
communications, and memos (short for memoranda), used for internal communications.
Business letters and memos are more formal than the letters you write to your friends,
although they serve the same basic purpose - to communicate a message.
An advantage of written communications is that they are permanent records of the
communication. They can be referred to later if required, and read at leisure, which means
that they can contain information that may take longer to digest and understand, such as
figures and technical data. Pictures, tables, graphs and diagrams can also be included in
written communications.
20
Unit 1
Other forms of written communications are used in business for various purposes. These
include: reports, financial documents, advertisements, notices, customer and product information. Written communications should be:
• accurate - everything should be checked, including all facts, spelling and grammar
• clear - the person writing the message must know what they want to say. before
they begin to write it down, and the person reading the document should be able to
understand its content immediately
• simple - short words and sentences are more effective and have more impact than
long ones
• complete - a document which leaves a message unfinished or leaves out a vital piece
of information will fail in its purpose.
b) Find out four advantages and four disadvantages of oral and written communications
from the texts. You may propose your variants too.
Exercise 7. As you know using information technology can improve the effectiveness of
oral and written communications. Read the text and put the correct words from the box in
the text.
network, personal computers, mobile telephones, tool, fax machines,
information, Internet, modem, telephone line, communications
Communications and information technology
Advances in information technology over recent years have led to radical new forms of
communication. These include:
•
1
- which transmit written text, graphics, charts and photographs quickly
anywhere in the world
•
2
- which can be carried by people at all times so that they can keep in
touch with their place of work
•
3
with modems and software for sending e-mail, which may consist of text,
graphics and even sounds, depending on the capabilities of the sender's and receiver's computers.
Businesses with several computer terminals can link these to a
4
or intranet,
so that each computer can exchange
5
with the others and even access information held on their hard drives. Employees' home computers may be networked to their
employer's internet so that they can communicate with, and access information stored on,
computers at their workplace, using a 6
and telephone line.
Effective communications
21
The
7
is a worldwide network of high-speed computers permanently linked to
provide and exchange information. Anyone with a personal computer and a modem connected to a _8_
can connect to the Internet via an Internet Service Provider. The
number of computers connected to the Internet is vast, and growing daily, as is the amount
and variety of information that can be obtained. The Internet is an invaluable _ 9 _ f o r businesses, which can use it for
10
, marketing their products, providing customer
and technical support, inviting customer feedback and so on.
Exercise 8. Look through the list of technological inventions in the field of communication. Match the advantages and disadvantages to each invention and put your variants in
the table. Some may be used more than once.
The list of advantages and disadvantages
1) easy to use
2) not everybody can afford one
3) access to all kinds of information
4) may lose social skills/become isolated
5) instant information about world issues
6) people may ring at inconvenient time
7) can be contacted at any time
8) children may access unsuitable information
9) faster than sending letters by post
10) poor reception in certain areas
Technological inventions
the Internet
e-mail
radio/television
mobile phone
fax machine
Telephone
Advantages
Disadvantages
UNIT 2
Breaking the ice
Small talk can be a minefield when engaging in international
business, because both cultural and personal factors come into
play as well as any language difficulties. This unit addresses the
issues of what is normal or acceptable in different cultural contexts and looks at some techniques for making successful small
talk before getting down to business.
Exersise 1. Read the following texts and answer the questions after them.
Text A. A Book of Etiquette
In the early 1900s, Emily Post wrote a book of etiquette. The book consisted of the
"shoulds" and "should nots" of living in "high society". For example, young women were
told to always wear white gloves when they went to a dance. This was so that they would
never touch a man's hand. Men were told to always walk on the street side of the sidewalk
when they walked with a woman. This was so that the woman would not get dirty from the
carriages driving by on the street.
The rules of etiquette has certainly changed since the early 1900s.
Text B. Table manners in Great Britain
Although rules regarding table manners are not very strict in Britain, it is considered
rude to eat and drink noisily. At formal meals, the cutlery is placed in the order in which
it will be used, starting from the outside and working in. The dessert spoon and fork are
usually laid at the top of your place setting, not at the side.
After each course, the knife and fork should be laid side by side in the middle of the
plate. This shows that you have finished and the plate can be removed. If you leave the
knife and fork apart, it will show that you have not yet finished eating.
It is considered impolite to smoke between courses unless your hosts say otherwise. It
is polite to ask permission before you smoke in people's homes.
In Britain, smoking is now forbidden in many public places, for example, on the underground, on stations, in shops, in theatres and in cinemas.
Колонтитул правии
23
Questions:
1. Why were young women told to always wear white gloves when they went to a
dance?
2. When did the rules of etiquette begin to change in Britain?
3. Where are the dessert spoon and fork laid?
4. What does it mean if the knife and fork are laid side by side in the middle of the
plate?
5. Where is smoking forbidden in Britain?
6. Why were men told to always walk on the street side of the sidewalk when they
walked with a woman?
Exercise 2.1. Think about the following situations and your rules of etiquette:
• Table manners in a restaurant
• Entertaining in the home
• Dress for all occasions
• Dating
• Gift giving
• How to act at a party
What are the things people "should do" or "should not do" in different social situations?
Read the story about Robert and underline the things he does which are rude in your
country. You can see one example.
Last week Robert was invited to dinner at his girlfriend's parents' house. He had
never met him before.
He was asked to.come at seven o'clock but arrived at eight. He took off his coat, went
into the siting room and sat down. He said he was thirsty and asked for a beer. When he
had finished his beer, everyone got up to go to the dinner table. Robert was served first.
While the others were waiting for their soup, Robert started his. When he had finished,
he asked for some more. After his soup, he lit up a cigarette and poured himself another
glass of wine. During the main course, he said he had just remembered something and
got up to make a a phone call. When he got back, he said he had to leave straight away
and said goodbye to everyone.
Exercise 2.2. Look through Exercise 2.1. again and write five - seven sentences of advice to Robert about social behaviour, using
You are expected to... .
You are not supposed to... .
24
Unit 2
You should not....
You can see one example.
e.g. You are expected to arrive on time for dinner.
Exercise 2.3. Your partner is planning to visit your country, and is not familiar with the
eating customs there. Now write your pieces of advice in the table using should, shouldn't,
should always, or should never to give advice on the following topics:
•
•
•
•
•
•
•
•
•
When to begin eating
Refusing to eat what you are served
Talking while eating
Smacking your lips or licking your fingers
Putting your elbows on the table
Putting your hands on your lap
Yawning at the table
Leaving food on your plate
Excusing yourself from the table
Exercise 3. Read and try to answer the following questions.
A questionnaire
About clothing
Do men have to wear jackets and ties in restaurants?
Are men and women allowed to wear shorts to work in offices in summer?
Are there any special rules about what you have to wear in holy places?
About money
Is it rude to ask people how much money they earn?
Is a woman expected to pay her share of the bill in a restaurant?
About hospitability
Should you take a present when you are invited to somebody's home?
Is it rude to smoke without asking in other people's homes?
Is it impolite to smoke between courses?
About tipping
How much should you tip a taxi driver
Should you tip in a restaurant and at the hairdresser's?
Breaking the ice
25
Exercise 4. Which of the following habits you consider rude and why. Which of them,
if any, do you consider acceptable only at home, and which do you consider completely
unacceptable?
• helping yourself to food without asking
• starting to eat before everyone is served
• picking at food with your hands
• reading at the meal table
• resting your elbows on the table
• reaching across the table before other people have finished
• not thanking the cook
• wiping your plate clean with bread
Exercise 5. You are on a trip to Britain and you have been invited to dinner with a British
family. Read the following text about time to arrive and leave, gifts to take clothes, forms
of address and how to thank the hosts. Give the titles to the following paragraphs using
the words from the box.
Thanking the hosts, Gifts, Forms of address, Clothes, Time to arrive and leave
1_ A man does not have to wear a suit but it is polite to wear a jacket and a tie. Women are expected to dress up a bit, but should be careful not to over-dress. If you are at all
worried about what to wear, phone your hosts and ask what other people will be wearing.
2_ You should call your host "Mr and Mrs" if they are married partners. Most people
will ask you to call them by their first names.
3_ It can be considered a little rude to arrive exactly on time. The best time to arrive is
about ten minutes after the time you have been invited. The best time to leave is about half
an hour after after-dinner coffee has been served. It is not polite to stay after midnight, especially midweek, unless it is made very clear by your hosts that they would like you to stay.
_ 4 _ It is not necessary to take a gift but flowers and chocolates are always welcome.
Many people bring a bottle of wine for an informal gathering of friends.
5_ You are expected either to send a note or to telephone and thank you hosts. This
should be done within a week. It is not necessary to send a gift.
Exercise 6.1. Read the following text about American etiquette on table manners and fill
in the gaps.
Well, ...1..., when you go
2...at a table, a gentleman is supposed ...3...the chair
for the lady who is sitting at his right.
Unit 2
26
. . . A . . . , to eat in the proper American way, you have to cut a small bite size . ..5.. meal
and place your knife ... .6.. your plate with the blade and handle .. .7..the rim. You are not
supposed to rest the handle of the .. .8.. on the table, as this looks really messy. Then you
have to switch your... 9.. to your right hand and bring the food to your ...10...
Exercise 6.2. Answer the following questions.
1. What is a man supposed to do before sitting down at the dinner table?
2. In which hand do Americans hold their fork?
3. When do they use their knife?
4. Where do they place the knife afterwards?
Exercise 7. Look at the example below, then write a few paragraphs about etiquette for
visitors to your country. Give helpful advice about things like table manners, hospitability
and tipping.
Table Manners
At mealtimes in Sweden we do not use side plates for bread.
You are supposed to put your bread on the table beside
your dinner plate. After a meal, you are expected to thank
the person who prepared it, even if it's your mother or father.
The following expressions will help you to do it.
do not use
You are supposed to ... .
You are expected to
You should
Exercise 8.1. Read the following text and say if these statements are true or false.
1. In France you are expected to shake hands with everyone you meet.
2. People in Britain shake hands just as much as people in Germany.
3. In France people prefer talking about business during meals.
4. It is not polite to insist on paying for a meal if you are in Italy.
5. Visitors to Germany never get taken out for meals.
6. A humorous remark always goes down well all over the world.
Text C. Good Manners. How not to behave badly abroad
(by Norman Ramshaw)
Travelling to all corners of the world gets easier and easier. We live in a global village, but
how well do we know and understand each other? Here is a simple test.
Breaking the ice
27
Imagine you have arranged a meeting at four o'clock. What time should you expect your
foreign business colleagues to arrive? If they're German, they will be bang on time. If they
are American, they will probably be 15 minutes early. If they are British, they will be 15
minuutes late, and you should allow up to an hour for the Italians.
.When the European Community began to increase in size, several guidebooks appeared
giving advice on international etiquette. At first many people thought this was a joke, especially the British, who seemed to assume that the widespread understanding of their
language meant a corresponding understanding of English customs. Very soon they had to
change their ideas, as they realized that they had a lot to learn about how to behave with
their foreign business friends.
The British are happy to have a business lunch and discuss business matters with a
drink during the meal; the Japanese prefer not to work while eating. Lunch is time to relax
and get to know one another, and they rarely drink at lunchtime.
The Germans like to talk business before dinner; the French like to eat first and talk
afterwards. They have to be well fed and watered before they discuss anything.
Taking off your jacket and rolling up your sleeves is a sign of getting down to work in
Britain and Holland, but in Germany people regard it as taking it easy. American executives
sometimes signal their feelings of ease and importance in their offices by putting their
feet on the desk whilst on the telephone. In Japan, people would be shocked. Showing
the soles of your feet is the height of bad manners. It is a social insult only exceeded by
blowing your nose in public.
The Japanese have perhaps the strictest rules of social and business behaviour. Seniority is very important, and a younger man should never be sent to complete a business deal
with an older Japanese man. The Japanese business card almost needs a rulebook of its
own. You must exchange business cards immediately on meeting because it is so essential
to establish everyone's status and position.
When it is handed to a person in a superior position, it must be given and received with
both hands, and you must take time to read it carefully, and not just put it in your pocket!
Also the bow is a very important part of greeting someone. You should not expect the
Japanese to shake hands. Bowing the head is a mark of respect and the first bow of the
day should be lower than when you meet thereafter.
The Americans sometimes find it difficult to accept the more formal Japanese manners. They prefer to be casual and more informal, as illustrated by the universal 'Have a
nice day!' American waiters have a one-word imperative 'Enjoy!' The British, of course,
are cool and reserved. The great topic of conversation between strangers in Britain is the
weather - unemotional and impersonal. In America, the main topic between strangers is
the search to find a geographical link. 'Oh, really? You live in Ohio? I had an uncle who
once worked there.'
'When in Rome, do as the Romans do'.
Unit 2
28
Here are some final tips for travellers.
- In France you should not sit down in a cafe until you've shaken hands with everyone
you know.
- In Afghanistan you should spend at least five minutes saying 'Hello!'.
- In Pakistan you mustn't wink. It is offensive.
- In the Middle East you must never use the left hand for greeting, eating, drinking, or
mocking. Also, you should take care not to admire anything in your hosts' home. They will
feel that they have to give it to you.
- In Thailand you should clap your hands together and lower your head and your eyes
when you greet someone.
- In America you should eat your hamburger with both hands and as quickly as possible.
You shouldn't try to have a conversation until it is eaten.
Exercise 8.2. Try this quiz dealing with "good manners". Underline your correct variant.
Quiz
1. When an American client arrives do you ...
a) shake her hand;
b) smile and say "Hallo!"]
c) kiss her on the cheek;
d) say "Good evening!" and bow.
2. Mr. Manual Fernandez Garcia does not reply when you say "Good morning, Mr. Garcia!"
to him. This is probably because ...
a) he didn't hear you;
b) you didn't look at him when you spoke;
c) he's rudely ignoring you;
d) you've called him by the wrong name.
3. A German is talking to a Brazilian. The German keeps taking a step backwards each
time the Brazilian steps forward. This is probably because ...
a) the Brazilian wants to be too friendly;
b) they're both trying to be friendly;
c) the German is being unfriendly;
d) they don't like each other.
4. You are talking to a visitor from Britain. Which of these questions do you ask him or her?
a) How old are you?
b) How much do you earn?
c) Are you married?
d) What part of Britain do you come from?
29
5.
If someone looks you straight in the eye, this means that they are ...
a) not honest;
b) rude;
c) trying to frighten you d) being friendly.
6.
If someone smiles while you're explaining something, this means they
a) not sincere;
b) happy;
c) not listening;
d) crazy.
7. If someone frowns whilst you're explaining something, this means they...
a) are angry;
b) don't understand;
c) are concentrating;
d) have a headache.
8. If someone sighs while you're explaining something, this means that they are:
a) bored;
b) impatient:
c) unhappy;
d) suffering from indigestion.
Exercise 9.1. Read text D and answer the following questions after it.
Text D. Some family relations in Algeria
(by Abdelkader Rekab)
In Europe, in America, and maybe in Japan, a young person living with his family cannot do
certain things in front of his father, but when he gets older, he is free to do what he wants.
In the Arab world, and especially in Algeria, a young person cannot do certain things as
long as he is a teenager.
Smoking is thought to be a bad thing from the social point of view. A teenager is not
allowed to smoke, but sometimes he can become a smoker while at the university. He can
smoke when he likes, but not while he is with his father or any other males from his family
such as uncles, grandfathers, and so on.
In many countries watching TV is something very normal, but this is not the case in
Algeria. Family members can watch TV together, but not always. Films showing women
swimming in a pool or lying on a beach cannot be seen by all the family members together,
especially in the case of sons and the father.
Getting married in Algeria is not easy because there are many rules that have to be respected. As an example, the young man who will be married does not see his father during
30
Unit 2
the week before the marriage party, at the party, and for a week after the party. After this, he
will be able to see his father by bringing him a special meal prepared by his mother. If he does
not have a father, he should act the same way with his uncle or grandfather or older brother.
The members of a family, in many societies, can sit and have a meal together without
any problem at all, but not in Algeria. A man should not sit with his father while his mother
or sisters are there. If a man is with his father, his wife or children should not join them. If
a man is with his wife or with his children, his father cannot join them.
These family rules mean that the father (or the uncle, grandfather, or oldest brother) is
the family chief. They honour him by showing respect and politeness.
Questions:
1. What country is Abdelkader Rekab (the author of this article) from?
2. Where is Algeria situated?
3. Is a young man allowed to smoke in Algeria?
4. What films can a teenager see in Algeria?
5. What are the "family rules" in the Arab world?
Exercise 9.2. Your friend will have to live in Algeria. Give some advice about how she/he
should or should not behave. The following expressions will help you to do it.
do not use
You are supposed to ... .
You are expected to
You should
Exercise 10.1. Read the following text and give the titles to the following paragraphs
using the words from the box.
sex, queueing, pets, the weather, the language, how to plan, a town, tea
Text E. How to be an alien
(by George Mikes)
1
When I arrived in England I thought I knew English. After I'd been here an
hour, I realized I do not understand a word.
2
You must never contradict anybody when discussing the weather. Should
it hail and snow, should hurricanes uproot the trees from the side of the road, and should
someone remark to you: "Nice day, isn't it?" - answer without hesitation: "Isn't it lovely!"
3
An Englishman, even if he is alone, forms an orderly queues of one.
At weekends an Englishman queues up at the bus stop, travels out to Richmond, queues
31
4
5
6
upforboat,then queues up for tea, then queues up for ice cream, then joins a few more
odd queues up at he bus stop and has the time of his life,
If you go out for a walk with a friend, do not say a word for hours; if you
go
out
for a walk with your dog, keep chatting to him.
Continental people have a sex life; the English have hot-water bottles.
First of all, never build a street straight.Give a different name to a street
whenever
it bends. Call streets by various names: street, road, place, mews, path, gate
and so on.
7
The trouble with tea is that originally it was quite a good drink. So a group
ofthemosteminent British scientists put their heads together, and made complicated
biological experiments to find ways of spoiling it.
and
beverage was successfully transformed into colorless and tasteless gargling water, it suddenly became the national drink of Great Britain and Ireland.
There
English home, at five o'clock in the morning a cup of tea is brought in by a heartily smiling
hostess. You have to declare with your best five o'clock smile: "Thank you so much. I do
adore a cup of early morning tea, especially early in the morning tea." If you are left alone
with the liquid, you may pour it down the washbasin.
Then you have tea for breakfast; then you have tea at eleven o'clock in the morning; then afterlunch; then you have tea after tea; then after supper; and again at eleven o'clock at night.
Exercise 10.2. Read text E again and copy out to
What does George Mikes say about the English
• language?
•
• attitude to the weather?
•
• habit of queuing?
•
• attitude to pets?
•
answer the following questions.
attitude to sex?
towns?
way of serving tea?
tea-drinking habits?
Exercise 10.3. What are your views about the British? Make a note of your views in the
box on the following subjects:
• language
• attitude to work
• attitude to foreigners
• food
• dress sense
• homes
• behaviour/ manners young people
no sugar at all, the d
are some occasions when
UNIT3
On the phone
The phone is a very useful business toolfor immediate communication. But making a phone call is not always easy - especially if
you don V know the person on the other end of the line very well.
Exercise 1. How comfortable are you speaking English on the phone?
Remember that sounding polite and helpful doesn't just depend on the words you use,
but the way you say them and also if you are talking to someone face-to face on your body
language. Basic business phone language, very much like small talk, consists of constantly
repeated expressions with little variations.
Complete the questionnaire below using the correct form of the following verbs:
have, lose, shout, wish, keep, try, want, sound, misunderstand
Be honest! Can you remember a time when you...
1. totally
what someone said on the phone?
2. really
rude and unhelpful because you were busy?
3. constantly
to ask the other person to repeat what they said?
4. just
putting off a call because you did not want to speak English?
5. actually
at anyone on the phone?
6. completely
track of the conversation?
7. just
you could talk to the other person face to face?
8. even
pretending you were out to avoid taking a call?
9. really
to kill the person on the other end of the phone?
Exercise 2. The telephone is being used more and more as a way of communicating.
It's cheaper than face-to-face meetings, more convenient and saves time. Sometimes
the only contact the customer has with your place of work is the telephone and their first
impression is very important. As far as that caller is concerned your voice is the voice of a
company or organisation.
Make a list of all the things that annoy you when you telephone an organisation. Underline the sentences which mean you get annoyed when you phone.
On the phone
You
•
•
•
•
•
•
33
probably get annoyed when:
no one answers the telephone.
you're not greeted and you don't know if you've got the right number.
no-one tells you that you're being transferred and the telephone goes dead.
the other person just answers 'yes' or 'no' and doesn't give enough information.
the other person doesn't listen properly.
the other person talks too much.
Exercise 3. You probably thought of other things too! It makes you realise that using the
telephone isn't as easy as you think. When you deal with someone face-to-face you can
get lots of information from their body language, facial expressions and gestures as well
as hearing what they say and how they say it. On the telephone you might jump to the
wrong conclusion!
When you answer the telephone at work, there are some specific standards to aim for:
SELF-CHECK
Answering the telephone at work
Do you...
answer the telephone promptly - within three rings if possible?
smile as you pick up the receiver? This makes your voice sound friendlier!
speak slowly and clearly?
start the call by identifying your organisation or department and your own name to the
caller, e.g. 'Catering Department. Mary Brown speaking. Can I help you?'
- warn callers first if you need to put the telephone down or transfer them to someone
else?
- arrange to find out when you don't have the information and then call back so the
caller doesn't have to wait?
- finish the conversation by going over exactly what you are going to do as a result of
the conversation?
- try to be helpful and volunteer information?
- listen and resist the temptation to interrupt?
- make notes and read back the key points so that you have a record of the call and
the caller knows that you're listening?
- ask open questions to find out what the caller wants?
- give your name in case the caller needs to speak to you again?
You might be someone who needs to make telephone calls rather than receive them.
Unit:3
34
Exercise 4. Make up a list of golden rules for someone who needs to make telephone
calls related to work. Did you include some of the following points?
•
•
•
•
•
plan the call first.
smile and introduce yourself (and your company if you are at work).
say why you are ringing,
agree any action.
finish the call politely.
Exercise 5.1. Read the following words in the boxes and match them to their meanings.
webcam
videophone
public telephone/payphone
extension
pager
cordless phone, cordless
mobile phone, mobile (BrE)/
cellphone, cellular phone, cellular (AmE)
WAP phone: (WAP - wireless
application protocol)
1. A phone you can take with you and use anywhere.
2. A mobile phone with access to the Internet.
3. Phone in a public place operated with money, a credit or a credit card.
4. An extension not connected by a wire, so you can use it around the house or in the
garden.
5. One of a number of phones on the same line, in a home or office.
6. Allows you to receive written messages.
7. A camera attached to a computer and phone line, so two people talking on the phone
can see each other.
8. A special phone with a screen so you can see the other person.
Note: Webcam's and videophones enable videoconferencing: holding a meeting with people in different locations.
35
On the phone
Exercise 5.2. Now determine which equipment each of these people would use and put
your correct answer in the table after the text.
1. A lawyer who needs to stay in contact in court, but can't have a ringing phone.
2. A building contractor who works in different places.
3. Someone who wants to stay in touch whilst they are in the garden.
4. A company manager who wants to discuss something with managers in different
offices at the same time.
5. A computer enthusiast who wants to see the person she is talking to.
6. Someone who is out but doesn't have a mobile.
Exercise 6. Read the following in the box and then determine which of the sentences
below containing expressions from the box are correct. Correct the mistakes.
call to phone someone telephone to give
someone a call
BrE: to ring someone, to ring up someone,
to ring someone up, to give someone a ring
Informal BrE: to give someone a bell,
to give someone a buzz
AmE: to call someone, to call up someone,
to call someone
1. It would be good to see Anna soon. I'll phone to her and see when she's free.
2.1 gave Brian a call yesterday and we had a long chat.
3. Why don't you ring up at Pizza Palace and order some take away pizza?
4.1 rung them five minutes ago but there was no answer.
5. Call me up next time you're in New York.
6. Give me a ring when you're next in London.
7. I'll give her the bell and we'll fix up a meeting.
8. When you get some news, make me a buzz.
Exercise 7. Phone numbers where you can get information or advice, buy things, make
reservations, etc. may be called:
helpline hotline information line reservations line
People who answer and deal with calls like these work in call centres (AmE: call centers). A number that is free of charge is:
UK
an 0800 number
a Freephone number
AmE
a 1-800 number
a toll-free number
Unit 3
36
Match what the people say below with words from above.
1. Just call this number to book your seats.
2. For technical assistance with your new computer, call...
3. If you know the answer call us right here in the studio! Right now!
4. Call us any time to find out about opening times and admission prices.
5. To buy this amazing product, simply call 0800 ...
Exercise 8. When saying numbers, use rising intonation for each group, except for the last
group, when you should use a falling tone. This shows you have reached the end of the number.
NOTE: Look at the number: 081 -455-2354.
The number consists of three groups.
0 is pronounced 'oh' or zero;
455 is verbalized as four double five or four five five,
the numbers should be grouped, e g. 081 pause 455 pause 2354.
access code
country code
area code
Number
00
845921
double oh (BrE)
eight four five nine two one
Zero zero (AmE)
44
1746
double four
one seven four six
Write the telephone numbers below in figures. The first one is an example.
'one - seven - six, three - two - three - three'
176 3233
'oh - one - double two - three, five - six - oh - four - double nine'
'oh - eight hundred, double seven - double one - double seven'
'double four, one - eight - one, three - zero - three - zero'
'one - eight hundred, double five - double five - double five'
Exercise 9.1. Read the following text and put the correct expressions in it.
dial, phoning scenario, switchboard, direct line, keypad, dialling, engaged
tone (BrE)/busy tone (AmE), wrong number, hang up, get through, extension,
operator, put through, transfer, cut off, voicemail
37
On the phone
1
You want to phone someone in a company. You pick up the phone. You hear the
2 tone and
3 the number on the
4
. You don't know the person's
5 number, so you dial the number of the company's
6
. One of
these things happens:
a. The number rings but no one answers.
b. You hear the
7
because the other person is already talking on the phone. You
8 and try again later.
c. You
9 , but not to the number you wanted. The person who answers says
you've got the
10 .
d. The 11 answers. You ask for the
_12 of the person you want to speak to.
e. You are
13 to the wrong extension. The person offers to
14 you to the
right extension, but you are
15 - the call ends.
f. The person you want to speak to is not at their desk and you leave a message on their
16 . You ask them to call you back or to return your call.
Exercise 9.2. You are trying to phone manager from ABC company. He works in a large
company. Match your possible reactions (1 -7) to the things (a-f) described above Exercise
9,1. One of the things is used twice.
1. That's strange. Their switchboard isn't big enough to handle all the calls they get.
2. That's ridiculous! A company with 200 employees, but no one answers the phone.
3.1 ask for manager from ABC company and they put me through to manager!
4. Manager seems to spend all day on the phone. His line's always busy.
5. That's strange. I'm sure I dialed the right number.
6. Oh, no, I hate this - oh well, I'd better leave a message ...
7. They never seem able to find the extension number!
Exercise 10. When you phone, do not forget to give all the necessary information:
Your name
Whom you are calling
Your title
Your company
The department (if known)
The reason for your call
Read the following dialogues and try to put the correct words from the box in the table
after the call.
CALL 1.
please, speak to, to meet, good morning, thank, the post, Europe, products
Unit 3
38
S: Klottmann. Guten Tag.
Roberts: Good morning. Could I
1 Beate Frick, please.
S: One moment,
2 .
Frick: Frick.
Roberts:
3 , Mrs. Frick. My name is Paul Roberts from Softcom. I am the regional Manager for
4 .
Frick:
3
.
Roberts: Mrs. Frick, as you probably know, we are one of your suppliers of customized
software
5 .
Frick: Yes, Mr, Roberts, I believe we handle some of your products.
Roberts: Mrs. Frick, I shall be in Stuttgart on 18 and 19 September and would like
6 you to discuss your needs in further detail.
Frick: I am very sorry, Mr. Roberts, but I shan't be available at all that week. But if you
have some new documentation about your
5 , I would very much like to see it.
Roberts: OK, Mrs. Frick. I'll put some information into
7 for you. By the way, could
you just spell the company name for me?
Frick: Yes, it's K-L-O-T-T-M-A-N-N.
Roberts: Right. Fine. Well, perhaps we could meet when I'm in Stuttgart in the spring.
Frick: Yes, I hope so. Please contact me before your visit.
Roberts: I will.
Frick:
8 you for your call
Roberts: Not at all.
Frick: Good bye.
Roberts: Good bye.
CALL 2.
fine, September, forward, diary, hold on, this, good, address, bye
S: Compagnie des Antevilles.
Richards: Good afternoon. Bernard Bonnat, please.
S:
1 , please.
Bonnat: Bonjour.
Richards: Good afternoon, Bernard.
2 is Clive Richards from Data fax.
Bonnat: Hello, Clive. How are you?
Richards: 3 .thanks. And you?
Bonnat: Very well.
Richards: Bernard, the reason I'm ringing is that I intend to be in Paris on 20th September ...
Bonnat: Yes.
39
On the phone
Richards: ... and I thought it would be usetul for us to meet.
Bonnat: Yes, that's fine. You said 20 th of
4_?
Richards: That's right.
Bonnat: Just a minute. Let me check my 5
... Okay.
Richards: Does 11 o'clock suit you?
Bonnat: Afraid not. Look, I'm busy in the morning, but any time in the afternoon would
be fine.
Richards: I'm afraid the afternoon's no
6
for me. How about early on the 21 st?
Bonnat: It's fine!
Richards: So, let's say 9 o'clock on the 21 st.
Bonnat: Fine! You've got our
7 ?
Richards: Yes. So, I'll look
8 to seeing you then,
Bonnat: Oh yes, and don't forget to bring that manual you promised me.
Richards: Don't worry. I've got it in front of me now.
Bonnat: 9
,
Richards: Bye.
CALL 3
speak to, spell, please, connection, speaking,
Manager, good morning, files, wondering, 2 o'clock, call
S: System Support.
Bennett: Good morning. Could you put me through to your Purchasing Department?
S: What's it in
1 with, please?
Bennett: Software development.
S: And who would you like t o _ 2 ?
Bennett: The Department 3 _ . By the way, could you give me his name?
S: Graham Wareham is our Software Development Manager.
Bennett: Could you just
4 that, please?
S: Yes, W-A-R-E-H-A-M
Bennett: OK, could I speak to him, 5
?
S: One moment; please.
S: Software Development, Janet Parks
6 .
Bennett: Good morning. Could I speak to Graham Wareham, please?
Wareham: Wareham.
Bennett: 7 , Mr. Wareham. My name is Alistair Bennett from Access Computers.
Wareham: Good morning, Mr. Bennett!
Bennett: Mr. Wareham, I see from our 8 .that last year you were interested in commissioning some software from us. I was
9
what had happened to that project.
Unit 3
40
Wareham: Well, in the end we gave the system control software project to one of your
competitors.
Bennett: I see. Well, the reason for my 10 is that I will be in London on 21st Sep-'
tember, and wondered whether it would be useful for us to meet to discuss other projects.
Wareham: I don't see why not, though there's nothing in the pipeline at the moment.
But we can certainly discuss things generally.
Bennett: Okay. Can we meet say 2 o'clock on the 21st?
Wareham: Yes,
11 on the 21 st is fine.
Bennett: I look forward to meeting you then.
Wareham: Bye.
Bennett: Bye.
Exercise 11. Read the following table and try to put the conversation into a logical order.
Can you put me through to extension 123,
please?
Can I have extension 123, please?
Extension 123, please.
123, please.
Robert Smith in Berlin, please.
I phoned a moment ago, but I was cut off.
I'll hold.
I'll call back later.
One moment, please.
I'm putting you through.
The extension/line is ringing for you
Sorry to keep you waiting.
I think you've got the wrong extension.
I'll try and transfer you.
I'm afraid the line's/extension's busy/ engaged.
I'm sorry, but there's no reply.
Do you want to hold or would you like to
call back later?
1. Ann: Good morning. Can I speak to Robert Smith in Berlin?
2. Ann: Is that Robert Smith?
3. Ann: No, I'm afraid I don't.
4. Ann: Thanks. Oh no, I've been cut off.
5. Switchboard operator: Do you know the extension?
6. Switchboard operator: Sorry to keep you waiting.... I'm putting you through.
7. John Smith: Smith.
8. John Smith: No, this is John Smith. You've come through to Accounts. I'll try and
transfer you back to the switchboard.
Exercise 12. Look at the phrases that are used when you are on the phone. Match each
point (1 -6) with one of the tips (A-F).
41
On the phone
3.1 look forward to seeing you.Thanks for
calling. Goodbye. Bye.
1. The reason I called is
phoning to
6. I'd like to speak to
please. Could you put me through to
like to speak to someone about deliveries, please.
4. Could you manage Tuesday? What
about Friday? Shall we say two o'clock?
Just a moment I'll get my diary. I'm
sorry I'm out all day. Friday would be
fine. That suits me.
I am (just)
, please? I'd
5. I'm afraid he's out at the moment. Can
I take a message? Can you ask him to
call me back?
2. Klondike Electronics. Can I help you? (a typical switchboard response) John Bird
speaking. This is Pete Edwards. John here. Asking the caller to identify himself/herself. Who's calling, please?
REMEMBER: If you smile while you are talking on the phone, your listener can 'hear' your
smile. But it's best to try not to be funny or make jokes over the phone - your listener
may think you are being sarcastic, or may not share your sense of humour.
Exercise 13. Communication by phone involves two parties - the caller and the person
called.To be effective on the phone, the caller must have clear objectives, the relevant
information, a clear strategy and structure for the call.
Rearrange the following phone communication into the correct order in the boxes.
Phone communication - caller's steps:
• say good bye
• explain purpose of call
• greet person called
• introduce yourself
• confirm follow-up
Unit:3
42
•
•
•
•
summarize
develop call divided into point 1, point 2, point 3 etc
request person called polite formulae
greet switchboard operator
9
-
<
8
—
10
Phone communication - the steps taken by the person called:[Phone rings]
1. develop call divided into point 1, point 2, point 3 etc
2. say good bye
3. identify yourself
4. summarize
5. polite formulae
6. confirm follow-up
7. greet
1
7
V
5
—
6
4
Exercise 14. Look at the tips the caller must follow and identify the skills and techniques
needed to structure the call effectively. Match the sentence beginnings (1 -12) with the
correct endings (a-l).
Twelve telephone tips
1. Fax ahead ...
2. Make sure you have with you all the documents ...
On the phone
43
3. The other person may not understand you easily,...
4. The other person can't see your reactions, so always CONFIRM that...
5. Don't pretend you have understood ...
6. The other person can't see what a nice person you are,...
7. The other person hasn't got all day,...
8. The other person is getting an impression of your firm while talking with you, so make
sure that you sound EFFICIENT
9. Don't rely on your memory...
10. Smile while you're talking.
11. Don't try to be funny - ...
12. Don't interrupt the other person: ....
a. let them finish what they want to say.
b. you may be misunderstood.
c. Your listener can hear your smile.
d. make notes during a call and rewrite these notes immediately afterwards as a
record of the call.
e. your firm's image may be at stake, even if you're just taking a message.
f. so make sure your call is BRIEF.
g. if you want to make sure the other person has time to prepare for the call
h. so make sure you sound POLITE and AGREEABLE.
i. you'll need before you dial the number,
j. when you haven't.
k. so try to speak slowly and CLEARLY.
I. you have (or have not) understood each point that's been made.
Exercise 15. When telephoning, it is very important to get certain facts right, for example,
the name, address, and telephone number. Put the following extracts of telephone calls
into the correct order.
a) - Just a moment, Mr. Jones, I'll put you through.
-Yes, I'd like to speak to Miss Redbone.
- Peter Jones.
- W h o ' s calling, please?
- Pan Electronics. Can I help you?
b) - She's got it, but just in case, it's 081 -455-2354
- Yes, could you ask her to call me back?
- Mr. Guttmann here. Could I speak to Mrs. Fields?
-Yes, of course Could I have your number?
- I'm afraid she's out at the moment. Can I take a message?
Unit:3
44
c) - I'm sorry, I'm out on Wednesday.
- Good, that suits me too. Shall we say 11 o'clock?
- Just a moment, I'll get my diary ... you said next week?
-Yes, could you manage Wednesday?
- What about Thursday then?
- Yes, Thursday morning would suit me fine.
Exercise"! 6.1. A lot of the English you need on the phone is just, a small number of key
words used in different combinations. How many telephone expressions can you make using a word (phrase) from two (more) sections (e.g. Can I have your name, please?).
Can
I
you
ask
check
speak to
take
help
have
speak up
give
see if
hold on
get
tell
leave
say
spell read
get back to
who's
me
you
he/she
him/her
your name
a message
someone
something
a moment
it
that
Please
About it
Again
With me
With you
Back to me
I called
Within the hour
to call me back
a few details
on that
is there
for me
later today
calling
when he/she'll back
Exercise 16.2. You overhear a colleague say the following things on the phone. What
questions do you think she was asked? Use some of the telephone expressions you made
in Exercise 16.1.
a
? Yes, I'd like to speak to Ifakat Karsli, please.
b
? Yes, it's Ivana Medvedeva.
c
? M-E-D-V-E-D-E-V-A, Medvedeva.
d
? Yes. Can you just tell her Ivana called?
e
? Yes, I'll tell him as soon as he gets in.
f
? Of course. Your reference number is 81 0 9 9 - KM. OK?
g
? Sorry, is that better?
h
? Around three, I should think.
On the phone
45
?
?
?
?
k
I
Can we make that two hours?
Certainly, Can you give me your number?
Sure, When can I expect to hear from you?
Sure, Just a minute, Where's my pen? OK, go ahead.
Exercise 17.1. Ann gets through to James and arranges to meet him. Reorder their
conversation, which contains expressions from the boxes.
Making arrangements
Closing the conversation
Here are some ways of finishing a conversation without sounding abrupt (rude),
See you on Friday then,
I'm going to have to go now.
I've got to go to a meeting.
(It's been) good talking to you.
Nice talking to you.
(It's been) nice talking to you.
Good to talk to you.
Talk to you soon, no doubt.
We'll be (back) in touch soon.
Look forward to hearing from you soon.
Yes, I'll look forward to seeing you on Friday.
Thanks for calling/phoning.
You get through to the person you want to speak to and fix a meeting.
Can/Shall we fix/arrange an appointment/a meeting?
Would it be useful to meet up soon?
I'll (just) get/check my diary.
That's fine.
I can't / won't be able to make Monday.
I've got (+lnfinitive)/a (noun)...
How about meeting up to discuss how Megabook and Sprenger might work together?
What about Tuesday?
Would Wednesday be suitable?
Would Thursday suit you?
Shall we say Friday?
How about Monday?
a. A: Fine thanks. I'm going to be in London on Tuesday and Wednesday next week.
b. A: Hello. This is Ann. You remember we met at the Frankfurt Book Fair last month?
c. A: Look forward to seeing you then. Bye.
d. A: Sounds good. Shall I meet you at your office? I've got the address.
e. A: Yes, that's fine.
Unit 3
46
f. J: James.
g. J: Goodbye.
h. J: I'll just check my diary. I won't be able to make Tuesday. I've got to go to Manchester. Would Wednesday suit you? How about lunch?
i. J: OK. See you on Wednesday at 12.30, then,
j. J: Yes, how are you?
k, J: Yes. Why don't you come round here at about 12.30? Ask for me at reception and
I'll come down.
Exercise 17.2. Which of these conversations sound natural, and which sound strange?
1. A: Nice talking to you. See you on Wednesday. B: See you on Wednesday. Thanks for
calling. Bye.
2. A: I'll look forward to seeing you tomorrow, then. B: Talk to you soon, no doubt. Bye.
3. A: It's been good talking to you. I'm going to have to go. I've got to go to a meeting.
B: Nice talking to you. I'll be in touch soon.
4. A: See you this afternoon at four, then.
B: Yes, we'll be back in touch soon.
5 A: I'm going to have to go.
B: OK. Talk to you soon, no doubt. Bye.
Exercise 18.1. Here are some ways of changing arrangements.
Can you make, put back, Something has come up, can't make,
Can we leave it open, I've got to, How about, put it off,
I'm completely snowed under, won't be possible, I'll get back in touch
Changing arrangements
a. I...1.... Tuesday (Tuesday is not possible)
2
(has occurred to prevent our
meeting)
3
go over to Berlin to see a client
4
Wednesday?
b. I think we said Thursday at 11
5
the afternoon instead? (Is it possible meet
in the afternoon?)
c. We're going to have to change our arrangement for the 15th. Can we
6... .(delay
it) till the 22nd? I'd completely forgotten we have a departmental meeting that day,
d. I'm afraid Monday
7
after all. I'm going to be very busy that day. What about
the following week?
e. We're going to have to
8
(delay) our meeting
9
(very busy) at the
moment
10
(decide not to fix a day) for the time being? ... 11.... (contact you
again) when I'm not so busy.
On the phone
47
Exercise 18.2. Match these replies (1-5) to the things (a-e) the people say above.
1. I suppose so: it would have been good to meet. Look forward to hearing from you
when you're less busy.
2. The 22nd ... I'm going to be on holiday. What about the 29th?
3. The afternoon would be no problem. How about at three?
4. Wednesday's going to be difficult. Can you make the next day?
5. Yes, the same day the following week would be fine.
Exercise 19. Read the following call and answer the questions.
CALL
A: Hello. Tim Curtis.
B: Hi, Tim. It's Sylvia here. I got your message.
A: Sylvia, hi. So, how did it go?
B: It went pretty well, I think. They sent three people in the end.
A: Three? Well, that's a good sign.
B: Yeah, there was Bill Andrews, head of meat purchasing. I think you met him when you
went to the UK last month.
A: That's right. He seemed pretty interested when I spoke to him then.
B: Yeah, he asked me a lot of questions about our quality control,
A: Uh-huh. I thought he might. I hope you told him he's got no worries there.
B: I certainly did.
A: Good. So who else came? Er, did Stephanie Hughes come?
B: Er, they sent Jonathan Powell from their marketing department instead, and Melanie
Bums, who's in charge of imported produce.
A: Oh, right. I didn't meet them in London. So, did you show them the processing plant?
B: I did. There wasn't time to do a tour of the factory, but I showed them the packing
department and the freezer units. Then we gave the presentation - me and John and took them out to dinner afterwards.
A: Great. Did they say when they'd let us know? I mean do you think they'll place an
order or not?
B: Well, it's too early to say. But I think they were quite impressed.
A: Hm.
B: They said they'd be in touch in the next couple of days or so. They were a bit worried
at first about British customers accepting our product. Although they do sell other
exotic meats already. Ostrich, for example, and that's quite popular.
A: Erm, excuse me for a moment, Sylvia ... Sorry about that. I just had to sign something. Where were we? Oh, yes, they were worried about UK customers accepting our
product, you say?
48
Unit 3
B: Well, I don't think it's a problem. Er, you know what the Brits are like - animal lovers
and all that. They weren't sure if people would accept kangaroo meat as an alternative to beef.
A: Kangaroos are too cute and lovable to eat, huh?
B: Well, something like that. But I told them they're not exactly endangered. There are
twice as many kangaroos in Australia as there are Australians. Kangaroo's been on
the menu here for years. They agreed it tastes good and, as I said to them, it's a really
healthy option - ten times less fat than a beef steak and no chance of getting mad
cow disease!
Choose the correct answer.
1. Who didn't come to the meeting?
a. Bill Andrews
b. Stephanie Hughes
c. Jonathan Powell
d. Melanie Burns
2. Who does Tim already know?
a. Bill Andrews
b. Stephanie Hughes
c. Jonathan Powell
d. Melanie Burns
3. What didn't the visitors from the UK see?
a. the processing plant
b. the factory
c. the packing department
d. the freezer units e a presentation
4. Tim was interrupted during the phone call. Complete what he said to Sylvia.
Sorry
. I just
_ . Where
?
5. What were the British visitors worried about?
6. Would the product they came to see be popular in your country? Would you try it?
Exercise 20. One of the following extracts is from the phone call. The other is incorrect.
Which is incorrect and why? Do this exercise, using CD.
a. So who else did come?
Came Stephanie Hughes?
b. So who else came?
Did Stephanie Hughes come?
Exercise 21. Read the statistics below. What points are they making about phone calls at
work? Match suggested answers (from a-c) to the statistics (from 1 -3).
49
On the phone
—
1. When the Northwestern Mutual Life Assurance Company decided to block all incoming calls for just one hour a week, productivity rose by an amazing 23%.
_
—
_
_
_
2. Time-management consultancy Priority Management found that 55% of calls received
by executives are less important than the work they interrupt. 21% are a complete
waste of time.
3. Research shows that managers underestimate the time they spend on the telephone by up
to 50%. Perhaps that's how over two trillion dollars get spent annually on phone calls!
b. Business phone calls can reduce productivity because of the time they take up.
Even a modest reduction in calls can increase productivity.
a. Business phone calls cost companies a lot of money, possibly because people are
very bad at judging how long they spend on the phone.
_
c. Most business calls are not important enough to justify executives stopping what
they are doing to answer them.
Exercise 22. Read the following questions and try to answer.
a. What percentage of your t i m e at work do you spend on the phone?
b. How many of the calls you make and receive are essential?
c. Can you not answer the phone? When you answer, is it:
• out of curiosity - it might be some good news for a change?
• with a sign of relief- it must be less boring than whatever you're doing?
• because you're so indispensable, no one else is capable of dealing with it?
• force of habit - the phone rings, you pick it up?
• because if you don't, no one else will?
• for fear of what might happen to you if you don't?
Exercise 23. Use the pairs of words in the box to complete the sentences.
disturbed + hold,
possible + answer,
real + uplug,
important + switch on
, I just let the phone
.
, I tell my secretary to
all my calls.
, I try to
the phone before the fourth ring.
3. If
a call from the boss, I
the phone immediately.
4. If I am
,I
the answerphone.
5. If I am in the middle of something
crisis, I
the damn thing!
6. If I am having a
1.
If I am
expecting + pick up,
busy + ring,
2. If I do not want to be
Unit 3
50
Exercise 24. Divide the text into twelve things someone might phone to ask you to do. All
the requests start with Could you ...?
e/77a/7/77emyf//ô,/?fc/efâ//s/letmehaveacopyofthereportgetontoursuppliers
getbacktomewithinthehourtakeaquicklookattheproposalarrangefor
somebodytomeetthematthestationsetupameetingwiththeheadsof
departmentssendtheiraccountsdepartmentareminderfixmeanappointment
booktheconferenceroomforthreefaxthefiguresthrough
tomeorganiseatouroftheplantforsomevisitors
Exercise 25.1. Read four telephone calls and match them to their description.
Call
Call
Call
Call
1
2
3
4
-
aThe caller is kept waiting.
b A business contact calls to ask a favour.
c A sales executive calls with a quote.
d There is a communication breakdown.
CALL 1
A:Allo!
B: Oh, hello. Do you speak English?
A: Er,... yes, a little. Can I help you?
B: This is Anne Cook from What Car? magazine.
A: I'm sorry?
B: Anne Cook. What Car?
A: What car?
B: Yes, that's right.
A: You want a car?
B: No, no, sorry. I work for What Car? I'm a journalist. Er, can you put me through to Yves
Dupont?
A: I'm afraid I don't understand. Can you speak more slowly, please?
B: Yes, I'd like to speak to Yves Dupont, if he's available.
A: Ah ... One moment, please. I'll get someone who speaks better English.
B: Thank you!
CALL 2
A: Hoia...
B: Hello. Is that Joaquin Fuentes?
A: Er ...Yes, speaking.
B: Joaquin. It's Geoff White.
On the phone
51
A: Geoff White?
B: NetWorth Systems? We spoke last week.
A: Oh, yes. I'm sorry. Geoff, of course.
B: Er, yes. Anyway, I'm calling about those prices you wanted,...
A: Oh, yes... Listen, Geoff, I'm afraid I can't talk right now. I'm in a meeting.
B: Oh, I see.
A: Yeah. Can I call you back - say, in an hour?
B: Erm, yeah, sure ... No problem.
A: OK, I'll speak to you later... Or better still, could you e-mail me the figures?
B: Erm, yeah, yeah, sure.
A: Thanks a lot.
B: I'll do that right away.
A: Great. Thanks for calling.
B: Yeah, bye.
A: Bye.
CALL 3
C: Jim, can you get that?
A: Uh?0h, OK. ...Yeah?
B: Hello? Is that Western Securities?
A: Uh-huh. What can I do for you?
B; This is Laura Como from Tricolor. I'd like to speak to Karl Lesonsky, please. It's about
a pension fund.
A: Just a minute. Anybody seen Karl?... He's not here.
B; Do you know when he'll be back?
A: No idea. He's usually in by now. Probably taken a long lunch.
B: Oh, I see. Well, perhaps you can help. Who am I speaking to?
A: Er, Jim Savage. But, er,... Oh, just a minute ...
(puts her on hold)
B: Oh, come on!
A: Er, hello Ms. Como?
B:Yes!
A: Look, I don't normally deal with pensions. I think you'd better wait till Karl gets back.
B: Well, when will that be?
A: I really don't know.
B: Well, that's helpful.
A: OK. Look, give me ten minutes. I'll see if I can reach him on his cellphone.
B: No, don't bother. I'll call back later.
52
Unit: 3
CALL 4
A Jose Senna.
B Ah, Mr Senna. Hello. I'm sorry to bother you. Your secretary gave me your mobile
number.
A Er, that's OK.... Can 1 ask who's calling?
B Oh, I'm sorry. This is Nigel Waters. We met at the Expo in San Paolo last year.
A Oh, yes, Mr Waters. How are you?
B Fine, fine. You said if 1 was ever in Rio you'd introduce me to your boss? Remember?
A Oh,... Yes. Um, so you're here in Rio?
B That's right.
A Erm, well, it's a bit difficult right now. I'm on my way to a meeting. But... er, leave it
with me. I'll see what 1 can do.
B Right.
A Can you give me a contact number?
B Oh, yes, I'm staying ...
A Just a minute, where's my organiser? ...OK.
B Yes, I'm staying at the Mirador in Copacabana. It's 548 8950, er, room 314.
A 3-1 -4.... OK. I'll try to make the arrangements. Don't worry, I'll sort something out.
B Great.
A And, er... Oh, the traffic's moving. Look, I'll get back to you tomorrow. OK?
B I can't hear you very well.
A No, the signal's breaking up. Speak to you tomorrow.
B OK, fine. I'll wait to hear from you then. Bye.
Exercise 25,2. Read the calls again and answer the following questions.
Calll
a. What's the misunderstanding?
b. How does the man receiving the call deal with the problem?
Call 2
a. How does the person receiving the call avoid another call?
b. Do you think he is really in a meeting?
Call 3
a. How would you describe the telephone manner of the person receiving the call?
b. What is the caller calling about?
Call 4
a. Where did the speakers meet?
b. What does the caller want?
53
On the phone
Exercise 25.3. Use the phrases in the box to make nine responses to the statements on
the left. All the responses were in the telephone conversations you just read.
back to you tomorrow, what I can do, to hear from you then,
If I can reach him on his cellphone, to you later, something out,
someone speaks better English, back later, that right away
see
a. I need to be on the next flight to Oslo.
b. I keep calling Mr Kirk at his office and getting see
no answer.
call
c. I'm afraid Angela's not here at the moment.
do
d. Could you fax me a map of the city centre?
sneak
e. I've got to go, I'm afraid. I've got a meeting.
f. I should be able to give you
OK, I'll
an answer by this afternoon.
g. I need somebody to come and have a look at sort
my PC.
get_
h. I'm sorry, I don't speak German.
get_
i. I need those figures within me next 24 hours.
wait
Exercise 26. a) You are Oleg Taller. You call Mr. Fleet's office and ask to speak to Mr.
Fleet. Make up the following dialogue using the plan below.
Mr. Fleet's secretary:
You:
Mr. Fleet's secretary:
You:
Mr. Fleet's secretary answers
1
Introduce yourself
Give your company's name
The secretary answers 'no'
3
Ask for Mr. Fleet
Say you will ring back
b) Phone Mr. Fleet to ask him if they have received your messages about the special
orders and if your goods meet their requirements.
UNIT 4
Messaging
Messaging can refer to sending faxes and e-mail or leaving
voice messages and there is work on both in this unit.
Exercise 1. One of the most important parts of any telephone call is taking messages.
Most organisations have a form for passing on telephone messages. Use the following selfcheck to make sure that you have included all the important points. Underline Yes or No.
Taking telephone messages
Have you included...
- who the message is for - the person's name? Yes No
- the date and time of the telephone call? Yes No
- the caller's name? (ask them to spell it out for you, if you're not sure) Yes No
- his/her company and telephone number? Yes No
- a brief summary of the message? Yes No
- any action needed, e.g. will the caller call back or should the person for whom the
message is for call them? Yes No
- your name? Yes No
Exercise 2. Imagine that you work in the company and you should receive the following
messages. Write a brief summary of the message. Use the notes below to help you.
'Good morning. It's Anna from White's Warehousing here. Would you tell Geoff that I've
got a query about his last order. Could he call me back today, please? My number is 061 245 572 ext. 305. Thank you.'
'Good afternoon. This is the Head Teacher from St. Mary's Infant School speaking. I'm
afraid that Kirn Hari has fallen in the playground and has been taken to Brownhampton
Hospital. Would you tell her mother that it's not serious but they are going to keep her in
for observation. Could she call me or the hospital as soon as possible?'
'Hello. Maisie from Catering here. We don't know how many teas you want for this afternoon's meeting. Could Leslie call us back - it's ext. 34?'
TELEPHONE MESSAGE
For:
Date:
time:
Messaging
55
Same of caller:
Company
"a No.
Extension:
Message
'Messagetaken by:
Exercise 3. Telephone answer machines are becoming more popular at work. Many
people aren't very confident about using them. You could practise by leaving messages
using a tape recorder. Rehearse the message in your mind a few times or write it down,
Remember you need to give:
• your name and telephone number.
• the date and time.
• the message - lots of people leave one but you could ask to be called back instead!
Exercise 4. Read the following text and correct the mistakes in the Ann's voicemail message after it.
If the person you want to speak to is not there, you may hear this:
You're through to the voicemail ot Robert Smith. I'm not at my desk right now, but if you
leave a message, I'll get right back to you. To leave a message, press 1. To speak to the
operator, please hold.
After you leave your message, you may hear this:
To listen to your message, press 2.
After you listen to your message, you may hear this:
If you'd like to change your message, press 3. If you'd like to erase your message,
press 4. Otherwise, please hang up.
Hi, Robert, this is Ann calling (1)
out of Spring Street
in Vallas. It's very difficult to get hold (2)
to you. I phoned
3)
to you earlier, but your telephone (4)
centra! (5)
placed me through to the (6)
bad telephone. Anyway, I'm calling (7)
. to you to discuss the contract we were talking about in Frankfurt. I'll call (8)
further later or perhaps you'd like to ring (9)
to me here in Vallas on 00 49 40 789 1357. Bye for now.
Exercise 5.1. Read the following voice mail messages and complete each message using one of three verbs in the box.
Unit 4
56
phoned,
faxed,
corrected
Message 1 Hello.This is Cheryl. I
you about
times yesterday, but you were not in. Anyway, I .
me. OK, speak to you later.
explained,
finished,
wanted
Message 2 Hi, Peter. Anne here. I ... to talk to you about the project
meeting tomorrow, but you've obviously not there. The good news is we
.... Phase one on time. As I ... I may be a little later for the meeting. So
just go ahead and start without me. I'll join you about 10.
included,
e-mailed,
started
Message 3 Hi, this is John. Just to let you know, I ... the report this
morning and j u s t . . . you the first part. Oh, I . . . the quarterly accounts in
the report, too. Let me know what you think.
delivered,
talked,
despatched
Message 4 Mr. Casred. It's Rudolf Tomad. I . . . to our stock control manager about the consignment and he says we ... the goods a week ago.
The shipping agent says they ... them this morning. So, problem solved!
booked,
waited,
tried
Message 6 Pete. It's me. Sorry, mate, I ... everything, but head office
say we can not have any more time. They say they ... six months for the
preliminary report, another six months for the feasibility study and now
they want to see some results. Anyway, I ... the conference room for
three tomorrow. Give me a call when you get in. We need to talk.
called
expected
discussed
Message 5 Hello, Mr. Casred. This is Ronald Poger from ABC limited, I . . .
you a couple of weeks ago about an estimate for a contract in China. We
... my client's requirements and, well, I ... to hear from you last week.
Could you give me a call on 028545 9685 as soon as possible, please?
five
those figures you
Exercise 5.2. Look at these six voice mail messages and take notes. Which message is about
a
an order?
d
a deadline?
b
some figures?
e
a report?
c
a meeting?
f
a reminder?
Exercise 5.3.
Message 1.
Message 2.
Message 3.
Message 4.
Message 5.
Message 6.
Read the following messages again and answer the questions.
How many times did Cheral phone yesterday?
What's the good news about Phase One?
What did John include in his report?
When was the delivery?
How late is the estimate?
When will the conference begin tomorrow?
Messaging
57
Exercise 6.1. Read the following call and answer the questions.
CALL
B: Hello. This is Patterson Meats, Sylvia Wright's office. Thank you for calling. I'm afraid
I'm not able to take your call right now, but if you'd like to leave a message or send a
fax, please do so after the tone, and I'll get back to you as soon as I can.
A: Hello, Sylvia. It's Tim Curtis from the Sydney office. I just wanted to know how the
meeting with the people from Tesco Supermarkets went. This is a really good chance
for us to start exporting to Britain. I hope their visit was a success. Er, give me a ring
when you get in, would you? Bye now.
a) Whose answerphone are you reading?
b) What does the caller want?
Exercise 6.2. Put the recorded message into the right order. The first and last parts are
in the right place.
a) Hello. This is Patterson Meats,
b) but if you'd like to leave
c) for calling. I'm afraid
d) a fax, please do so
e) your call right, now.
f) after the tone, and I'll get back
g) Sylvia Wright's office. Thank you
h) I'm not able to take
i) a message or send
j) to you as soon as I can.
Exercise 7.1. Read the following fax and put the correct expressions.
NOTE: cover sheet: the first page of a fax showing who it's from, who it's to, ...
confidential information: things that others should not know,
intended recipient: person who should receive the fax.
advise the sender: tell the person who sent it.
the latest additions, hesitate, further information, pages,
confidential, intended recipient, sender
Fax layout
ADVANCED ENGINEERING
FAX COVER SHEET
Unit 4
58
Box 1212, Paris, France.
Tel: 61 2 329 9220 Fax: 61 2 329 9221 Date: 14 February 2005
To fax number:+1 213 976 3421
To: John Vandas
From: Anna Freeman Number of pages including this cover sheet: 3
Dear John, It was good to hear from you again. The following...1... give details of
...2... to our range.
If you require any. ..3.., please, do not ...4... to contact me.
Best regards, Anna Friedman.
This fax may contain
5...information. If you are not the ....6.., advise one ....7...
and destroy this document.
If you do not receive all pages, or if any pages are illegible, please phone 61 2 329 9220
immediately.
Exercise 7.2. Read the following dialogue and put it into the correct order.
1. John: You're not going to believe this, but the paper got stuck and the machine
jammed.
2. Anna: Did the fax go through OK this time?
3. John: Yes, but pages two and three weren't legible: I couldn't read them.
4. Anna: Did you get my fax?
5. Anna: No problem. I'll resend them.
6. Anna: No problem. I'll send it through again. 15 minutes later...
Exercise 8. Complete each sentence using two words from the box below. There are two
words that you don't have to use.
advise, sheet, information, fax, sender, recipient,
intended, machine, cover, confidential
1. When you send a fax you must use the company's standard
2. You must be very careful when you send a fax containing ...
3. If you are not the
of this fax, please phone 0207 271271.
4. If you do not receive all the pages, please
the
Exercise 9.1. Read the following dialogue and put the correct expressions from the box.
fax number, to send something by fax, to fax something, to fax someone, to fax someone
something, to fax something (over/across) to someone
John in Washington, USA is on the phone to Anna in Paris, France.
'Messaging
59
Anna: Yes, I think you'll be interested in our latest designs.
John: Can
them
you?(1)
Anna: Sure. I'll
you right now(2). What's your
?(3)
John: I for the US, then 213 976 3421.
Anna: OK. I've got that.
John: Can you
you think we need?(4)
Anna: I'll ... .you everything we have.(5) There are about 30 pages.
John: If you could
it all over.... us, that would be great! (6)
Exercise 9.2. Boris Ronov of Moda Fashions in Ukraine is talking to Kate Donem of New
designs in Australia. Correct the mistakes.
K: Yes, I think you'll be interested.
B: Can you (1) telefax your most exciting designs?
K: Sure, I'll (2) fax to you the drawings. What's your (3) number of fax?
B: 46 for Ukraine, then 8 753 4298.
K: 46 8 753 4298. I've got that.
3: You know the sort of things we sell. Can you (4) telefax to me the designs our customers will be most interested in?
K: I'll (5) fax to you straightaway. There are about ten pages.
B: If you could fax everything (6) between, that would be great!
Exercise 10.1. Read the following statistics and match the following questions to the
texts
1. At the end of the 20th century 90% of the world's telecommunications were phone
calls. According to Newsweek magazine, that figure will soon drop to less than 10%
as we all switch to e-mail and other forms of digitally transmitted data.
2. Online retailerAmazon.com currently stocks 213 books on 'netiquette' or how to write
.our e-mail. You can even buy a course on 'cyber-grammar'!
3 Communication experts repeatedly tell us that 60% of communical is how you look,
30% how you sound, and only 10% what you actually say.
If
elective?
Are
Is
Do
Is
this
Unit 4
60
Exercise 10.2. a) Look through the following glossary and try to remember it.
suppress = hide
cc = send a copy
font = style of type
dig out = look for
to fire off = send quickly
margin = blank space at the side of a page
b) then read the exract from the book, find the words, which you have read, in the text
and underline them.
Text
We have been trained throughout our business careers to suppress our individual voice
and to sound like a 'professional' - that is, to sound like everyone else. If you need to
hear how the professional voice sounds, dig out a memo you wrote four years ago and
compare it with how you'd write an e-mail about it now. A professional memo obeys rules
such as one page is best, no jokes, spell-check it carefully and send it to as few people
as possible.
Now we write e-mails. They're short, they're funny; they sound like us, and we cc the
CEO whenever we feel like it. E-mail is a more immediate medium than paper. My expectation of the response time to many messages I send is today, not tomorrow or a week
from now. This urgency means I'm more likely to write quickly and conversationally when
I respond to a message. A lot of the spontaneity in e-mail messages comes from writers
breaking through their natural caution and reserve, rushing the writing process, giving
themselves permission to be blunt, honest and sincere in response to a query.
That's why most of us don't want to use a word processor to write our e-mails. We want
to be free of the expectation that we've speil-checked it or even re-read it before firing it
off. We certainly don't want to waste our time messing about with fonts and margins.
c) Read the text again and try to answer the following question: "What's the main point
it's making?"
Exercise 11.1. E-mail is electronic mail. You can send an e-mail to someone, or e-mail
them. They will reply to our e-mail or e-mail you back. Now read the following words in the
table and try to match these words to their meanings.
send and receive
bcc
attach
delete
forward
reply
cc
reply to all
Messaging
61
1. send an answer to the person who sent an e-mail, and everyone who received a copy of it
2. send an answer to the person who sent an e-mail
3. get rid of an e-mail you don't want
4. send a copy to
5. send a blind copy to ... (the other people don't know you're sending this copy)
6. send an e-mail you have received to someone else
7. send a document, for example, a picture, with an e-mail
8. send all the e-mails you've written and receive all the ones that are waiting for you
Exercise 11.2. Which of the features in Exercise 11.1. would you use in each of these
situations?
1. You are sending an e-mail to Anna and you want to send a copy to Boris without Anna
knowing.
2. You receive a reply from Anna, and you want Peter to see it.
3. You get an e-mail from Denis, who has also sent copies to Lora and David, and you
want to send the same answer to all three of them.
4. With the e-mail to Laura, you want to send another document.
5. You've written three e-mails. You want to send them, and read any that are waiting
for you.
6. You receive two e-mails, but you don't want to keep them.
Exercise 12. Here are three telephone conversations. Choose the best word from the
brackets to complete each sentence.
CALL 1
- Good morning. This is Pierre Cornet. Could I
to Mr Roberts, please? (tell /
speak / phone)
- I'm
he's in a meeting, (afraid / scared / unfortunate)
- Ah. Could I
a message? (ask / send / leave)
- Could you ask him to call me
? My number's 765-586-554. (back / down /
round)
- OK. I'll tell him you called.
- Thank you.
CALL 2
- Hello. Is that Anna?
(Saying / Talking / Speaking)
- Hi, Anna. This is Alain. Is this a
- Not really, Alain. Could you call back
time to call? (fine / good / best)
? (late / lately / later)
62
Unit 4
- OK. I'll call back after lunch.
- Fine. Bye.
CALL 3
- Hello. Is that Sven Anderson?
- No, Sven's not in the office today. Can I
a message? (make / take / place)
- Oh, I'm calling
tomorrow's meeting. I wanted to confirm that it starts at 10.
(about / for / to)
- Yes, it does. I'll be there too.
- Ah, fine. Thank you. I'll see you tomorrow then. Bye.
- See you tomorrow. Bye.
Exercise 13. Write one word in each gap to complete the sentences.The first letter has
been given to help you.
- Hi, Tom. I'm calling to see if we can f
a meeting for next week.
- OK. I'll juste
my diary.
- What a
Tuesday?
- Sorry. I've got t
go to a meeting in Chernigiv.
- Could you m
Wednesday?
- No problem. Let's s
Wednesday at 10 then.
- OK. I look f
to seeing you then. Bye.
- See you, Nick.
UNIT 5
Face to face
Introduction and greetings at the first meetings
You never get a second chance to make a first impression! If you
give people a favourable first impression of yourself, you'll find
them much easier to deal with. A welcoming smile and a friendly
greeting put people at their ease, even if they have had a bad
journey, or if they are feeling tired, worried or cross.
Exercise 1. You know that there is a ritual way to meet and greet people. We follow certain
rules or formulas. This light conversation may not carry much meaning in itself, but is designed to "break the ice" - to ease into a conversation with someone you have just met.
Introducing yourself
Greeting
Introduction
Let me introduce myself.
My name's
My name's
I'm
Hello
Good morning/ afternoon
How do you do?
Response
Pleased to meet you.
I'm
Nice to meet you.
Mine's
Nice to meet you.
I'm
Read the dialogues, in which the speakers did the following: greeted each other;
introduced themselves or someone else; exchanged information about their jobs;
acknowledged information and put appropriate words in them from the tables.
Introducing someone else
Request for introduction
Could you introduce me to
?
I haven't met
Introduction
Response
Of course. Let me introduce you to.. Nice to meet you.
Very nice to meet you,
I'm sorry. This is
Nice to meet you,
Of course. I'll introduce you to
64
Unit: 5
Request for introduction
Introduction
I don't know anyone here.
This is
You'll have to introduce me. Let me introduce you to
this is
Response
Nice to meet you.
,
1) A: Hello, let me
1 ....myself. My name's Klein, Gunther Klein.
B: Pleased to ....2...you. I'm Geoff Showdown.
2) A: How do ... 3... do? My name's Paul Matthews.
B: Nice to meet you. Mine's Akira Mishima.
3) A: Hello, I'm Tom.
B: .. .4..to meet you. My name's Francine.
4) A: Peter, ...5...you introduce me to the Marketing Manager?
B: Of course, John... Philip, ..6.. me introduce you to John, our new Computer Manager,
C: Nice to meet you, John, we're going to be working together.
5) A: Herr Tubingen, I haven't ..7.. your Managing Director yet.
B: Oh, I'm sorry. Come and meet him. Dr Mannheim, ..8.. is Mr. Roberts. He's over
from the States on a visit.
C: Very nice to meet you, Mr. Roberts. How long are you here for?
6) A: Jane, I don't know ... .9,. here. You'll have to introduce me.
B: Of course, I'll introduce you to Roger first. He's the host... Roger, this is Susan.
She's just moved to the area.
C: Nice to meet you, Susan. Do you come from these parts?
7) A: Let me introduce you two. Maxine, this is Francis.
B: Nice to meet you, Maxine. Are you an old friend of Tony's?
C: Oh yes, Tony and I have known each other for years, haven't we?
A: Yes, that's..10...
Some introductions are more formal than others. The use of first names indicates informality.
Unless you know a client very well and he or she is the same age as you are it's better
to be polite and formal rather than familiar and over-friendly. However, if you sound too
formal, people may think you are being unfriendly!
Exercise 2. Imagine that you are working in a big company. Read the following in the box
below and try to answer these questions in the table.
65
Introduction and greetings at the first meetings
Exchanging job information
I work as a factory manager, (job title)
I work for an electronics firm, (company sector)
I'm retired.
I work for Ebor Electronics (name of employer)
Actually, I'm self-employed.
We/They make telephone equipment (activity)
I am based in Barcelona, (location)
I'm responsible for/in charge of our financial services consultancy.
Oh, about 8 000 all over Spain.
About five years.
Two months now.
Questions
Answers
What do you do?
Who do you work for?
What do they do?
Where are you based? And what exactly do you do?
How many people do they employ?
How long have you been working on the project?
Exercise 3. Along with a handshake, nod of the head, hug, or hand gesture, we engage
in small talk. Now read the text" Small talk" and answer the following questions:
What is "small talk"?
When will you be considered rude?
Why is it important to have small talk in the business world?
What subjects should you avoid in small talk?
Why should you be careful about jokes?
How long may small talk last?
Small talk
Small talk can take place between people who know each other, or at first-time meetings. When meeting someone for the first time, you are limited in what you may say and
"at you may not say. You do not want to be rude by asking personal questions or saying
i"..thing negative.
66
Unit: 5
Englishmen and Americans, in particular, engage in so much small talk that they are
often seen as superficial or boring. Foreigners may not have the opportunity to see them in
a more serious mode and assume they continue to talk about the weather and sports long
after they have gone home. And some people do, however, for the most part, small talk is
a restrictive and unnatural type of communication, not typical of private discourse. In the
business world, there is Small talk until a relationship is established, after which one may
talk specifically about business or personal concerns. After business hours, when socializing with colleagues or associates, you will need to know the acceptable topics of conversation: weather, sports, good news, travel, positive comments about your host country,
movies, entertainment, food, or the challenges of learning a foreign language. If asked, you
may discuss work, where you live, or where you are staying, After work hours, when people
want to relax, discussions about work or anything too serious are usually not welcomed.
Subjects to avoid are: money, prices, personal health, bad news, religion, politics, and
details about your family or children (unless specifically asked).
Finally, be careful about jokes! Humour varies from culture to culture, and you may offend
without realizing it; there are few things more awkward than an unfunny joke, or one that is
in bad taste. People have very specific ideas about good and bad taste; you may be walking
on dangerous ground when you attempt a joke and you may never realize how your joke
was received because people may laugh out of politeness - or perhaps sympathy.
Small talk may last from a few minutes to over an hour, depending upon circumstances.
At its best, it results in a nice impression being made, a common interest being explored, or
a rapport created that could be the basis of a future meeting or more serious relationship.
Exercise 4. When you meet someone for the first time and start up a conversation, it is important to find points of common interest so that the conversation can run smoothly. Look at
the typical sequence of conversation and match from 1 - 7 to a-g (appropriate statements).
NOTE. These answers are not helpful in finding a common interest. You need to make
an additional comment.
2. Immediate answer
4. Immediate an
5. Additional comment
3. Follow-up question
6. Next question
7. Establishing topic of common interest'
Introduction and greetings at the first meetings
a Yes, it is
bis this your first trip to ...?
How was your trip?
67
c Are you staying long? Business or pleasure?
g No. Business.
e Have you found time to see much? Really?
Where is your company based?
f Are you interested in gardens? Oh, I visited Detroit a couple of years ago.That's a coincidence. My wife is in fashion, too.
d But hopefully not my last. Unfortunately only a couple of weeks. Business, I'm afraid.
My company is setting up an office here in Tokyo.
Exercise 5. Imagine that you are speaking to the businessman from ABC Company. Try
to put appropriate sentences from the dialogue in the following table.
GREETINGS
WEATHER
SPORTS (MEN)
WORK
Robert: Hello, I'm Robert Norts. I'm from the Sales and Marketing Department of ABC
company.
You: Hello, I'm
I have just arrived from Ukraine.
Robert: How are you? Welcome to our company.
You: How are you? Nice to meet you.
Robert: How was your flight?
You: A little bumpy, but I am glad to be here.
Robert: Good. Did you have a chance to rest?
You: Yes. I had a good night's sleep last night.
Robert: Well, fortunately we have nice weather today.
You: Yes, it's beautiful. When I left, it was snowing in Chernigiv.
Robert: So, Mr. (Miss)..., where are you staying?
You: I'm at the Victoria Hotel.
Robert: Very nice. Have you seen any sights yet?
You: Not yet, but Saturday I plan to tour the city and see everything. Maybe you could
recommend a tour.
Unit 5
68
Robert: Well, there are some bus tours of the city. Or you might try just a tour on foot.
You: Sounds good.
Robert: I understand you are in advertising. Do you have any new ideas for our company?
You: Yes I do. I hope we will have time to discuss them all at the meeting,
Robert: Fine! Then let's go, I think we are in the conference room over there.
You: Well, I shall follow you.
Exercise 6. Small talk plays a role in people's getting to know one another, it establishes
a polite and friendly tone, and it is a time for quiet observation. Skipping the formality of
small talk would be in bad taste in business as elsewhere; minimizing its importance would
be a mistake. Now look at the following picture and try to underline main points of small
talk with a foreign visitor in the text.
Greetings
Weather
Where you are from
Nationality
Language /customs
Work
R: Susan, I'd like you to meet Mary Nelson, this is Susan from our Sales Department.
S: Hello. How are you? How are you? Pleased to meet you. Mrs. Nelson, may I ask where
you are from?
M:Yes, sure. I am from Ukraine. From Odessa.
S: Oh, I hear that's Black Sea's gateway to Ukraine. Odessa is a crossroads of cultures,
languages and trade.
M: Yes, that's right.
S: Well, how do you like it in London?
M: It's beautiful here. I like the weather,
S: Yes, lovely. I love spring weather. Mrs.Nelson, may I call you Mary?
M: Yes, certainly. May I call you Susan?
S: Yes, Mary, What brings you to England?
M: Well, I am working with the Computer Centre. And what kind of work do you do?
S: I'm in advertising. I work downtown.
M: Do you live in London?
S: No, actually I live in the country not far from London. I commute to work. It only takes
30 minutes by car.
Introduction
and greetings at the first meetings
69
V: That's good. Listen, it was very nice meeting you, but I see someone I must say hello
to. Please excuse me.
5: Yes, of course. It was nice talking to you.
Exercise 7. The following four dialogues are in the wrong order. Rearrange them to make
i natural flow of conversation.
Dialogue 1
- Really? What did you expect?
- No, I've been to the States before, but this is the first time in Atlanta.
- So, what do you think of Atlanta?
- Fine, I'll see what I can arrange.
- Well, it's not what I expected.
- There is a part like that. You must let me show you around.
- Well, I suppose I thought it would be more traditional.
- That would be interesting.
- Is this your first trip over here?
Dialogue 2
- I'm sure. I hope to get back here again.
- That's a pity. There's a lot to see.
- Good. Are you here on business then?
- Are you staying long?
- Really? That's interesting. What line are you in?
- No, just a couple of days.
- Yes, we're thinking of setting up an office here.
Dialogue 3
-
That would be nice.
That's interesting. My son is an editor on the local paper.
I believe you're in journalism.
Really? I expect I'll meet him.
Yes, that's right. On the editorial side
Yes, what about corning round for a drink? I could introduce you to him.
Dialogue 4
- Scotland. This time of year it's pretty cold.
- A bit warmer than back home
- Well, if you do come across, you must visit us
Unit 5
70
-
Oh, so where do you come from?
Yes, that's right. The best time to visit is in the summer.
I can imagine. I've never been but people tell me it's very beautiful.
How do you find the weather here?
Maybe I'll get across next year.
Exercise 8. Imagine that you are having dinner with Mr. Liders, a client from New Zealand who get on with very well. He is visiting your country for the first time. Write down ten
questions you could ask (about his country, firm, impression of your country, etc). Begin
each question differently, like this:
Did...? Are..? Is..? Do...? Does...? Have...? Has...? Who...? When...? Where...?
What...? What kind of... ? How many...? How much...? How long...? Why...?
Exercise 9. Robert, David and Nick are still at the restaurant. They are enjoying their meal
and having a small talk. Rearrange the following dialogue.
Nick: Oh, yes. I have a brother. He is on holiday in the mountains.
David: Have you got a big family?
David: Oh, no. I was in Kiev last year. I like your city very much. It's a pity my sister is
not with me now. She wanted to go so much.
David: Well, you see, she could not leave her office, her boss did not let her go. They
are working at a very important project now. And have you got a brother or a sister,
Nick?
David: Quite an English family!
Robert: Oh, really? My elder daughter is also in the mountains in the Caucasus now.
She is fond of skiing and goes to the mountains every winter.
Robert: David, is this your first visit to Kiev?
Robert: I would not say so. There are five of us. Two daughters, a son, my wife and I.
Nick: And why did not she join you? Is she busy?
Exercise 10.1. At exactly ten to ten Nick enters the Ukrainian hotel and sees David in
the lounge. They exchange greetings and go to the car. A few minutes later they come to
Robert's office. Now they are entering the office. Read the following dialogue and put appropriate questions from the box into it.
- And where will the lectures be read?
- Have got any comments on the topics of the lectures?
- How long will they stay?
- What would you like to start with?
- Shall we get down to business?
Introduction
and greetings at the first meetings
71
- is it in the center of London?
Robert: Good morning, David, i hope you had a good sleep and liked the hotel.
David: Thank you. The hotel and the restaurant are all right. We had a very nice evening
at the restaurant. Everything was fine.
Robert: I also enjoyed last night. Now,
1
?
David: Yes, certainly. There are a few points to discuss
2
?
Robert: If you do not mind, let's start with the time of the Programme. We are planning
to send a group of ten persons not later than on the 10th of March.
David:
3
?
Robert: They prefer to be in London for seven or six nights.
David: Well
4....?
Robert: On the whole the participants are quite satisfied with your choice. But if you
could add "Accounting in companies and banks" it will be very good.
David: No problem. I am making a note of that. We have got a very good lecturer.
Robert:
5
?
David: In one of the conference rooms of the hotel, where they will stay. I mean the
Sherlock Holmes Hotel in Baker Street.
Robert: But
6...?
David: Oh yes. It is very close to Oxford Street and Madam Tussaud's.
Robert: Very good. Then let's make a break for lunch.
David: Not a bad idea!
Exercise 10.2. Underline the sentences true to the text above:
1. Nick is ten minutes late for the meeting.
David is ten minutes late for the meeting.
The businessmen meet on time.
2. Robert joins the businessmen in the lounge at 10 sharp.
Nick takes David to Robert's office.
David goes to Robert's office by himself.
3. Before the businessmen get down to business they speak about the weather.
Before the businessmen get down to business they speak about their families.
Before the businessmen get down to business they speak about hotel and the dinner
at the restaurant.
4. During their business talk the businessmen discuss only one point.
They discuss two points.
They discuss a few points.
5. They start their talk with discussing the hotel accommodation.
They start their talk with discussing the topics of the lectures.
They start their talk with discussing the time of the Programme.
72
Unit: 5
6. They make a break for dinner.
They make a break for lunch.
They make a break for having a small talk.
Exercise 11.1. After having lunch at the canteen of the company the businessmen resume their talk. Read the following talk and choose appropriate words in it.
Robert: There are a few more things I would like to discuss with you.
David: Well, I am at your (help, service, charity), sir.
Robert: In your offer you proposed a few external business visits for the group.
David: Yes, I proposed (meetings, conference, visits) to the Bank of England, Metal
Exchange, a lawyers' company and a small producing company.
Robert: That's right. Could you (make, settle, cut) a visit to the Metal Exchange? A few
participants would like to have some time for a visit or two of their own interest.
David: Fine. We shall have lectures in the mornings and business visits in the afternoon.
Two afternoons are free. And the participants may easily pay their own visits. If they
need my help I am always very glad (to help, to receive, to get).
Robert: Very well. It's settled then. And one more thing. What cultural (excursions, meetings, competition) will the group make?
David: I propose visits to Windsor and Oxford.
Robert: Fine. Now comes the most important question. I mean the Programme fee.
David: Let me make some (calculations, counts, expenses) first... Taking into consideration all the changes we made the programme the fee comes to ten thousand
pounds.
Robert: In other words one thousand per (people, members, person)... I suppose I
can agree to that. It seems to me we have discussed all the points and can sign the
Contract.
David: When we meet tomorrow afternoon the Contract will be ready and we shall (sign,
write, copy) it.
Robert: See you at 3, if it is (comfortable, convenient, suitable) for you.
David: All right. See you tomorrow then. Good-bye.
Exercise 11.2. Underline the sentences true to the text above.
1. After having some coffee at the canteen of the company the businessmen resume
their talk.
After having a cold drink at the canteen of the company the businessmen resume
their talk.
They resume the talk after having lunch at the canteen.
2. In his offer David proposed one external visit.
In his offer David proposed no external visit.
Introduction and greetings at the first meetings
73
In his offer David proposed a few external visits.
3. Robert asks David to cut a visit to the London Metal Exchange.
Robert asks David to cut a visit to a lawyer's company.
Robert asks David to cut a visit to a producing company.
4. The Programme fee is ten thousand dollars per person.
The Programme fee is ten thousand pounds per person.
The Programme fee is one thousand pounds per person.
5. The businessmen agree to meet tomorrow to discuss some other details.
The businessmen agree to meet to sign a Contract.
The businessmen agree to sign a Protocol.
Exercise 12. You have just been introduced to a business colleague, and need to make
him or her feel at home. What kinds of questions could you ask?
Exercise 13. What impression do you try to make on the people you deal with in busin e e s ? What impression do you try not to give? Add some more adjectives to these lists:
shy, pleasant, unfriendly, aggressive, sincere, efficient, polite, reserved, lightminded, sociable, quiet, generous, intolerant, reliable, good-looking, intelligent
try to be:
I try not to be:
Exercise 14. How the impression you may give, especially to a foreigner, can be affected
by. We form impressions from how people look, dress, speak, and express attitudes by nonverbal
means
statements.
Your expression...
The noises you make ...
Body contact...
Body language ...
a (shaking hands, touching, etc)
f (sounding cool, friendly, familiar, serious, etc)
b (crossing your arms, sitting up straight, etc)
g (politics, business, sport, family, etc)
c (hair, make-up,
Your
suit, tie, etc)
clothes and appearance
d (smiling, blinking, frowning, looking someone
straight in the eye, looking down) etc)
e (sighs,Your
yawns, knocking
toneloudly or softly
of voice
at a door,
clicking a ballpoint pen, etc)
...
What
....
Unit 5
74
Exercise 15. Try to answer the following questions:
1. In your own workplace or place of study, who do you call by their first names, and who
by their surnames?
2. Who do you address at work using the formal or polite forms of you in your language?
3. Are there people who use your first name but who you are expected to call by their
surnames?
4. Would this be any different with British or American people you work with? Or with
other nationalities than your own?
5. Who do you talk to at work about your family and after-work activities? Who do you
meet socially outside work?
Exercise 16. Try to do this quiz. Underline your variant,
Quiz
1) Which is the best definition of a good conversationalist?
a. Someone who always has plenty to say.
b. Someone who has plenty of amusing stories to tell.
c. Someone who will listen carefully to what you have to say,
d. None of these (give your own definition).
2) If someone just says "What?" after you've carefully explained something, do you...
a. go through the explanation again using different words?
b. feel that you have been wasting your time?
c. feel that you have not been believed?
d. None of these (give your own definition).
3) What impression do you try to give to the people you deal with in business?
a. pleasant
b. sincere
c. efficient
d. tactful
4) What impression do you try not to give?
a. aggressive
b. shy
c. nasty
d. clumsy
5) What impression may you give to a stranger by:
?
a. yawning
b. talking in a loud voice
Introduction and greetings at the first meetings
75
c. sniffing
d. tapping fingers
6) If a man wearing jeans and no tie comes into your office, do you think he...
a. isn't correctly dressed?
b. can not be important?
c. is quiet normal
d. someone who has come to fix the electricity or something?
7) If someone shakes your hand very hard and long, this means ...
a. he is very pleased to see you
b. he is trying to show you that they are sincere
c. he is waiting for you to say something
d. he is reliable and friendly
8) If a Canadian businessman keeps stepping backwards while he is talking to a Mexican businessman, this means...
a. he does not like Mexicans
b. the Mexican is trying to be too friendly
c. Northern people do not feel comfortable standing as close to another person as
Southern people normally do
d. Canadians are less friendly than Mexicans.
9) If you are receiving a business card from a Japanese person, it is more polite to take
it with ...
a. your left hand
b. your right hand
c. both hands
d. one hand and present your own card with the other
10) If you are meeting an Arab client it is polite to ...
a. get straight down to business
b. wait until he raises the topic of business
c. stick to small talk for the first few minutes
d. ask him to close the door of his office to prevent interruptions.
UNIT 6
Meetings
Many professionals - diplomats, agency representatives, and business people - have to take part in meetings which are conducted
in English. The language of such meetings follows definite patterns. Even ifyour English is good, not all of the language of
meetings is obvious. This unit presents and teaches all the language you need to participate effectively in meetings in English.
Exercise 1. Read the following text and try to answer the questions after the text.
Formal meetings
Business people have strong feelings for or against meetings; often meetings take up
much of the workday, and sometimes accomplish very little. It is inevitable that when
people are thrown together over a long period of time, personality differences show up,
tempers rise, and disagreements and power struggles are common.
However, meetings are essential for international business; they are necessary in establishing relationships for future business, and in negotiating deals. You need to meet and get to
know the people you will be doing business with, especially to observe foreign customs, attitudes, and behaviors. If you are in sales, meetings are often the most productive way to make
those sales, or at least to get your foot in the door (make some progress.) Finally, no matter
what kind of business you transact, meetings allow you to observe the behavior of others.
Since we never really know how a meeting will evolve, how can we prepare for it? Will
there be arguments? Discussion? Negotiations? Disagreement? Even if we know the subject,
can we control the flow of conversation? What vocabulary can we use in this situation?
There is language that deals with the purpose or function of what you want to say, such
as: disagreement, doubt, suggestions, negation, or acknowledgment. We call this functional language. By learning how to approach these situations functionally, you will be able
to deal with the dynamics of any meeting.
Questions:
1. Why are meetings important for international business?
2. What reasons are meetings organized for?
3. What language do we use to run a meeting?
Meetings
77
In some business cultures, meetings are strictly controlled in terms of time and contributions; in other, the conduct of meetings is more flexible. One definition of a meeting is:
the gathering together of a group of people
I
for a controlled discussion
with a specific purpose
Exercise 2. Here are twelve opinions about meeting: put a (+) beside the ones you agree
.vith and a minus (-) the ones you disagree with.
Do you agree?
The purpose of most meetings is to decide when the next one will take place.
A meeting is a group of people who can decide nothing alone, and who decide together
that nothing can be done.
It's better to send everyone a memo about a new procedure than to have a meeting
about it.
Meetings help everyone to feel personally involved is decision-making.
It's better for the boss to make a decision than to have a meeting. The most important
oerson at a meeting is the chairperson.
The most important piece of paper at a meeting is the agenda.
Most meetings are unnecessary, they're just a way of making people feel important.
It's better to talk to each person individually than to call them all together for a
meeting.
A meeting may be the only chance the members of a group actually have to see each
other face-to-face.
Meetings lead to better decisions, because of the exchange of information and ideas.
You can never rely on the person who takes the minutes to tell the truth about what
actually happened at a meeting.
More time is wasted during meetings than during any other business activity.
Exercise 3. Look at these problems and decide the best way of dealing with each probem. Which would be the best one?
A one-to-one meeting of two of the people involved,
B meeting of four or five of the people involved,
C a meeting of about ten of the people involved,
D a meeting of everyone involved,
E should just one person decide what to do and then inform everyone by phoning or
sending a memo?
Unit 6
78
A large, influential customer continually pays late. Your sales manager and credit controller have politely and repeatedly complained but this hasn't made any difference. The
time has come to decide what to do about this.
In a small factory the older workers are ignoring safety rules and encouraging the
younger ones to do the same. Some of these rules may be excessively cautious and the
older workers' production rates are very good.
In a medium-size factory, groups of workers operate as teams.
One group has been getting poorer results than the other teams and verbal warnings
have had no effect.
The firm is having a bad year and it will probably be necessary to make five members
of the office staff redundant. The normal policy is 'last in - first out'.
Someone has been leaking information about your firm's products to your competitor. It
may be a member of your staff or one of your preferred suppliers.
The board requires a report on your department's long-term plans over the next ten
years.
The territories covered by your sales force have been unchanged for ten years. A revision of the boundaries might make the team more efficient.
There is to be a company picnic next month and everything has to be planned and
organized.
Exercise 4. There are many kinds of meeting, and different degrees of formality. Meetings come in all shapes and sizes. Here are some types:
• chat (informal discussion) with colleagues at the coffee machine.
• brainstorming among colleagues: where as many ideas as possible are produced
quickly, to be evaluated later,
• project meeting / team meeting of employees involved in a particular activity.
• department/departmental meeting.
• meeting with suppliers, for example to negotiate prices for an order.
• meeting with a customer, for example to discuss a contract.
• board meeting: an official, formal meeting of a company's directors.
• Annual general meeting/AGM (BrE); annual meeting (AmE): where shareholders
discuss the company's annual report.
• EGM: extraordinary general meeting: a shareholders' meeting to discuss an important
issue such as a proposed merger.
Now try to determine what type of meeting in the following sentences below.
#
Sentences
1
As you know, Megabook wants to buy this company. As chief financial
officer, what do you think of their offer, Robert?
Answers
Meetings
79
Answers
#
Sentences
2
I recommend to shareholders that you accept Megabook's offer for
our company.
3
Amazingly, we're ahead of schedule on this project.
4
That's a deal then. Looking forward to working with you. I'm sure you
won't be disappointed.
5
Have you heard? Mary is being fired: apparently her sales figures
aren't good enough.
6
So, you think you can provide 10,000 a month at a unit cost of
£4.90?
7
Things in the sales department are getting out of control. We should
all start making a real effort.
8
I know this sounds crazy, but how about giving away 100,000 free
samples?
9
I am pleased to announce another good year for shareholders of company.
Exercise 5.1. If you have to run a meeting in English, you simply need a list of the phrases which are used in the different situations which arise during such a meeting. When you
want to present your argument you should use a certain amount of special vocabulary and
a list of standard phrases.
Match the following points of vocabulary from 1 -9 to their expressions (A-l).
1. Beginning
2.Ordering
3. Introducing
a new point
4. Adding
8. Stating preferences
7. Generalising
6. Balancing
5. Giving an example
9. Concluding
A First of all, we must bear in mind ..
At the outset...
To begin with ...
Firstly,... Secondly, ...Thirdly
Finally...
Unit 6
80
D Let me give an example ...
To illustrate this point, let us consider...
A case in point is ...
C I would now like to turn briefly to the
problem of...
The next issue I would like to focus on is ...
Turning to ...
B I would like to begin by ...
I would like to make a few remarks concerning ...
I would like to comment on the problem of...
I would like to mention briefly that...
There are three points.
I'd like to make.
The most important points seem to me to
be...
F Let me conclude by saying ...
I'd like to conclude by stating that...
Allow me to conclude by highlighting the
fact that...
In conclusion, I would like to reiterate that...
I would now like to conclude my comments
by reassuring you that we are fully aware
of the fact that...
E In addition,...
I might add that...
As well as .... there is also ...
Not only ..., but also ...
Furthermore,...
Moreover,...
G I'd rather ...than ...
I prefer... to ...
I tend to favour... as opposed to ...
...has an advantage over... in that...
The main advantage of... is that...
H On the whole,...
In general,...
Generally speaking,...
By and large,...
All in all,...
All things considered,...
Exercise 5.2. Here are the most important expressions of presenting an argument. Fill in
each blank with an appropriate word. Then you may check yourself again later.
Beginnings
1.1 would
to
by ...
2. There are three
I'd like to
3. The most
points seem to me to be ...
4.1
like to
a few
concerning ...
5.1 would like to
that...
6.1 would like to
on the problem of...
Ordering
VFvreäfoj,
...TçMVj,
Meetings
2. To
3
4. At the
81
with ...
of all, we must
in mind ...
Introducing a New Point
1.1
now like to turn
2. The
issue I would like to
to the problem of ...
on is...
Adding
1. Not
2. As
3. In
4.1
, but
as .... there is also ..
add that...
Balancing
1.In
of ....I
think...
2. Despite
that..., I...
3. On the one
but on the
4. Although .... we
forget...
5. Whereas ..., we have to
Giving an Example
1. Let me
an example ...
2. A case in
is ...
3
this point, let us consider...
Generalising
1. On the
2
3
general,,..
speaking,...
Stating Preferences
1.1
2.1
rather... than ...
to favour... as opposed to ...
Concluding
1. Let me
by saying ...
2. I'd like to conclude
stating that...
3. In conclusion, I would like to
that.
hand ...
82
Unit 6
Exercise 6. Make up sentences from the following words and you will see the statements.
1. meetings, and, the, their, of, talk, for, most, time, managers, thank, everybody, 80%.
contributions, during, then, for.
2. a) at, is, to, the, essential, negotiations, skill, manager.//
b) it, for, death, can, life or, career, mean, his.
3. can, that, nobody, if, misunderstand, somebody, dearly, will, explain, so you.
Exercise 7. Match and complete the following words and then put these phrases in the
sentences.
1). face the deal
run the options
close a suggestion
put forward the problem
weigh a meeting
1. What a way to
! Nobody was given a chance to say anything.
2. We have to
before we make a decision.
3. Did you
with parcel? Is it all signed and sealed?
4. When you have to
of middle age, you won't laugh like that..
5. Every time I
, I get jumped on.
2). an overall step
a short-term point
a hasty
picture
a preliminary decisiona
moot solution
1. We shouldn't be forced into a
on this; given its importance we must
think it over carefully.
2. As a
we would be prepared to exchange certain general information
and perhaps later we will be able to move on to more important things.
3. That's a
and we should not accept it as being true without discussing
it further.
4. That's a good
but we still need something more lasting for the future.
5. Lora, you have been here longer than anyone. Ignoring the details, can you give us
the
as you see it?
3). miss an example
give a setback
pose the point
Meetings
83
hammer out a compromise
suffer a problem
1. Even if takes 3 months, we shall
.
2. It was lucky to _ _ _ _ _ _ like that; there was an unexpected change in goverment and now we shall have to wait an additional 4 months.
3.1 think you
, Boris. He did not say that he was opposed to the scheme:
he just said it was not as good as it could be.
4.1 hope the change in dates won't
for you.
5. Could you
of what you mean?
4). Which prepositions go in the following expressions?
of
on
in
to
account
addition
the agenda
agreement
the basis
1.1 think we are all
that.
2. What's
for today?
3,
this report, I think we can go ahead with our plans.
4.1 am afraid we shall have to cancel the order _ _ _ _ _ _ _ the cost.
5,
his age, there is also the fact that he does not speak Russian.
5) Which prepositions go in the following expressions?
of
on
in
at
behalf
best
business
business
charge
certain circumstances
1. The boss is away
in England.
2.1 can not remember who is
the publicity. Is it Tomas or Lewis?
3
my government I would like to thank you for the kindness you have
shown us.
I could see us accepting, but not in our current financial situation.
5
we shall make 3 200,1 just can not see us doing any better than that.
o They have been
for over fifteen years.
84
Unit 6
Exercise 8. Try to do this quiz.
When somebody is speaking, what do you do?
Quiz
In British culture
In your culture
Look at the person
Look round the room
Stare blankly into space
Look at your papers
When you are speaking, where do you look?
In your culture
In British culture
At your papers
Generally at everybody present
Into space
At one particular person
How do you show that you have finished talking?
In your culture
In British culture
By sitting back in your chair
By looking at the other people
By looking away from other people
By the words you use
How can you interrupt someone who is speaking?
In your culture
In British culture
By jumping in at that moment
By raising a finger and waiting
By waiting until there is a pause
By waiting until you are asked to speak
Meetings
85
Which responses do you expect to see from other people when somebody is talking and
what does each one signifv?
In British culture
In your culture
Shaking of the head
Facial expressions
Eye movements
Gestures with the hands
Nodding of the head
Exercise 9.1. You are asking your partner for his/her opinion on any subject that comes
to mind. If you run out of ideas, feel free to use the following points below. Now match the
points above to their expressions from A - H.
1. Ask for an
opinion
2. Give a tentative opinion
3. Bring in to
present
4. Give a neutral
opinion
8. Summarize
7. Give a strong
opinion
6. Bring in to
answer
5. Ask for a
reaction
Now, for an opposing viewpoint, here is our manager.
A What's your opinion of... ?
What's your 'position on ... ?
What do you think of... ?
I'd like to hear your views on ...
GI think that...
In my opinion,...
It's my opinion that...
As I see it,...
As far as I'm concerned...
From my point of view...
C it seems to me that...
E Could I ask for your reaction to ...?
Iwouldsay that...
I was wondering where you stood on this question?
As far as I'm able to judge ...
Where exactly do you stand on this issue?
I think it would be fair to say that...
I wonder if you'd like to comment Mrs. Lang?
Unit 6
86
B I firmly believe that...
I'm absolutely convinced
that...
It's my belief that...
There's no doubt in my mind
that...
It's quite clear that...
I'm certain that...
It's my considered opinion that
H Ms. Kistar, would you like to come in here?
Allow me to give the floor to Ms. Red.
I would like to invite Mr. Walls to present his views
on...
I'd like to call on Mrs. Kenally to present her views
on...
Mr. Roberts, would you care to comment?
I think Mr. Douglas would like to make a point.
F Well, if I could just sum up the discussion ...
To summarize; I think we are in agreement on ...
To sum up, there seems to be...
In short,...
Briefly, the main points that have been made are ...
Well, at this stage I feel I should summarize the matter as it stands ...
If I may just go over the main points raised so far?
D I'd like to ask my colleague Miss Donald to give us her views on that.
If I may, I'd like to ask my colleague Mrs. White to reply to that.
I think Mr. Dirol is more qualified than I am to deal with this question.
I would like to bring in Ms Chance who has studied this matter in more detail than I have.
Perhaps Mr. Bruck would care to answer that.
Exercise 9.2. Here are the most important expressions of asking one's opinion or giving one's own opinions.. Fill in each blank with an appropriate word. Then you may check
yourself again later.
Asking for an Opinion
1. What's your
2. What's your
3. What do you
4. I'd
of... ?
on ...?
of... ?
to hear your
on ...
Asking for a Reaction
5. Could I ask for your
6.1 was wondering where you
to...?
on this question?
Meetings
7. Where
8. i
87
do you
if you
on this issue?
like to comment, Mrs. Loris?
Giving Strong Opinions
9. It's my
opinion that...
10. I'm absolutely
that...
11. It's my
that...
12. I'm
that...
13. It's quite
that...
14. There's no
in my mind that...
15.1 firmly
that...
Giving Neutral Opinions
16.1
that...
17. In my
,...
18. As
as I'm
Giving Tentative Opinions
19. As far
I'm able to
20.1
it would be
21. It seems
me that...
22.1
say that...
...
...
to say that.
Bringing in to Answer a Question
23. Perhaps Mr. Bruck would
to answer that.
24. |f |
, I'd like to
my colleague Mrs. White to reply to that.
25.1 think Mr. Dirol is more qualified than I am to
with this question.
26. I'd like to ask my colleague Miss Donald to
us her views on that.
Bringing in to Present a Point
27.1 would like to
Mr. Walls to present his
on...
28 .
me to give the floor to Ms Red.
29. I'd like to
on Mrs. Kenally to present her views on...
30. Ms Kistar, would you like to
in here?
Summarizing
31. To
; I think we are in agreement on ...
32. Well, if I could just
up the discussion ...
If |
just go over the main
raised so far?
Unit 6
88
Exercise 10. Divide the text into five statements.
I
—
—
—
Nineoutoftenbusinessmenbelievehalfthetimetheyspendinmeetingstobe
wastedthosewhoareunabletolearnfrompastmeetingsarecondemnedtore
peatthemaconferenceshouIdconsistof3mentwoofwhomare absent whe
nyouarerightnoonerememberswhenyouare wrongno one forgetsacomm
itteeistwelvemendoingtheworkofone
Exercise 11. Match and complete the following words and then put these phrases in the
sentences.
1). express the matter
raise a role
reach a conclusion
make an opinion
play an effort
1. I'll
with Finance as soon as I get a chance.
2. Prices obviously
, but they are not the only factor.
3. If we all
, we could double our profits.
4. Every time I
he interrupts me.
5. Can you
about the price list yet?
2) a workable misunderstanding
a dominant solution
a slight factor
a fruitful opinion
a considered discussion
1. We seem to have arrived at
difficulties arising in the near future.
2. There seems to be a
. I said 65 thousand, not 16 thousand.
3. It is our
that this merger will be beneficial to both parties.
4. Thank you for coming today and hope we will be able to have
on the merits of the various projects.
5.
in my decision was the expense involved.
3)
see (your) question
share (your) support to
set (your) opinion of
answer (your) mind(s) at rest
lend (your) point
89
1. I'm afraid I can't
2.1 can't say that I
3. Let me
completed on time.
4.1
5. If you could
until I've spoken to my Head Office.
his ability; I don't think he's very capable.
, on that I can promise you that the project will be
but I still think that...
the scheme, I'm sure the others would accept it.
4) Which prepositions go in the following expressions?
with
in
under
no circumstances
common
conclusion
concrete terms
conjunction
1.
could we accept such a low offer.
2.
we are offering you a salary of £45.000 a year plus car.
3. Let me say.
, that it has been a pleasure to work with such a
dedicated group of people.
4. Our companies have a lot
. They're both old established firms
and both need some new blood.
5. This loan,
the fall in the dollar, should save us from bankruptcy.
5) Which prepositions go in the following expressions?
at
under
whit
on
in
connection
consideration
the contrary
_ _ _ all costs
cross purposes
1.1 don't think the boss is too old.
I think he has quite a few years left in him.
2. We must get this contract.
. If we don't, we're never going to be able to
survive.
is proposed extension.
3. The meeting is
Dr Rogers. I can't tell you any more than that.
4. Your candidature is
5. We seem to be talking.
Exercise 12. Are you a good negotiator? Fill in this questionnaire yourself. After you put
n e following qualities in order of importance. Number the most important for you 1, the
"ext 2, down to 10 for the factor you consider least important.
Unit 6
90
_ _ Expresses him/herself well.
Is sensitive to body language.
Is a good listener.
Prepares well beforehand.
Works well under pressure.
Never shows annoyance or anger.
Is able to say nothing very convincingly.
Asks the right questions.
Deals well with difficult questions.
Can say "I don't understand that" five times after five explanations.
What other qualities can you think of for a good negotiator?
Which, if any, do you think you need to improve yourself?
Exercise 13. There are word combinations with "meeting". You can see them in the following boxes, read them and try to remember.
arrange/set up/fix a meeting
bring forward a meeting
organize a meeting
make a meeting earlier than originally decided
make a meeting later than originally planned
put back/postpone a meeting
cancel a meeting
be in charge of a meeting
run/chair a meeting
not have a meeting after all
attend a meeting
go to a meeting
miss a meeting
not to go to a meeting
Now choose the best word from the brackets () to fill the gap.
1. Can we
up a meeting for early next week? (arrange
/set/agree)
2. I'm afraid I've got to bring
this morning's meeting to ten o'clock, (up /
along / forward)
3. Something came up so they
Monday's meeting till Friday, (postponed/
cancelled / fixed)
4. Robert is off sick so Michael will have to
the staff meeting, (charge /
chief/ chair)
5. We have got to
the meeting in London because our boss will be in Spain.
(go / attend / visit)
6. It's a very important meeting so make sure you don't
it.
(miss/lose/avoid)
7. On Friday we have a meeting
our most important client,
(of/with/to)
8. It wasn't really a meeting- just an informal
over coffee, (speech / report /
chat)
'Meetings
91
Exercise 14.1. Some of your colleagues are discussing a meeting they have just come
out of. Read the following dialogue and put appropriate word or word combinations in it.
waste of time, productive, digressions, useful discussions, a lot of ground,
rambling, point, talker, stick to
Arnold: I thought it was very
1
.
John: Well, I thought it was a complete
2
. I didn't hear anything I didn't already
know.
Barbara: I agree with Arnold. I felt we had some very
3
, and that we reached an
agreement that was good for both sides. We certainly covered
4
It was
incredible the number of things we got through.
John: But there were too many
5
, John was
6
and kept wandering off
the
7
. He just uses meetings as a chance to show off. Just like a lot of men:
he just wanted to show how powerful he is and what a good
8 he is.
Arnold: But to be fair, the chair really kept things moving: she encouraged people to
be brief and to
9
the point and we achieved a lot in a short time. Anyway, I
learned a lot and I think they listened to what we had to say.
Exercise 14.2. A management consultant is talking about meetings, using expressions
from Exercise 14.1. Put what he says into a logical order.
1) point and rambling. And then there are those who want to show
2) moving. If they do this, it's amazing how much ground you can cover.
3) Of course, everyone wants meetings to be productive and achieve results. But from
personal experience, we know that a lot of them are a waste of
4) off: to show how important and clever they are. The chair should keep things.
5) the point. And we've all seen those annoying people who keep on wandering off the
6) time, and nothing is achieved. In order for discussion to be useful, people should not
go off on digressions: they should stick to
Exercise 15. Read the essential elements of meetings and try to put into a logical order.
The essential elements of meetings
Members:
- the chairman (or chairperson) to control the meeting
- the secretary to keep a record of the proceedings
- the other participants
Record: normally the minutes of the meeting
Result
Agenda showing the list
of items to be covered
Purpose problem-solving,
idea-gathering, training
Unit 6
92
Exercise 16. Put the following stages in the decision-making process into the most likely order.
• consider the options
• collect information
• implement your decision
• define your objectives
• monitor the effect
• choose the best course of action
1.
6.
—
—
2.
3.
4.
5.
Exercise 17. Look at the agenda for the decision-making meeting on the left. Decide
which two statements below were made at each stage in the meeting,
a We are here to decide whether to go ahead with the project,
b One option would be to do detailed market research.
cThe most important thing is: can we make this profitable?
d The advantage of doing market research is we reduce risk,
e Have a look at these figures.
f Above all, we must be sure there is a market for our service,
g What we have agreed, then, is to start marketing the service now.
h Another alternative is to offer the service on a trial basis,
i On the other hand, market research takes time,
j Our aim is to find out if there is a good chance of success,
k As you can see, client feedback is very positive.
I So, that's it - we are going ahead with the project.
AGENDA
Objectives
Priorities
Data analysis
Alternatives
Pros & cons
Final decision
Exercise 18.1. Much of the language presented in the meeting is for the exclusive use
of the person controlling the meeting from the chair. This person is called as chairman,
chairperson, chair, chairwoman. Chairman is essential for a business meetings. He needs
Meetings
93
to
perform main tasks such as: open the meetings; present the agenda, explain the pur-
pose of the meeting, etc.
Read the following text and put your correct variants into the text.
consultant, allocated the time, timekeeper, agenda, tactfully, digressions,
resolved, organizer, circulating, venue, take the minutes, timetable, early
Robert Fris is a management
1
who specializes in meeting skills:
«A good chairperson has to be a good
2
. What they do before the meeting
is
as important as the meeting itself. They should make sure the
3
(the list of
things to be discussed) is complete by asking those involved what should be on it and then
4
(distributing) it to everyone concerned. They should check the
5
,
making sure the room will be free, without interruptions, until the end of the meeting.»
6
1. The chairperson should be a good
7
. They should start the meeting on
time, without waiting for latecomers.
2. They should appoint a minute-taker to
8
_, making sure that opinions
and action points (where participants agree to do something) are noted.
3. They should make sure each point on the agenda is
9
it deserves and
should keep to the
10
. When the time allocated to one point is up, the
chair should make sure that discussion moves on to the next point, even if the issue has
not been completely or
11
(decided).
4. The chair should make sure that each participant has the chance to make their point,
and
should deal
12
with disagreements, making sure that each side
feels their point of view has been noted. They should also try to avoid
13 , where
people get off the point.
Finally, they should ensure the meeting finishes on time, or
14
.
Exercise 18.2. Replace the underlined phrases in this text with the correct expressions
from Exercise 18.1. Put your variant in the table after the text.
How to chair a meeting
I've been asked to chair a meeting about the Women's Day office party, but I'm incredibly nervous as I have never chaired one before. Is there a secret for success?
You may never have chaired a meeting but as you've probably been to lots you'll have
seen
it done well and badly. Think about the things that please and annoy you and build on
them. (1) Make sure everyone has the agenda well in advance, and check that you know
enough about the participants and issues to be discussed. Arrange for the (2) room to be
cool rather than warm; people will be less likely go to sleep.
94
Unit:
6
See yourself as a referee whose job it is to ensure fair play through careful watching and
listening. You must ensure that the timid have a chance to (3) say what they want; deal
(4) in a diplomatic way with the argumentative and to be kind to the (5) person you have
asked to take notes. Getting that individual on your side is essential if you want the record
to reflect your desired outcomes. It's normal to suggest what should be left out of the
minutes and how any oifficult bits should be phrased. Make sure you stick to the (6) time
you have allowed for each point and keep things moving by not letting people (7) wander
off the subject. Get decisions made and recorded, even if it's only to postpone matters
until the next meeting. If someone is being difficult, defuse things by offering to continue
the discussion personally at a more appropriate time.
If the meeting is likely to be more than a couple of hours long, try to include a break at
the mid-point; it acts as a marker and stops people getting restless.
Aim to leave everyone feeling they have had a chance to say what they wanted to say
and gain lasting and well-deserved popularity by finishing (8) when you said the meeting
would finish.
Exercise 19. The statements below were made at a meeting. Write one word in the gap
to complete each statement.
1 'John, will you t
the minutes today?'
2 'Does everyone agree that the minutes arc an accurate r
of the last meeting?'
3 'Are there any m
arising?'
4 'In the a
points it says Bob is responsible for writing the report.'
5 'Now, we have a
30 minutes to the discussion of point 1, so let's get ]
started.'
6 'I want to make the p
that we are still two people short in the office.'
7 'We haven't r
this issue so we'll discuss it next week and make the decision
then.'
8 'Let's m
on to the next point or we won't finish on time.'
Exercise 20. Find a word related to each clue. The first and last letters of the answers
are.
1 List of the things to be discussed at a meeting a
a_
2 Keep to this or the meeting will finish late t
e_
3 How the Chair should deal with disagreements t
y_
4 Someone who gets to the meeting after it has started I
r
5 When someone goes off the point in a discussion d
n_
Exercise 21. Much of the language used to control the meeting is very stylised so that
the identical words are used on all occasions. The language presented below is for the
Meetings
95
exclusive use of the person controlling the meeting from the chair. Now to match the points
above to their expressions from 1 -17 and then write your variants in the table, some variants have already put in it.
Opening
The minutes
The agenda
The subject
Giving the floor
Taking the floor
Finishing
Excuse me, Mr. Chairman, may I say something please?
With the Chair's permission, I'd like to take up the point about...
Could I just make a point about...?
Could I say something here, please?
a point
Has anyone anything further they wish to add before we move on
to the next item on the agenda?
Has anyone anything further to add?
Directing
order
Moving to a new point
We seem to be losing sight of the main point.
The question is...
This isn't really relevant to our discussion. What we're trying to
do is...
Could you stick to the subject, please?
Let's not get side tracked.
The issue under discussion is..
We can't all speak at once; Mr. Newby, would you like to speak
first?
Mrs. Wilson, would you mind addressing your remarks to the
Chair, please.
I'll shall have to call you to order, Mr. Simpson.
Well, Ladies and Gentlemen, with your approval, I propose to defer
this matter until we have more information at our disposal.
If no-one has any objections, I suggest that we leave this matter
until our next meeting.
Perhaps we could leave this for the time being. We can come back
to it later.
Postponing
discussion
96
Unit: 6
Proposing
Moving to a vote
Voting
Consensus
Any other
business
Closing
1. The purpose of today's meeting is...
The first problem we have to consideris...
Perhaps we should first look at...
2. I'd like to give the floor to Miss Minton.
Mrs Tiltons, would you like to say something about this?
Mr Brown, I think you know something about this problem.
Have you got anything to say, John?
What are your views on this, Polly?
3. Could we move on to item 4 on the agenda?
Now, I'd like to turn to
Can we go on now to..
4. With the Chair's permission, I move that...
Mr Chairman I'll second that motion.
I would like to propose the motion that...
Would anyone like to second the motion?
5. Has everyone received a copy of the agenda? The first item on the agenda today is...
I would like to add an item to the agenda. Could we delete item 5 from the agenda?
6. May I read the minutes?
Would someone move that the minutes of the last meeting be accepted?
Has everyone seen the minutes?
Can we take the minutes as read?
7. Ladies and Gentlemen, I declare the meeting open.
Right, shall we get started?
Let's get down to business, shall we?
8. Perhaps we should take a formal vote on this. Can I ask for a show of hands?
Let's put it to the vote.
Could we take a vote on it?
Can we move to a vote on this?
Meetings
97
9. In the event of a tie, I would like to remind you that I have the casting vote,
hose for the motion, please?
Those against?
Any abstentions?
The motion is carried unanimously,
The motion has been rejected by 6 votes to 5.
10.I declare the meeting closed. Thank you Ladies and Gentlemen.
That concludes our business for today. Thank you.
Well, I think that covers everything,
T h a t ' s all for today. Thank you.
11. Is there any other business?
Any further points?
Is there anything else to discuss?
12. It seems that we have a consensus.
Can I take it everyone's in favour?
Are we all agreed on that?
Well, it looks as if we 're broadly in agreement on this.
Exercise 22. You are the Chair and you should hold a meeting. Make up your own
Agenda. You may use some elements from examples A and B.
A
1,
2.
3.
4.
5.
AGENDA
Minutes (already circulated)
Matters Arising
Date for Xmas Party
The Coffee Machine
Any Other Business
AGENDA
1.
2.
3.
B AGENDA
1. Minutes
2. Matters Arising
3. Clothing during the summer
4. office
5. weekly meetings
b. outsiders
7. A.G.M.
8. Any Other Business
Exercise 23. After some meetings, it's necessary for the minutes to be circulated, especially if there are points that particular people are responsible for. At the next meeting, the
chair should ask for the minutes to be read out and see if all agree that it is an accurate
recordof what happened, and see if there are any matters arising (any points from the
last
meeting that need to be discussed). And they should check what progress has been
made on the action points from the previous meeting.
98
Unit: 6
Match the verbs (1 -7) with the nouns (a-g) that they go with.
1.take
a. a minute-taker
2. appoint
b. the minutes
3, circulate
c. time
4. allocate
d. the agenda
5. move on
e. to the next point
6. avoid
f. on time
7. finish
g. digressions
Exercise 24. Read the following text and put correct preposition in the text.
in, about, in, about, from, at
Hedging
Hedging is when you avoid disagreeing directly. To hedge, you could say:
I take your point
punctuality, but clocking
and out would not be very
popular.
I understand what you're saying
the needs of each department, but each department must be
an appropriate way.
I see/know what you mean, but we must look
the human factors as well as the
numbers.
I hear where you're coming
on this, but we must remember this is an advertising
agency, not a car factory.
Exercise 25. When exchanging information in a conversation, there are three strategies
that can^e
mte^tatici and to encourage the speaker to continue:
Noises
Uh-huh. Mm.
Ah.
Oh.
Words/Phrases
Echo
Eight thousand?
Ok. Right Fine.
600 years?
Really? Amazing!
I see. I know. Yes. No. I didn't know that.l can't The biggest in Europe
believe that. Quite (so). Indeed. Of course.
Below you can see some expressions that
to 1-4.
1. What are your views on this, John?
Mr. Brown, what do you think about this?
Do you agree, Wrartf!
Ms Smith, what's your opinion?
are often used in meetings. Match from A
3. Sorry, could you say that again, please?
Sorry, I didn't quite understand.
I'm sorry, I didn't catch what you said.
Sorry, I'm not quite with you.
Meetings
1 J I could just make a point here ...
I _ould I make a suggestion?
I r-iiy to interrupt, but I'd just like to say that...
I " seems to me that...
99
4. Do you see what I mean?
Are you with me?
Don't you agree, Simon?
Are we unanimous?
Don't you think so, Mrs. Ronson?
Does anyone object?
A. If you're in a meeting, you can find out what the other people in the group think by
saying:
B. If you want to interrupt someone and put forward your opinion you can say:__
C. If you want to find out if the others in the group have understood or if they agree with
you, you can say:
D. If you don't understand what someone has said, you can say:
Exercise 26. Paul Reg is talking about how to deal with agreements and disagreements:
"It
may be possible to reach agreement or to reach an agreement about someth
least come to a consensus: something that most people can agree with. It may be possible
to
compromise or to find a compromise; an agreement where people accept less than they
wanted at first. Or perhaps the differences are so great that there will just be disagreement.
Something in particular that you disagree about is a disagreement." And how do you:
Say you agree with someone? (Is your phrase acceptable in all situations?)
Say you agree but...
Say you disagree? (Is your phrase strong, neutral or tactful?)
Say you disagree but...
How you can make your disagreement more acceptable?
Exercise 27. Now you can see 8 points of agreement and disagreement, find out the
appropriate expressions of them.
Tactful Disagreement:
Neutral Disagreement:
Softening Neutral Disagreement:
Strong Disagreement:
a) I completely agree.
I agree entirely with your point of view.
I'm of exactly the same opinion.
I'm in total agreement.
b) I agree.
Strong Agreement:
Neutral Agreement:
Partial Agreement:
Softening Strong Disagreement:
100
Unit: 6
I think we are in agreement on that.
I think you're right.
I think we can accept your position on that.
c) I would tend to agree with you on that.
I agree with you on the whole, but it could be said that...
I agree in principle, but...
By and large I would accept your views, but...
Although I agree with most of what you've said, I find it difficult to agree with your
point about...
d) Frankly,...
To be quite frank.
To put it bluntly,.
With respect,...
e) I totally disagree with you.
I don't agree at all.
You're completely mistaken.
I disagree entirely.
Under no circumstances could I agree to that...
What you are saying is just not feasible.
f) I'm afraid ...
I'm sorry,...
With respect,...
I respect your opinion, of course, however
I don't completely agree with you on that.
I really can't agree with you on that.
g) I can't say that I share your view.
We'll have to agree to differ.
I'm not totally convinced by your argument.
I can't accept your point of view.
I can't help feeling that...
I feel I must disagree.
I really must take Mssue with you here.
h) I agree up to a point, but...
To a certain extent I agree with you, but.
You have a point there, but...
I take your point, Mr Hoffman, but have you considered ...?
I can see your point of view, but surely...
I have some sympathy with your position, but...
Meetings
101
Exercise 28. Read the follwing text and pu appropriate prepositions in it.
about, by, up, of, to, over, in, out, for
Concluding
Paul Rett sums ... .and brings the meeting
a close:
"Right.I'm afraid we're running
time so we're going to have to stop there. To go
.. .what's been said, there is a disagreement... .timekeeping and budgets
the design
department. I've listened to both sides of the argument. I think I can sum it up by saying
that
it's
a problem of creativity versus control. I think you'll just have to agree to disagree.
I'llletyou know my decision about the solution to this problem
the end of the month.
So
unless anyone has anything else to add, I think that's it. Thank you all
coming."
Exercise 29. Put the extracts from this newspaper report of a public meeting into the
correct order.
1.
a compromise or a consensus. There was total disagreement. After four hours of
heated discussion, Ms Petts said, 'It's been a very interesting discussion but we're
running.
2. out of time and we're going to have to stop there. I'll let you know the committee's
decision about the solution to this problem by the end of the month.
3. So unless anyone has anything else to add, I think that's it. A very useful meeting.
Thank you all for coming."
4. There were strong differences of opinion at last night's meeting to discuss banning
cars from the centre of Odessa. The chair, Ms. Mary Pettsof the town council's transport committee organized the meeting well. A lot of ground
5. saying it would improve the quality of life. It was not possible to come to
6. was covered and both sides of the argument were heard. To sum up the arguments,
there were those who thought that banning cars would damage shops and businesses in the town. Others disagreed,
Exercise 30. Here are some of the tried and tested ways of keeping your sanity and
avoiding
falling sleep during the sort of meeting you wouldn't wish on your worst friend.
Underline
you like the most interesting variant.
How to survive a boring meeting
1. Imagine the Chairman or Chairwoman with no clothes.
2. Start a lottery for the time the meeting will finish.
3. Write a love poem.
4. Write a shopping list for the next six months.
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Unit: 6
5. Catch up on all your correspondence-remember to look up occasionally.
6. Photocopy the next 50 pages of the novel you are reading and put them between the
pages of a report.
7. Fantasize about what absent members are doing.
8. Philosophize as follows: Am I really sitting here in this meeting? Is this all there is to
existence?
9. Draw caricatures of the members you hate.
10. Note one of the favorite phrases of the Chairman/Chairwoman or any other verbose
speaker and count how many times he/she uses it.
11. Pick a vogue word like, "transparent" and count how many times it comes up.
12. Send a note to someone who came late saying, "Pity you weren't here to defend
yourself".
Ask one or all of the following questions:
- But is this really relevant?
- But isn't this only the tip of the iceberg?
- May I play the devil's advocate for a moment?
- Could we adjourn the meeting Jar a few minutes?
UNIT 7
Negotiations
This unit begins by reminding that negotiating is something we
do all the time with people we meet and know - it isn't confined to
business board rooms. You will know about types of negotiations,
what makes a good negotiator and learn some common collocations
concerned with negotiations.
Exercise 1. Read the short article about negotiating and then put the words from the box
to complete the text.
philosophy, lessons, negotiate, way, customer, price, success, thought, solution,
partner, meeting, aspects, children, bank manager, negotiation
Life is negotiation
There is a school of
which says that many aspects of life involve negotiation.
Teachers should negotiate
with their students. Parents should negotiate with
their
about their allowances or holidays. Managers should
new procedures with their staff. In the sense that
is about achieving a result which
both sides can benefit from, or at least live with, then there is some truth in all of this.
In the business context, negotiation has come a long
from its image of competitive haggling. The interdependence of
and supplier,
and
client, even one competitor and another means that no individual can afford to take the
money and run. The negotiation may be about
or delivery in the short term
but it is also about establishing a relationship for a long term.
This has all led to the
of the win-win negotiation. Neither side should lose,
or certainly be seen to lose. Critical to the
of this philosophy is an understanding
of the hopes and fears of your
in negotiation. Only if you can get into his or her
shoes you are likely to come up with a
that is a genuine meeting of minds.
So, a negotiation is a special type of a
in which the parties (usually two)
need each other's agreement in order to achieve an effective result. One of the biggest
problems of Business English trainers is to make sense of the competing models of
negotiations offered by management gurus. These include both tactical
and
procedural aspects, as shown in the extracts from the following negotiation programmes
and models.
Unit: 7
104
Exercise 2. Read the following model and match statements from 1-6 to their points (A-F).
1. The negotiating process
2. Styles
3. Pre-Negotiation Planning Steps
4. Effective Communications in Negotiations
5. Using Cost-Price Analysis as a Negotiating Asset
6. Dealing With Conflict Creatively
A
Handling differences and disruptions
Learning to assert yourself
Preventing their problems from becoming
your problems
C
How to determine the real costs
Negotiating profits and margins
Getting all of the financial facts
B
How to listen and what to listen for
Communicating without emotion
Watching for non-verbal messages and
signals
Overcoming traps, gaps, and barriers
D
Establishing your specific needs
How to sort out your options
Getting all of the facts
Finding out the bottom-line need of the seller
Identifying your «trading cards»
F
Determining the basis for give and take
E
Identifying your negotiating style
Interpreting the styles of others
How styles interact, conflict, or mesh
Exercise 3. Try to determine meanings of the following statements. The explanations in the
boxes will help you. Note you should explain one statement yourself, there is no one meaning,
1
The negotiation process
5
Influencing skills
2
Planning negotiations
6
Dealing with conflict
3
The meeting
7
The contract
4
The negotiating team
8
Reaching agreement
A - how negotiations develop
G - advantages and possible problems, managing teams effectively
D - what it should contain, use in negotiation
Negotiations
105
E - assessing power, framing objectives, defining issues, setting positions
C
- ensuring implementation, building in contingencies
B- conflict in the team, conflict with the other side, indirect conflict
F - setting the climate, presenting your case, getting useful information, controlling movement, using adjournments
Exercise 4. Decide if the following statements are true (T) or false (F). Give your reasons.
1. Parents should negotiate with their children about school.
2. Negotiation is about achieving a result which both sides can benefit from.
3. A negotiation is a meeting in which the parties do not need each other's agreement
in order to achieve an effective result.
4. The negotiation process means setting the climate, presenting your case, getting
useful information, controlling movement, using adjournments.
5. Negotiating is a key communication skill for all learners of Business English.
Exercise 5. The negotiation should be based around a problem which can be easily
understood and quickly prepared. Although many may not be involved in high-powered international negotiations, most learners will have to negotiate with their colleagues, bosses,
customers, or supplies at some stage in their careers. There are such types of negotiations
as: customer-supplier negotiations, wage negotiations, merger / takeover negotiaticns, trade negotiations. You should determine the contexts of them. Match the following terms with their types and put your variants.
The
1. Buyer-seller. Negotiation over:
2. Employer-employee. Negotiation over terms of employment, including:
3 Licensor-licensee. Negotiation over terms of license, including:
4 Budget allocation. Negotiation over allocation of either company or departmental budget. The company budget negotiation could be based around the competing claims of
various departments, including:
A
marketing (needs more money for advertising and promotion)
research and development (needs more money for product development)
raining (needs more money to train up company personnel)
induction (needs more money for investment in new equipment)
administration (needs more money for new office equipment)
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Unit:7
D
B
•
•
•
•
financial arrangements
geographical area
exclusivity
term of license
•
•
•
•
C
•
salary
additional payments
holiday entitlement
additional benefits.
price & discount & delivery & payment terms
Exercise 6. Read the following text and answer the questions:
Labour relations
Labour unions or trade unions are organizations that attempt
to represent workers' interests. They negotiate with employers
about the wages, working hours and working conditions of their
members. They can defend members who have individual grievances. if dissatisfied, they can take 'industrial action' such as
going on strike or operating a go-slow or a work-to-rule. During
a strike they can picket their place of work and try to prevernt
other workers or delivery drivers entering the premises.
1. What are labour unions or trade unions?
2. What do they do?
3. What can they do when dissatisfied?
Exercise 7. Match up the words on the left with the definitions on the right.
1. collective bargaining
2. a strike
3. go-slow (GB) or slowdown (US)
4. working-to-rule
5. industrial action
A a general term for strikes,
go-slows, work-to-rules, and so on
D negotiations between unions and employers about their members' wages and
working conditions
B a deliberate reduction in the rate of pro- E to protest outside a factory or other
workplace, and try to persuade workers
duction, as a protest
and delivery drivers not to enter
Negotiations
C
107
a stoppage of work, as a protest against F deliberately obeying every regulation in
an organization, which severely disrupts
working conditions, low pay, and so on
normal operations
Exercise 8. Read the text and summarize briefly what Denis MacShane says about:
a) the role or function of unions
b) the attitude governments and companies should have in
relation to unions
Denis MacShane, a British Member of Parliament for the
Labour Party who previously worked for ten years for the International Metal Workers Union, is talking about trade unions.
INTERVIEWER: Denis MacShane, what would you say are
the functions of trade unions, or labour unions?
DENIS MacSHANE: Work is changing all the time, but at
the heart of work lies the worker, and as firms get bigger they
require many workers, they have to be managed, and unions:
are a necessary voice for the interests of those workers. It is curious to see that in the
new countries that have been in the headlines in recent years, countries like South Korea,
or Poland, or South Africa, trade unions have played an enormous dynamic political and
economic role. Clearly some of the old attitude and structures of trade unions in Europe
or the United States have become somewhat out of date and they have to be reinvented,
but in the end, as long as employees have needs that need to be represented, then I think
they'll need trade unions, and a sensible government, and sensible employers, that want
effective social peace, and want also a team-working and dynamic economy, should be
encouraging trade unions. The form of trade unions is changing, perhaps the old class
war attitude of trade unions is out of date, but again it is interesting to see that some of
the most successful economies - I'm thinking of Germany, I'm thinking of Japan - there
is a strong trade union presence, it's recognized by employers, it is accepted as a partner
by government.
Exercise 9.1. Read the text and then answer the following questions according to the text:
1 What are frequent causes of bad labour relations?
2 What have been the consequences of labour-market deregulation?
3 Why can these consequences be a problem for management?
Who needs unions?
Manual and service industry workers are often organized in labour unions, which attempt to ensure fair wages, reasonable working hours and safe working conditions British
108
Unit 7
unions are known as trade unions because, as in Germany, they are largely organized according to trade or skill: there is an engineers' union, an electricians' union, a train-drivers'
union, and so on. In other countries, including France and Italy, unions are largely political:
workers in different industries join unions with a particular political position.
Industrial relations tend to be better in countries, industries and companies where
communications are good, i.e. where management consults workers on matters that will
concern them, where neither side treats the other as an adversary, and when unions do
not insist upon the preservation ot completely uneconomic jobs and working practices.
Although some employers and managers (and political parties) oppose the very existence
of unions - even though, like doctors, lawyers, accountants, and so on, they might themselves belong to a professional association with similar basic aims -many management
theorists stress the necessity of unions. In the 1970s, Peter Drucker wrote that 'Management is and has to be a power. Any power needs restraint and control -or else it becomes
tyranny. The union serves an essential function in industrial society.' Yet one of the chief
objectives of right-wing governments in the 1980s (e.g. in Britain and the USA) was to
diminish the power of trade unions, and to deregulate labour markets in accordance with
the ideal of free markets.
As a result of deregulation, working conditions in many industries in many countries
have worsened, leading to the creation of a great many casual, part-time, unskilled jobs
done by non-unionized workers. France, for example, has the lowest number of workers
in trade unions in the industrialized world. The unions now represent less than 10% of the
French work force, and most of those are in the public sector. The vast majority of French
workers seem to have rejected the confrontational politics of the main unions, notably the
communist-controlled CGT. Consequently, when the largely non-unionized French lorry
drivers blocked all the motorways in the summer of 1992, striking over the introduction of a
new driver's licence with a penalty-point system (and their working conditions in general), the
French government found no one to negotiate with.
In fact, a number of politicians and business leaders are beginning to regret the weakness of unions. Some managers, including Antoine Riboud, the former head of the huge
Danone food conglomerate, actively encourage unionization because they insist that a big
company needs someone to represent and articulate the needs of the employees and act
as a social partner to the employer. But there is clearly a problem if workers believe that
the unions are incapable of doing this, and choose not to join them. *Peter Drucker. An
Introductory View of Management
Exercise 9.2. Find the words in the text which mean the following,
1 people who work with their hands
2 a union for workers with a particular type of job
3 to ask someone's opinion before making a decision
Negotiations
4
5
6
7
8
9
10
109
an opponent or enemy
too expensive, wasteful, loss-making
unlimited and unfairly used power
ending or relaxing restrictive laws
areas of the economy run by the local or national government
hostile, almost aggressive, seeking conflicts
a large corporation, made up of a group of companies
Exercise 9.3. Peter Drucker says 'Management is and has to be a power.' What does this
mean?
In your opinion, should unions be consulted before management makes decisions about
the following:
• manufacturing new products or offering new services
• opening new factories, shops, and so on
• closing existing factories, shops, and so on
• changing working hours
• hiring new staff
Should unions be represented on a company's board of directors, as happens in some
countries?
'Management is and has to be a power.'
Exercise 10. a) Read the text and make up your own plan to it:
Salary negotiations
Take it step-by-step
You have an offer pending. Decent job. After months of pounding out resumes your
first notion is to jump like you've just found a scorpion in your Fruit of the Looms. Jump,
however, and you'll live to regret it. At no other time in your relationship with that employer
will you have as much power to negotiate. Use it.
Here are some pointers on post-offer salary negotiation from Sandra K, Allgeier.
Do your research. Find out what the market is paying-both low end and high end-for
jobs like the one you are considering. Where on the scale are you, given your skills and
experience?
Have your bottom line. Sometimes it is necessary to take less than pay to gain the
right experience. Other times it makes sense to hold for the max. Do some intense personal assessment and line what you want to make and how much you'll settle for - a
110
Unit:7
rock-bottom figure. "You'll do much better in negotiation once you are certain of your own
limits," says Allgeier.
Be patient. Don't ask about salary. Let them bring it up. Only exception: If you have strong
beliefs that your pay expectations and what mean offer are light-years apart. In that case,
say something like, "I am very interested in learning more about the position, but before we
spend a great deal of time in discussion could you give me a sense of the pay range?"
Be cool. If you get an offer that isn't exactly going to put you on Easy Street, tell them
that you will need to review the situation and get to them. If asked if there is a problem with the offer, you may say that you were anticipating and that you need to think it
through. Don't let disappointment creep into your voice, stay positive and professional,"
says Allgeier. "If you have specific issues for which you can cite reasons for balking (I stand
to lose $1,000 a year or more due to 1 oss of profit sharing at my old job, etc.) state thosebut not in argumentative or whining fashion."
Go for what you can get. Having weighed the pros and cons, and deciding that you
probably want the job, call back. Indicate that you'd like to discuss the offer again and
come to an agreement. If you sense it is appropriate, ask if there has been any reconsideration of the salary offer. If the answer is no, ask if a hiring bonus is a possibility. Bonuses
are often doable when the interviewer wants to hire, but the first year salary is limited by
company guidelines.
b) Say what you have learnt from the text about the salary negotiations. Copy out the
main points about negotiations.
c) Write down five questions to the following sentence: Negotiations are a sensible way
to handle many kinds of discussions.
Exercise 11.11 people negotiate, they talk in order to reach an agreement which is to
their mutual advantage:
A customer-supplier negotiations
B wage negotiations
C merger / takeover negotiations
D trade negotiations.
Negotiations also take place to settle disputes such as:
E contract disputes
F labour disputes
G trade disputes
Relate these headlines to the situations.
1. Car workers in two-year pay deal talks with Ford.
2. France bans us films following talks breakdown.
Negotiations
Ill
3. World trade organization members in wide-ranging discussions.
4. Employers refuse to negotiate with striking miners.
5. Eurotunnel attacks construction companies for late completion.
6. Education ministry & Compaq in "computer on every desk" talks.
7. Pharmaceutical giants say that combining would be "to their mutual advantage".
Exercise 12. There are word combinations with «negotiations»
Intense
Intensive
are very difficult and tiring, with a lot being discussed.
Delicate
Tense
are very difficult and could easily fail.
Eleventh-hour
Last-minute
take place at the last possible moment of the time
available.
Protracted
take a very long time.
Someone who takes part in negotiations is a negotiator, and someone who is good at
getting what they want is a tough negotiator.
Decide which of the alternatives (A-E) each speaker is talking about.
A minute
B negotiator
C power
D delicate
E prolonged
1. 'Lastnegotiations are going on to avoid an all-out strike.'
2. 'I'd say that the employers have all the bargaining
and will win in the
end.'
3. 'This
dispute has been going on for over two months now.'
4. These
negotiations could easily fail.'
5. 'Ronald is a very tough
and always gets the best price.'
Exercise 13. Now try to remember what bargaining is.
Bargaining
Bargaining
This is also used to talk specifically about discussing
and agreeing the price of something
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Unit 7
Bargaining is used in phrases like:
Collective bargaining
Pay bargaining
Wage bargaining
discussions between groups of employers
and employees about pay and conditions
Bargaining is used in these combinations:
Bargaining
ploy
tactic
a particular technique used by negotiator
chip
tool
an issue that a negotiator uses in order to gain an advantage
point
power
a particular issue that a negotiator discusses the degree to
which one side is strong enough to obtain what it wants
process
the way that negotiations develop
Now match the sentence beginning (1 -8) with the correct endings (a-h).
1. After 48 hours of intensive negotiations in which he slept for...
2. One of the problems of protracted negotiations is that achieving agreement can
come...
3. After tense negotiations between the hijackers and air traffic control in Cyprus,...
4.The agreement on limiting television violence represents the climax of several months
of intense...
5. The painting has been withdrawn from sale and acquired by the National Gallery...
6. The violence broke out, and it took six months...
7. The deal was struck only after eleventh - He's a tough negotiator...
a) the plane was allowed to land at Larnaca airport.
b) hour negotiations between the US, the European Union and Japan.
c) only one hour, Mr. Peters said, «It has been both tough and incredibly complicated».
d) of delicate negotiations to put the process back on track.
e) negotiations between television executives and the National Parent Teacher Association.
f) to be more important than anything else, including the final decision.
g) and likes bargaining about everything.
h) after last-minute negotiations with the auctioneers, Sotheby's.
Exercise 14. Draw a line from each word on the left to a word on the right to make a
word pair. (There is one word that you don't have to use.) Then use your word pairs to complete the sentences below.
Negotiations
113
Eleventh
labour
bargaining
collective
mutual
chip
dispute
advantage
solution
hour
bargaining
1 This
seems likeiy to lead to a strike.
2 We think that this compromise is to our
3 Everyone is hoping that these
4 The high level of public support is a powerful
5 I believe that
salaries.
is getting worse and now
discussions will be successful.
for the fire fighters.
is the right way to reach agreement about teachers'
Exercise 15.1. Read this article and then fill in each gap below with one word such as:
Negotiation - 3 times
Negotiations - 4 times
Negotiators- 3 times
Bargaining - 1 time
Negotiating - 15 times
Co-operation and competition in negotiation
1
are complex because one is dealing with both facts and people. It is clear
that
2
must above all have a good understanding of the subject. They must also
be aware of the general policy of the company or institution in relation to the issues and
they must be familiar with the organisational structure and the decision-making process.
However, awareness of these facts may not necessarily suffice to reach a successful
outcome. Personal, human factors must be taken into account. The approach and strategy adopted in
3
are influenced by attitude as well as by a cool, clear logical
analysis of the facts and one's interests. The personal needs of the actors in
4
must therefore be considered. These can include a need for friendship, goodwill, credibility, recognition of status and authority, a desire to be appreciated by one's own side and
to be promoted and, finally, an occasional need to get home reasonably early on a Friday
evening. It is a well-known fact that meetings scheduled on a Friday evening are shorter
than those held at other times. Timing can pressure people into reaching a decision and
personal factors can become part of the
5
process.
114
Unit
Researchers who have studied the
6
process recommend separating the
people from the problem. An analysis of
7
language shows that, for example,
indirect and impersonal forms are used. This necessity to be hard on the facts and soft
on the people can result in the sometimes complex, almost ritualistic, style of
8
language.
Language varies according to the
9
style. In
10
you can use either a
co-operative style or a competitive one. In the co-operative style the basic principle is that
both parties can gain something from the
11
without harming the interests of
the other. Or in other words that both parties will benefit more in the long run in friendship
and co-operation even if they make some concessions. This type of
12
is likely
to take place between colleagues and departments, or between companies when there is
a longstanding relationship and common goals are being pursued.
Unfortunately co-operative style
13
without a trace of competition are rare.
In most
14
situations there is something to be gained or lost. There can be a
danger in adopting a cooperative mode, as unscrupulous people may take advantage of
cooperative people.
The opposite mode to co-operative
15
is competitive
16
.
17
see each other as opponents. Knowledge of the other party's needs is used to develop
strategies to exploit weaknesses rather than to seek a solution satisfactory to both sides.
This type of
18
may be appropriate in the case of one-off contracts where the
aim is to get the best result possible without considering future relationships or the risk of
a breakdown in
19
. Needless to say, the language in this type of discussion may
become hostile and threatening even if it remains formal.
In reality most
20
are a complex blend of co-operative and competitive mode,
21
successfully implies dealing appropriately with the four main components of
any
22
: facts, people, competition, and co-operation.
Skilled
23 are sensitive to the linguistic signals, as well as the non-verbal ones of facial expessions, gesture and behaviour, which show the type of
24 mode they are in.
Language reflects tactics and therefore a study of the language used in
25
brings a greater awareness ot the
26 process.
(adapted from Negotiate in French and English by Pamela Sheppard and Benedicts
Lapeyre).
Exercise 15.2. Read the article again and put the appropriate words in the sentences.
1 Good negotiators must know their
well and they must know thei
company's
But they must also consider
factor
because they are dealing with
2 Negotiations are affected by the participant's
as well as logic.
7
Negotiations
115
3 Research has shown that it can help to separate the
from the
This can be done by using special negotiating
4 In a
style of negotiation, the participants try not to harm each other's
In order to maintain a good long-term
they both
make
5 In a
style of negotiation the parties are
This style
may be suitable for a
contract. The language here can become
and
6 Most negotiations are a
of the two styles. A good negotiator must
be aware of the
and
signals which show the style
being used.
7 The four main factors involved in a negotiation are
and
Exercise 16. What do you think? How appropriate is the following advice? Rank each
suggestion on a scale from 1 -10 (1 = essential, 10 = unhelpful) to indicate your opinion.
How to be a good negotiator
1
2
3
4
5
6
7
:
9
10
try to get on well with your opposite number
use emphatic language
show respect for your opposite number
make suggestions to resolve disagreement
have clear objectives
be determined to win
say "I don't understand", if that is the case
listen carefully
always compromise
discuss areas of conflict
Average negotiators look for immediate gains.
Good negotiators have a range of objectives.
[
Exercise 17. Read the text and underline the main points as a list of guidelines on negotiating.
There has been a great deal of research into the art of negotiation, and, in particular, into
what makes a 'good' negotiator.
One point most researchers seem to agree on is that good negotiators try to create harmonious atmosphere at the start of a negotiation. They make an effort to establish a good
Unit 7
116
rapport with their opposite number, so that there will be a willingness - on both sides - to
make concessions, if this should prove necessary.
Good negotiators generally wish to reach an agreement which meets the interests of both
sides. They therefore tend to take a long-term view, ensuring that the agreement will improve, or
at least not harm, their relationship with the other party. On the other hand, a poor negotiator tends
to look for immediate gains, forgetting that the real benefits of a deal may come much later.
Skilful negotiators are flexible. They do not "lock themselves" into a position so that they
will lose face if they have to compromise. They have a ranget of objectives, thus allowing
themselves to make concessions, for example, "I aim to buy this machine for £2,000" and
not "I must buy it for £2,000". Poor negotiators have limited objectives, and may not even
work out a "fall-back" position.
Successful negotiators do not want a negotiation to break down. If problems arise, they
suggest ways of resolving them. The best negotiators are persuasive articulate people,
who select a few key arguments and repeat them. This suggests that tenacity is an important quality.
Finally, it is essential to be a good listener and to check frequently that everything has
been understood by both parties.
Exercise 18. Read the advertisement and complete the following recruitment file.
Job specification
1
2
3
4
5
6
7
Company
Location
Position
Duties
Salary
Benefits
Contact
Person specification
8 Essential
9 Desirable
Sales Negotiator
What price sales success?
Dealing in the oil and fuels market is a high-powered activity, and Texaco Fuel and
Marine Marketing is a major player within it. We deliver bunker fuels to ports worldwide,
negotiating the sales of many millions of barrels of fuel each year.
Negotiationss
117
So our small team is critical to profitability. Negotiating spot sales - both prices and
volumes - with ship owners and shipping lines is exceptionally competitive. It calls for a
clear head and keen commercial one. And, since you'll be working under pressure and in
rapidly changing conditions, you'll need to be capable of rapid decision-making.
Most important is that you're a gifted communicator, which is capable of both information gathering and communicating at all levels and with a wide variety of customers, both
in the UK and abroad.
Obviously a strong sense of geography is valuable and both a European language and
a background in the oil and marine industries would be useful though not essential. The
key qualities are an eye for a deal, good telephone skills and the ability to work well within
a team environment.
The price of achievement is high. For the right individual we offer a competitive salary
and an attractive benefits package which includes a share option scheme as well as the
prospect for career advancement within this world-leading oil company.
We are currently based in Knightsbridge but we are moving to brand new customdesigned offices in Westferry Circus, Canary Wharf. These offices will be part of one of the
highest quality developments of its kind in Europe and will be linked to other centres in
London by greatly improved road and rail transport.
To apply, please write with full CV to Peter Sweetman, Human Resources Adviser,
Texaco Limited, 1 Knightsbridge Green, London SW1X 7QJ.
Exercise 19. Re-arrange these sections from Getting to Yes, Fisher and Ury (Penguin
Books) into a logical order and answer the questions after the text.
Negotiators are people first
On the other hand, people get angry, depressed, fearful, hostile, frustrated, and offended. They have egos that are easily threatened. They see the world from their own personal
vantage point, and they frequently confuse their perceptions with reality. Routinely, they
fail to interpret what you say in the way you intend and do not mean what you understand
them to say. Misunderstanding can reinforce prejudice and lead to reactions that produce
counter-reactions in a vicious circle; rational exploration of possible solutions becomes
impossible and a negotiation fails. The purpose of the game becomes scoring points, confirming negative impressions, and apportioning blame at the expense of the substantive
interests of both parties.
Failing to deal with others sensitively as human beings prone to human reactions can be
disastrous for a negotiation. Whatever else you are doing at any point during a negotiation,
from preparation to follow-up, it is worth asking yourself, "Am I paying enough attention to
the people problem?"
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118
A basic fact about negotiation, easy to forget in corporate and international transactions, is that you are dealing not with abstract representatives of the "other side," but with
human beings. They have emotions, deeply held values, and different backgrounds and
viewpoints, and they are unpredictable. So are you.
This human aspect of negotiation can be either helpful or disastrous. The process of
working out an agreement may produce a psychological commitment to a mutually satisfactory outcome. A working relationship where trust, understanding, respect, and friendship are built up over time can make each new negotiation smoother and more efficient.
And people's desire to feel good about themselves, and their concern for what others will
think of them, can often make them more sensitive to another negotiator's interests.
1. Do you agree with the above?
2. Could this be said of negotiating in your country?
Exercise 20. The table below shows three ways of negotiating: soft, hard and principled. Put appropriate way of negotiating in the table.
Which of the three do you think is the most common in your country?
Which of the three do you think is the most effective?
Problem
Positional Bargaining:
Which Game Should You Play?
Participants are problem-solvers.
The goal is a wise outcome
reached efficiently and amicably.
Separate the people from the
problem.
Be soft on the people, hard on the
problem.
Proceed independent of trust.
Focus on interests, not positions.
Explore interests.
Avoid having a bottom line.
Invent options for mutual gain.
Develop multiple options to
choose from; decide later.
Insist on using objective criteria.
Try to reach a result based on
standards independent of will.
Reason and be open to reasons;
yield to principle, not pressure.
Participants are friends.
The goal is agreement.
Make concessions to cultivate the relationship.
Be soft on the people and
the problem.
Trust others.
Change your position easily.
Make offers.
Disclose your bottom line.
Accept one-sided losses to
reach agreement.
Search for the single answer: the one they will
accept.
Insist on agreement.
Try to avoid a contest of
will.
Yield to pressure.
Solution
Change the Game Negotiate on the Merits
Participants are adversaries.
The goal is victory.
Demand concessions as a
condition of the relationship.
Be hard on the problem and
the people.
Distrust others.
Dig in to your position. Make
threats.
Mislead as to your bottom
line.
Demand one-sided gains
as the price of agreement.
Search for the single answer: the one you will accept.
Insist on your position,
Try to win a contest of will.
Apply pressure.
UNIT 8
Preparing negotiations
In this unit you will learn how to prepare negotiations, make
up negotiatiating scenario and start the negotiations. It will be
important for you to remind and learn common expressions
concerned with negotiating styles and, especially international
styles of negotiating.
Exercise 1.1. Imagine that you are an expert of negotiation and you should prepare to
negotiate with very important company which has been producing pumps of good quality.
What steps would you do? Arrange the steps in the correct order.
Before negotiations begin, preparing and planning are very important
a If you are negotiating as part of a negotiating team, consult your colleagues about
points a to e, and allocate roles and responsibilities,
b Try to estimate the needs and objectives of the other side.
c Prepare a fallback position: conditions that you will accept if your original objectives
are not met.
d Perhaps you are in a position to influence the choice of venue: the place where you
are going to meet. If so, would you prefer to:
• be on your own ground / on home ground (in your own office)
• go to see the other side on their ground (in their office)
• meet on neutral ground, for example in a hotel?
e Get as much information as possible about the situation. If dealing with people from
another culture, find out about its etiquette and negotiating styles: the way people negotiate, what they consider to be acceptable and unacceptable behaviour, and so on.
f Work out your initial bargaining position: what are your needs and objectives (the things
that you want to achieve)? Decide your priorities (the most important objectives).
Exercise 1.2. Lora Moris is president of GML. He is preparing for negotiations with Black
& Co, a telephone equipment supplier. Match each point (1 -6) in Lora's notes with one of
the tips (a - f) in Exercise 1.1.
1) organize preparatory meeting with head of manufacturing and of purchasing - to
discuss it;
2) persuade Black & Co representatives to come to our offices in London;
Unit:8
120
3) principal objective: delivery of first 1680 items in six months; other objectives: flexible
payment, strong quality guarantees; price less important, but aim for US$200 per
item; find out more about Black & Co's priorities;
4) rumour says that they are in financial difficulty and they badly need orders;
5) will accept price up to US$250 if specifications are good;
6) Black & Co is well-known in the industry for its strong negotiating techniques.
Exercise 2.1. Read the following text and put the points of preparation in it.
Prepare carefully, keeping your target in mind
PREPARATION
Research, Objectives, Limits, Strategy, Planning
... 1
Make sure you prepare properly. The less you prepare, the more you will be at
a disadvantage and the less likely you will be to achieve a satisfactory outcome.
.. .2
Try to find out as much as you can about your opposite number and his or her
business. Use the resources of a business library and/or talk to your business contacts.
.. .3
Try to take a long-term view and decide on a range of objectives so that you
can be more flexible and offer more alternatives during the negotiation itself. Remember
you are looking for a win-win situation of benefit to both parties, thus paving the way for
further deals in the future.
.. .4
Decide what your sticking point(s) must be and why. Knowing your negotiating
limits and their reasons will help you negotiate more confidently and comfortably.
.. .5
Plan your negotiating strategy carefully, taking into consideration the personality and position of your opposite number, as well as your own strengths and weaknesses.
Exercise 2.2. Read the following texts and put the points of techniques and language on
negotiating in it.
TECHNIQUES
Listen!
Rapport, Review, Confirmation, Parameters, Simplicity,
Attitude, Flexibility, Clarity, Approach, Agreement
... 1
Try to establish a good rapport with your opposite number from the moment
you first meet, whether or not you already know each other. Some general 'social talk' is a
good ice-breaker and bridge-builder in this respect.
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121
...2
Confirm the subject / purpose of your negotiation early on and try
to establish areas of common ground and
areas of likely conflict before you move on
to the bargaining / trading stage.
.. .3
Listening attentively at every
stage of your negotiation will help to avoid
misunderstanding and create a spirit of
cooperation.
.. .4
Be constructive not destructive - treat your opposite number with respect, sensitivity and tact, and try to avoid an atmosphere of conflict. This will create a
feeling of harmony and goodwill, which should encourage a willingness to compromise
and ultimately lead to a productive negotiation.
.. .5
Keep your objectives in mind - and try to keep a clear head. This will help
you to concentrate on your key points. Try to resist the temptation to introduce new arguments all the time. Use the minimum number of reasons to persuad your opposite number,
coming back to them as often as necessary.
...6
Be prepared to consider a range of alternatives and try to make creative
suggestions for resolving any problems. Be prepared to make concessions and to compromise, if necessary, to avoid deadlock - but don't be pushed beyond your sticking point.
.. .7
Summarise and review your progress at regular intervals during the negotiation. This will give both parties a chance to check understanding - and, if necessary, clarify
/ rectify any misunderstandings.
.. .8
When you have reached agreement, close the deal firmly and clearly. Confirm exactly what you have agreed - and any aspects / matters that need further action.
...9
Write a follow-up letter to confirm in writing the points agreed during your
negotiation and clarify any outstanding matters.
Listen attentively at every stage!
LANGUAGE
... 10
Keep your language simple and clear. Take your time and use short words
and sentences that you are comfortable with - there is no point complicating a difficult
task with difficult language.
Unit:8
122
...11
Don't be afraid to
ask questions if there is anything
you don't understand. It is vital to
avoid any misunderstandings that
might jeopardise the success of
your negotiation.
Exercise 3. Read how to begin the negotiation and complete the sentences.
Negotiating scenario
small, get down, representatives, relaxed, agenda, kick, background
1 Meet and greet
of the other company and introduce your colleagues.
2 Offer coffee and
Talk. Try to create a
atmosphere.
3 Go to the meeting room and suggest that you
to business.
4 Have a clear
and a timetable.
First, give the
to the negotiations. Talking about the situation is a good way of
reminding people of key facts and issues.
5 Then .... Off the negotiations themselves, perhaps by finding out more about the
priorities of the side (the things they think are most important) or talking about your
own requirements.
Exercise 4. Robert Brown and Petrov began to negotiate. You should arrange the following phrases in the correct order and then put your variants in the table after the exercise.
1. As you all probably know, Mr. Brown met at the Trade Fair in Oslo last and they had
a very interesting discussion about the possibility of our two companies working
together.
2.1 believe you're flying back on Monday evening, so that gives us three days. I think two
days should be enough to cover all the points. On the third day, Wednesday, if we have
an agreement, I'll ask our lawyers to finalize conditions for the contract with you.
3. Mr. Brown, good to see you again. How are you? Let me introduce my colleagues: Oleg
Lavrov, our chief purchasing officer, and this is Sidor Markov, head of production.
4. Shall we go to the conference room and make a start?
5. Well, we've looked at the potential market for our new plane, and it looks as if we will
need 100 engines over the next three years.
Negotiations
123
6. Would you like some coffee or tea, or would you prefer juice? How was the flight?
Exercise 5. Jack Nadel has a formula for starting negotiations. Read and complete it.
script, person, want, less, greedy, drop, destroy, profit, blow, ruin
Starting the Negotiations
Get the other.... to answer this question: "Look, if you could write the .... for the deal
that you want, what would you ....?" Sometimes that person will ask for .... than what
you are willing to pay.
Don't be
That's trying to wring the last.... of blood out of someone in negotiation. It
can .... deals
relationships, and .... businesses. It's totally unnecessary, too. If there's
not enough fair.... in the deal for both, move to something else.
Exercise 6. Read the monologue of one businessman which refers to the following acronyms. What do they mean?
OP
TP
WAP
FBP
BATNA
Prepare thoroughly. If you don't, you won't know whether to accept an offer and may
end up actually arguing with your own side, which is suicide in a negotiation So, make
sure you establish all the points you are going to negotiate, and, have a clear idea of
your opening, target and walk-away position, your opening position on OP is your initial
offer - on price or whatever. Your TP, you target position, is what you are realistically aiming for. And your WAP or walk-away position is the point at which you walk away from
the negotiating table. Always be prepared to do that. Know what your fall-back position
or FBP is - what you will do of you do not reach an agreement. Some people call this
your BATNA, your best alternative to a negotiated agreement. You nearly always have
a BATNA, however undesirable. But if you really have not got one, you should better at
bluffing or you are going to lose big time!
Exercise 7. Read two speeches in which business people are sharing their views on how
to negotiate and answer the questions below,
a According to Businessmanl, why does not "win-win" usually work?
What five pieces of advice does Businessmanl offer?
Unit 8
124
Businessman 1
Ideally, a successful negotiation is a kind of joint, problem-solving meeting, where we
identify each other's interests, wants and needs and then explore the different ways we
could satisfy those. I say "ideally" because it hardly ever is like that. Win-win negotiation
ia a great idea, but most people have a simple "I win - you lose" mentality. So what do
you do with the person who simply won't listen, who keeps interrupting, who becomes
agressive, who makes last-minute demands, who won't make a decision? I must have
read dozens of books on negotiation tactics. The problem is, so has everybody else.
So they do not really work. My only advice is: don't get personal - ever, don't agree to
anything until you will discuss everything, don't make any concessions without asking
for something in return; ask lots and lots of questions; and do not give in to pressure.
Remember, if the answer must be now, the answer must be "No".
According to the Businessman 2, what is the worst thing you can do to a negotiator?
a What is the difference between tactics and dirty tricks?
b What examples does Businessman 2 mention?
Businessman 2
I think it was the negotiations trainer and writer, Gavin Kennedy, who said the worst thing
you can do to a negotiator is to aacept his first offer. You may think that's exactly what he
wants, but that's where you should be wrong. If you accept his first offer without a fight,
your opponent will think he could have got a lot more out of you. He won't be happy at
all, and you do not worry about dirty tricks. They are only dirty tricks when your opponent
uses them. When you use them, they are tactics! So use them. Shock them with your
opening offer; use your English as an excuse to deliberately misunderstand them; kill
them with silence; use your emotions when it is to your advantage; right at the end, say
you have to get the OK from your boss or make another last-minute demand.
Exercise 8. Match up the halves of the following collocations. All of them have appeared
in the unit so far. You can see one variant in the table.
e.g., 1. initial offer
1. initial
2. long-term
3. dirty
4. one-off
5. critical
6. win-win
7. negotiating
8. last-minute
a
b
c
d
e
f
g
h
deal
offer
relationship
tricks
process
demand
phase
negotiation
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Negotiations
Exercise 9.1. Read the following rule and do the exercise after it:
After prepositions we use either a noun or the '-ing' form of the verb.
For example:
Let me start by introducing... Thank you for returning my call...
I look forward to hearing from you again soon.
Note that in the last example, 'to' is a preposition and not part of the infinitive.
It must, therefore, be followed by the '-ing' form of the verb.
Match the beginnings of the sentences below with their endings, put your own answer
and then check:
1 I would like to start by
2 The main purpose of this meeting is to
3 The first thing we need to do is
4 With regard to sales, we will also look
5 Then we should
6 After looking at market trends
7 The financial report will be followed
8 Finally, after looking at management procedures, I look forward to
a. analyze market trends.
b. hearing your views on the future developments of the company.
c. to review this year's sales.
d. at the performance of individual sales personnel.
e. perhaps we could turn to financial matters.
f. set our sales targets for the rest of this year.
g. by a review of management procedures.
h. thanking you all for coming today.
Exercise 9.2. a) Which two examples contain the infinitive used to express aim or purpose?
b) Find three examples of verbs followed by a preposition and either a noun or the '-ing'
form of the verb and put them.
Exercise 10.1. a) Complete these statements made by the leaders of two negotiating
teams. You should put one of these prepositional expressions in the text.
Notice the prepositional phrases used when stating your position:
We are in favour of...
of benefit to,
limited to,
the possibility of,
We are opposed to ...
as a basis for,
in favour of,
co-operate with,
on this basis,
at some,
at this point
Unit:8
126
I'd like to start by making our position absolutely clear. What we want is an agreement
that is (1)
both our parties. Our basic position is that we want to (2)
your
company in both production and distribution in a worldwide market. This is our startingpoint and we want this point to be clearly understood and to be used (3)
these
negotiations. Secondly, we are (4)
a licensing agreement rather than a joint venture
agreement. The policy of our company has always been to seek licensing agreements and
we see no reason to change our position (5)
Thirdly, we firmly believe that any
such agreement must be on a worldwide basis and not (6)
a particular geographical area. Finally, we want an agreement that does not exclude (7)
the participation
of a third party (8)
future stage. This is our position and we hope that we will be
able to proceed (9)
b)
opposed to,
stand on,
preferable to,
in a position,
as far as,
present circumstances,
at this stage,
of benefit to,
in favour of
Thank you for stating the position of your company so clearly. If I may, I'd now like to
respond by outlining where we (10)
these issues. Our starting point is also a
desire for mutual co-operation with your company in the areas of production and distribution. I think both sides can agree on this point. At present, however, we are not (11)
to accept that a licensing agreement is (12)
a joint venture agreement. We do not normally grant licenses to produce our products and we are strongly
(13)
a joint venture agreement in the (14)
To respond to your third
point, what we are looking for (15)
is a limited agreement. By limited I mean that
we want to limit any agreement to the countries of the Pacific rim. We are not convinced
that a worldwide agreement would be (16)
us at this stage. (17)
your
final point is concerned, we are not (18)
the involvement of a third party in
this agreement and we do not see any reason for the inclusion of such a clause. This is
our current position.
Exercise 10.2. Copy out all the expressions above which contain a preposition which might
be useful to you when negotiating.
Exercise 11.1. When you're negotiating with people from other cultures, it's important
to think about what they consider as "normal" behaviour. Read the following texts and put
appropriate words in them.
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127
Negotiating styles
a) air, control, personal, videotape, consultant
Dressing Up the Negotiations
Use props and ... 1
attitudes to dress up your negotiations and build credibility and
impact. Start off with an ..2... of formality. It gives you room to maneuver that you lose if
you open more casually.
Use some sort of prop to help you to
..3.... the pace of the session. Carefully
prepared research notes, blank legal pad
and pen, ...4..., or audiotape will help.
Hand your adversary something - a
photocopy of your material, perhaps that captures his attention and allows you
to lead the conversation.
Consult a special prop, such as an expert o r . . .5
in your field of endeavor.
b) ability lady problem empire leverage gambits mind factors distance
Using Leverage
Leverage is the ... 1.... to get multiple benefits from your assets. Truthful self-evaluation is
the key to the successful use of leverage.
If you have a certain character, admit it and use it to your own advantage. Glenn W. Turner,
who built a quick ....2
with his "Dare to be Great" organization, started with a serious
.3
for a door-to-door salesman - a distinct and glaring harelip. He capitalized on it. "I
see you're looking at my harelip, ma'am," he said to prospects. "Heck, it's just something I put
on this morning so a pretty . . A . . . . like you would notice me."
Use ....5... to maximize your efforts. Don't waste it in unproductive ....6.... with your
adversary. Many people negotiating for a job begin with two strikes against them because
their resume includes too much that is not applicable to the job. Be selective. Negotiation is
communication. Don't confuse the main issues by heaping on irrelevant... 7....
Never abuse your adversary. You'll get a lot more by using "I really wish I could afford to pay
you what this fine old house is worth" than with "This old junk pile is about to fall over, and it
will
For every gain you make, give something back in return, even if it is little more than a
formality.
take
Unit: 8
128
It's important to you to have clearly in your
8
what you want and what you can
afford to give up. The shortest ....9
between two positions in negotiations is never
a straight line.
c) individuals, view, expert, key, discussion
Keep It Simple
The successful negotiator is an ... 1... at clarifying and conveying a point o f . . . 2.. to an
adversary. Never be afraid of offending someone with simplicity.
First, break up your... .3... into compact and understandable little bites of information
and begin to chew on them with your adversary. Next, let your adversary swallow and digest. But don't take on faith that all.. .4... points have been communicated. Keep returning to them. A little redundancy won't hurt. Most...5... actually enjoy hearing information
they have just learned.
Exercise 11.2.You'll need to think about the following:
body language,
conversational rules,
hierarchy,
physical contact,
relationship building,
attitudes to time
Arov is in another country in order to try and get a
very good order from Mr. Brown and his assistant, Mr.
Smith. Put each problem that occurs in their meeting
under one or more of the headings.
1. Arov wanted to start the negotiations immediately,
but Mr. Brown suggested a sightseeing tour of the
city and a game of golf the next day.
2. Mr. Brown started asking Arov about his wife,
home and family. _ _ _ _ _
3. When Mr. Smith made an important point, Arov
was silent for two minutes before replying. This made
Mr. Smith very nervous. _ _ _ _ _
4. When talking, Mr. Brown looked directly at Arov
and his two assistants in turn, giving them equal attention. Arov started to look annoyed.
5. During a break for coffee, Mr. Brown put his arm around Arov's shoulders in order
to be friendly.
6. When Arov was talking, Mr. Smith frequently interrupted him.
Negotiations
129
Exercise 12.1. Read an interview with an experienced international business negotiator
talking about different styles of negotiating in international business situations and decide
which of these points is mentioned in the course of the talk.
1
2
3
4
5
English used in general international business situations
the Americanization of the global economy
the Japanese conversation style
national characteristics as demonstrated in negotiating
Europeans adopting the same style of negotiating
International styles of negotiating
Interviewer: I'm talking to Jane Crockett who has spent many years negotiating for several well-known national and multinational companies. Hello, Jane.
Crockett: Hello.
Interviewer: Now Jane, you've experienced and observed the negotiation strategies
used by people from different countries and speakers of different languages. So, before
we come on to the differences, could I ask you to comment first of all on what such encounters have in common?
Crockett: OK, well, I'm just going to focus on the situations where people speak English
in international business situations.
Interviewer: I see. Now not everyone speaks English to the same degree of proficiency.
So maybe that affects the situation?
Crockett: Yes, perhaps. But that's not always so significant.Well, because, I mean, negotiations between business partnersfrom different countries normally mean that we have
negotiations between individuals who belong to distinct cultural traditions.
Interviewer: Oh, I see.
Crockett: Well, every individual has a different way of performing various tasks in everyday life.
Interviewer: Yes, but, but isn't it the case that in a business negotiation they must come
together and work together, ro a certain extent? Doesn't that level out the style of...the
style differences somewhat?
Crockett: Oh, I'm not so sure. I mean, there are people in the so-called Western world
who say chat in the course of the past 30 or 40 years that a lot of things have changed
a great deal globally. And that as a consequence national differences have diminished or
have got fewer, giving way to some sort of international Americanized style.
Interviewer: Yeah, I've heard that. Now some people say that this Americanized style has
acted as a model for local patterns.
Crockett: Maybe it has, maybe it hasn't. Because, on the one hand, there does appear
to be a fairly unified, even uniform style of doing business, with certain basic principles
130
Unit 8
and preferences - you know, like 'time is money'. But at the same time it's very important
ro remember that we all retain aspects of our national characteristics - but it is actually
behaviour that we're walking about here. We shouldn't be too quick to generalize that to
national characteristics and stereotypes. It doesn't help much.
Interviewer: Yeah, you mentioned Americanized style. What is particular about the American style of business bargaining or negotiating?
Crockett: Well, I've noticed that, for example, when Americans negotiate with people
from Brazil, the American negotiators make their points in a direct self-explanatory way.
While the Brazilians make points in a more indirect way, Brazilian importers, for example,
look the people they're talking to straight in the eyes a lot. They spend time on what for
some people seems to be background information. They seem to be more indirect. An
American conversation style, on the other hand, is far more like that of point-making: first
point, second point, third point, and so on. Now of course, this isn't the only way in which
one can negotiate. And there's absolutely no reason why this should be considered the
best way to negotiate.
Interviewer: Right. Americans seem to have a different style, say, even from the British,
don't they?
Crockett: Exactly. Which just shows how careful you must be about generalizing. I
mean, how else can you explain how American negotiators are perceived as informal and
sometimes much too open? For in British eyes Americans are direct - even blunt. And
at the same time, for the British too, German negotiators can appear direct and uncompromising in negotiations. And yet if you experience Germans and Americans negotiating
together it's often the Americans who are being too blunt for the German negotiators.
Interviewer: Fascinating. So people from different European countries use a different
style, do they?
Crockett: Mm...That's right. I mean, another example which I've come across is the
difference between Spaniards and Swedes in business negotiations. Now Spaniards tend
to think of many North Europeans, such as Germans or Swedes as not being very outspoken - even to the point of being inhibited. And you sometimes even hear remarks about
Swedes not being able to engage in personal relationships, that sort of thing. On the other
hand, many North Europeans tend to think of Spaniards as pushy, or even aggressive.
Sometimes on a personal level, Spaniards tend to disapprove of what they interpret to be
Swedish indirectness, even evasiveness. Swedes are sometimes characterized by Spaniards as being distant or cold. And not easy to get on with. Or not easy to get into personal
contact with. And their behaviour in business negotiations is seen as very impersonal.
Interviewer: I've heard that the British give the same impression to Spaniards.
Crockett: Well, that's true. And yet in other contexts the British tend to give the impression of not following a particular line. They try to determine how a negotiation is going. They're sometimes seen as pragmatic and down to earth. In contrast, say to French
131
Preparing negotiations
negotiators, who tend to have a more ordered and organized set of objectives, and when
they make a contribution to the negotiation they do so from a rational and clearly defined
position. They don't give the impression of wishing to move either from their opinion or
their planned "rout".
Interviewer: While the British are more flexible?
Crockett: Urn...I'm not sure about that. In my experience they sometimes have the reputation of not always being fully prepared or of not being entirely clear what they want. Or
even sometimes holding negotiations up, when things could move forward more smoothly.
Unlike, say, their German counterparts. The Germans, well in my experience, usually tend
to be very well prepared.
Interviewer: Mmm. OK...so,., what about the Japanese then? I mean, is their style different from Europeans?
Crockett: Oh well, yes, of course. Many Europeans note the extreme politeness of their
Japanese counterparts. The way they avoid giving the slightest offence, you know. They're
also very reserved towards people they don't know well. At the first meetings, American colleagues have difficulties in finding the right approach sometimes. But then, when you meet
them again, this initial impression tends to disappear. But it is perhaps true to say that your average Japanese business person does choose his, or, more rarely, her words very carefully.
Interviewer: So whatever nationalities you're dealing with, you need to remember that
different nationalities negotiate in different ways.
Crockett: Well, it's perhaps more helpful to bear in mind that different people behave
and negotiate in different ways - and you shouldn't assume that everyone will behave in
the same way that you do ...
Exercise 12.2. Read the interview again and match up what is said about the various
nationalities' styles and what they do or what they are like in international negotiations,
according to the expert. Put your variants in the table below. One example is here.
Nationality
Americans
Brazilians
British
French
Japanese
Germans
Swedes
Spaniards
What they do / what they are like
make their points in a direct self-explanatory way
Unit: 8
132
-
are very well prepared
make their points in a direct self-explanatory way
are direct - even blunt
are distant
are extremely polite
are indirect, even evasive
are informal and open
are ordered and organized
are pragmatic and down to earth
are thought of as pushy, even aggressive
can appear direct and uncompromising
choose their words very carefully
negotiate from a rational and clearly defined position
hold negotiations up
look people straight in the eyes
make points in an indirect way
Exercise 13.1. a) Read the following talk and try to put appropriate questions in it.
SQ - Slobhan Quinn
DC-Donald Chrom
SR - Stella Row
a) So do you, do you usually try to familiarise yourself with the background of the people
you're dealing with?
b) Do you trade, or do you negotiate with a lot of people whose first language isn't English then?
c) And does that affect your strategy during a negotiation or not?
d) Are negotiators born or made would you say?
e) What is your actual title?
f) What are some of those skills then that you need to be good at negotiating a contract?
g) What sort of approaches would these be though. I mean would you play it very tough
with an American or...?
DC: ...1....?
SQ: My actual title is Manager, Bulk Sales, Texaco Fuel and Marine Marketing Department, Europe. So you're probably sorry you asked that!
DC: Well, let's get into negotiation. I mean ...2..?
SQ: I would say a very rare few are born, most of us are actually made, and I'd say just about
anybody can learn to be a negotiator, because negotiation is really taking skills that exist within
yourself, and honing (learning) them to the appropriate situation, so although some people, you
could say that the market trader or somebody selling bagels in the East End is a born trader or
negotiator, I would say most negotiators are, are made, whether from necessity or desire.
Preparing negotiations
133
SR; ...3..?
SQ: You don't want a business deal where you have left the other person so crushed
that they are not ever going to come back to do business with you again. You actually want
to reach that middle ground where you've achieved something, they've achieved something, and if you can't reach that middle ground then the chances are you shouldn't be
looking at a deal at that particular time anyway.
SR: So it's important to go for a win-win situation.
SQ: Yes It is, yeah.
SR: ..4...?
SQ: Yes, I would say I do. Probably 50 - 60% of the business we do are with non-native
English speakers.
SR: Right. ...5...?
SQ: I wouldn't say whether or not English was their native language necessarily affects
the strategy, because most of the people that we deal with do speak English rather fluently. What would affect your strategy is a knowledge of, possibly their cultural bias; which
you could say also exists within native English speakers. You might approach an American
slightly different from you would approach an English or a Scots person you were negotiating with - so it's, it's an awareness of a little more than the language that you're dealing
with that would influence how you would approach the negotiation.
SR: ...6,.?
SQ: Oh absolutely, that's your... biggest asset in a negotiation. There is no one winning
formula for a negotiation, it is very much a case of not only knowing your own business,
but it's an understanding of the personality of the other party involved; and in the course of
a day you might take three or four different approaches to negotiations depending on the
personality of the other party,
DC: ...7...?
SQ: In terms of the people I deal with, and I'm just running through my mind right now,
some of the utility buyers that we work with,...
b) Now try to put appropriate words in this talk.
another, intuitive, deal, mind, body, advice, business know,
negotiation, make, way, strategy
DC: Can you give us a profile of some of these people in broad terms?
SQ: Right OK. There's erm, there's one person I ..1 ...with who's Irish, well-educated,
he actually has a background from a major oil company himself, very gregarious, talkative,
knowledgeable about the industry but also quite erratic in the way he deals with things. If
you catch him in a certain mood on a certain day he will make up his mind just instantly,
and say 'right. I feel good about this - that's that.' On ..2... day, or another week even,
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Unit: 6
it could take you, take you hours and hours ot chatting through and you'd get 'Mmm, I
don't know. I'm not sure about this. I don't feel good about this.' He's a very ..3... buyer.
Whereas somebody else we deal with very much plays by the book, by the numbers, so
it's no use going to buyer number 1 saying, 'this is what historical figure's will tell you
and this is definitely the time to buy, and this is a fair price, you have to say, 'Ooh, you
can feel the market's moving this way, you know now's a good time to buy because if you
wait a week it's going to be $10 higher'. Whereas the second buyer you would very much
approach with a straight forward - 'well the PLAS', which is an oil-related index, 'PLAS
is telling you that you have a price of X and this is a fair price that we're giving you and
therefore you should buy' - and he would buy it on that, whereas trying to put an intuitive
approach into this person's . A . . . wouldn't get you anywhere. So it's knowing the person
you're dealing with.
DC: What areas of a negotiation cause most trouble, would you say?
SQ: The areas of a ..5... that would cause most trouble really are when you have somebody on the opposing side that does not recognise that they are in a position of negotiating,
you get no feedback whatsoever, so you are speaking and negotiation ... it's a bit of a dance
really: two steps forward, the other party two steps forward and just edging around maybe
even like a boxer is, edging around each other until you actually ..6... contact. But when
you have somebody that refuses to give anything back, well then there's not too much you
can do about that. Because you ... you have one of two options - you either give up before
you start or you lay all your cards on the table instantly and say that is my position, there's
no room in this, I can't budge, and either take it or leave it. That's the only ..7... you can
deal with a person in those circumstances. But most business, there should be enough
factors at hand that there should be a give and take in the terms of how you negotiate.
DC: What ..8... would you give to someone who wanted to be a sales negotiator?
SQ: The advice I would give is, erm ... know your own ..9... as much as you possibly
can; know their business as much as you possibly can, and know them. If you know where
you're starting from, if you understand your business then you're not going to make a
mistake on your side. The more you know their business the better chance you have of
actually pitching your own sales ...10.. appropriately. And the more you ..11... of the
person you're dealing with the better you have.
To be successful in negotiating you actually need to listen to the other party and hear...
it's not always said in the words they're saying, but hear the hesitations, hear... if you're
face to face, you can actually read the ..12... language. Since most of our business is not
face to face you don't have the body language, so it's even more important that you can
pick up over the telephone the clues as to what is actually going through that person's head,
whether you are way off mark with the approach you are taking or whether you're actually
just two cents apart from each other, so I would say listening is a very important skill,
c) Copy out main points of the talk in a and b and write them down.
UNIT 9
Furthering negotiations
In this unit you will learn how to negotiate successfully. This unit
looks at the language used by the people negotiating, probing, and
setting the agenda: structuring and controlling the negotiation
process, establishing positions, clarifying positions.
Exercise 1. Read the following text and complete the text.
win-win, both, winners, agreement, skillful, bargain, concessions
NEGOTIATE TO A WIN
In a successful negotiation, everyone should leave the negotiating table happy with the
outcome: there shouldn't be
1.... and losers. The negotiators should try to reach a
...2.... solution: an agreement of equal benefit to ..3.... sides. This can be achieved in
a number of ways.
The ...4.... negotiator is the person who moves ahead in the business world. He or she
has a skill that today is used in everything from getting a raise to delegating an unwanted
assignment to reaching a manufacturing ....5
worth billions.
In Getting to Yes, Roger Fisher and William Ury caution that negotiation is not a matter
of making .. .6... or butting heads. They call for principled negotiations - deciding issues
on their merits. When you ...7.... over positions, you get locked in and get sidetracked
from meeting both parties' concerns. Agreement is less likely.
Exercise 2. Principled negotiation has four basic points. Read and rearrange in order
these points.
Four Negotiation Points
... Focus on interests, not positions. You know your interests, the ones that have caused
you to take your position. Now try to figure out the other parties'. Acknowledge their interests; give the people on the other side positive support equal in strength to the vigor with
which you emphasize the problem.
... Separate the people from the problem, the relationship from the substance of the
negotiation. Try to view the situation from the other person's perspective and provide opportunities for both of you to express your emotions. Pay attention, listen, and do whatever
you can to build a working relationship.
Unit 9
136
... Insist on objective criteria. That takes advance preparation and evaluation of alternatives. Frame each issue as a joint search for objective criteria; as if you assume the other
party is doing the same thing. Reason soundly and be open to reason. But yield only to
principle, not pressure. When you feel pressure, invite the other side to state its reasoning.
Then suggest objective criteria, and refuse to budge except on this basis.
... Invent options for mutual gain. Then broaden your options, looking for room to negotiate. Look for mutual gain by identifying shared interests. These opportunities exist in every
negotiation. Stress them to make negotiations smoother and more amicable. Make the
other person's decision easy. Look for possible agreements early in the process.
Exercise 3. Read the sentences and make up the text.
Problem Negotiations
The other side may be richer, better connected, with a larger staff, or have more powerful
weapons.
It can create the impression of a stalemate, which the other side will be impelled to break
by offering something different.
You can't change that, but you can protect yourself from making a bad agreement.
Sometimes, Fisher and Ury note, you're not negotiating on a level-playing field.
Know what you'll do if the negotiations fail.
Before negotiations start, know the worst outcome you'll accept.
At the same time, make the most of your assets.
Keep that in mind as your bottom line.
Silence is your best weapon.
Don't push back
You may encounter opponents who won't budge from their positions.
Be willing to break off negotiations if you can't reach an acceptable agreement.
Exercise 4, Read the following text and copy out the steps while doing homework.
Do your homework
David D. Seltz and Alfred J. Modica in 'Negotiate Your Way to Success' offer more
advice.
Never lose sight of the fact that settlements are negotiated because they're beneficial to
both sides. Before you enter the negotiation, do your homework, including these steps:
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Furthering negotiations
• Research. Mass factual information to back up the case you want to make.
• Psychological detective work. Think about your adversary. Likes? Dislikes? Flexible?
Narrow-minded?
• Self-evaluation. What are your strengths and weaknesses?
• Plan your strategy. What will happen if you get what you want? When, where, and how
will the negotiations be scheduled?
• Practice. Actually rehearse the negotiations, using another person as the devil's adMocate.
Exercise 5. Read the following text and make up your own rules for negotiators.
Setting the Stage
Leave nothing to chance. One of the most basic details is the place and time of the negotiating session. A neutral location is preferable. A "home team" always has an advantage that
makes the visitors resentful and is a detriment to a successful negotiation. Keep the meeting
free of distractions. Best time? Most individuals are at their peak efficiency at about 11 a.m.
Early in the week is better, too. Never negotiate on Friday. People are thinking about the weekend. Commitment: the Vital Factor.
Start by identifying the committed parties, the person or persons in position to sit down
with you and negotiate. If one is obviously not right, broaden the discussion group to include
others. And remember that commitment and negotiation are not inevitable. Sometimes the
opportunity to negotiate is just not there.
Exercise 6.1. a) Read the following text and put the main points as a list of guidelines
on negotiating in it.
HOW TO NEGOTIATE SUCCESSFULLY
Parti
Competition, Expertise, Investment, Legitimacy, Information,
Time, Power, Attitude, The Three Elements of Negotiation
1
There are three crucial elements that make up a negotiation, and they are:
Time- the time constraint or restrictive deadline that affects at least one side.
Information - knowledge of the other side and their needs.
Power-the perceived authority of each side by the other.
2
: Theoretically, this is what governs the length of the negotiation process and
thus establishes the deadline. The aim of any negotiator is to ascertain the other side's
deadline without giving away your own. As their deadline approaches, your power increases.
Unit:9
138
3 : Although a negotiation is an ongoing process, the formal start is usually known
in advance. Thus you have time to gather information about the other side and what they
really want. Most information is relatively easy to get but the ease depends on how early
you start.
Information can be gathered from many sources. Current and past employees, their
customers and other competitors, can tell you things about the other side.
4
: Power is the capacity or ability to get things done. There are numerous ways
to exercise this power, as follows:
5
: Create the situation where is the other side believes that you have a competitive alternative.
6
- Anything that is printed or looks official automatically has more power than
something verbal.
7
- Create the air of considerably greater expertise on your team - when the other
side perceives this they will treat you with respect far beyond the level of your expertise.
8
- Get the other side to make an investment in the negotiation - if one point is
proving to be a stumbling block, move on and get agreement on all the others - having
invested so much time, effort and so on, they will be reluctant to break off negotiations.
9 - Your attitude to the potential outcome is vital - it must portray success all
the way - also treat negotiation as a game and ask yourself "what is the worst that can
happen if I do not win?"
b) Answer the following questions:
1
2
3
4
5
6
7
8
Are there three groups of strategies? Can you characterize them?
Will you seek an agreement?
Can you define your limits?
What is the most important in concluding strategies?
What governs the length of the negotiation?
How can information be gathered?
Can you tell the ways for exercising the power?
What way is the most important to negotiate successfully?
c) Choose the necessary words and put them in the sentence:
argue, precedent, offer, items, deadlock
1
2
3
4
5
Show strong reluctance to any first... .
You must know the ... of agreement.
Don't... with me!
My firm came to a . . . .
That was a ... .
Furthering negotiations
139
Exercise 6.2. a) Read the text and complete it using the words from the box.
Part II
The Three Elements of Negotiation
It is vitally important to understand the three ...1....of negotiation process, so that you
ensure stages one or two are completed before rushing onto stage three. Many . . . 2 . . . .
are so keen to get into the "good part", the face to face negotiation, that they either rush
through or totally ignore stages one and two, often with predictable results. The three
stages are:
1. Establish the Criteria
Find out what the other side wants - clarify the objectives, as it just may be that you can
agree on more than you originally thought. Make sure you both understand the ...3....
of the negotiation, and that you know at what point you will be prepared to conclude the
negotiation as well as what you "fall back" position is. In this stage it is vital NOT to jump
to conclusions.
2. Gathering Information
This is the preparation stage - find out as much as you can about the other side/person information that will help you understand his/her needs - information that will help you tailor
your strategy. Who are they? What motivates them? Why are they negotiating? Could it be
that what they want is in your interest to give? Whilst your strategies govern most of the
outcome, it is in the ...4.... gathering stage that most negotiations are won or lost.
3. Seeking Agreement
When all is said and done, what you both want is a mutually satisfying .. .5.... - something you both can live with. Do not loss sight of the need to be able to deal with this person/company again - "great deals" are sometimes so for only one side leaving the other
side to "lick their wound" are probably decide never to . . . 6 . . . . with other side again.
Always remember that negotiation is a . . . 7 . . . . and you need to know the rules to be
able to play effectively. There are numerous tactics that you can use and successful negotiator not only knows them all but knows which one(s) to use and when.
b) Find the following words in the text and copy out the sentences with them,
negotiate, deal, conclusion, gathering, negotiator, agreement, negotiation, conclude
c) Look at the words below and write the derivatives (words which have the similar roots)
of them.
e.g., negotiate, negotiator, negotiation, negotiating
agree, deal, gather, conclude
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Unit 9
d) Read Part II again and answer the following questions:
1 How many stages of negotiation do you know? Name them.
2 What is the preparation stage of the negotiations?
3 What stage is vital for negotiation?
4 Every negotiator should know - negotiation is a game, shouldn't he?
Exercise 6.3. a) Read Part III and then write the meanings of the following word combinations:
First Offers, Define your Limits, Setting Aside,
Turn your Back, The Final Gambit
Part III
Negotiation Strategies
Before "entering the arena" of any negotiation you need some strategies. Strategies
are those game plans that decide how you will approach, participate in and conclude the
negotiation. There are three groups of strategies - opening, ongoing and concluding.
1. Opening Strategies.
Never Argue: - if you argue you will automatically create resistance - better to use the
"feel (found) felt" response and establish some rapport.
First Offers - Never accept the first offer, even if it is exactly what you want - you
create a precedent for future negotiations, and you then never know if you could have got
more.
Define your Limits - know in advance what your limits are in relation to terms, conditions, price and so on.
2. Ongoing Strategies.
Higher Authority - when you are getting close to finalization refer to a higher authority - make them feel that they have to convince you so well that you will want to sell the
idea to your "higher authority".
Trading - do not give even the slightest concession without asking for something in
return.
Setting Aside - do not let one or two items deadlockthe whole negotiation. Have them
put aside while you seek agreement on the majority of items.
3. Concluding Strategies.
Turn your Back - be prepared to walk away if you can not get an acceptable deal...
and then let the other side decide what to do next.
Red Herring - make a big problem out of one point on which you know they can not do
very much... and then concede it in favour of what you really want.
Furthering negotiations
141
The Final Gambit - just when they are ready to sign and all is agreed, you ask for
one or two small extras. Their play may be to re-state the agreement and suggest that you
could not really ask for this ... but it may work.
Define your Limits
Turn your Back
Setting Aside
The Final Gambit
First Offers
Exercise 6.4. Look at the topics in the table below and try to write main points how to
negotiate successfully.
1
Main elements of negotiation.
2
Main stages of negotiation.
3
The rules of negotiation.
4
Tactics of negotiation.
5
Negotiation strategies are game plans.
Exercise 7. One way of furthering negotiations is PROBING (asking the right questions
and listening carefully to the answers). Here are some probing questions:
a. What is the situation on production at your plant at the moment?
b. What sort of quantities are you looking for?
c. What are we looking at in the way of discount?
d. What did you have in mind regarding specifications?
e. What were you thinking of in terms of delivery dates?
f. How important to you is the currency for payment?
Match the replies (1 -6) to the probing questions (a-f).
1. Perhaps 100 units per year over five years.
2. We can offer ten per cent if the quantities are right.
3. We'd like to see a ten per cent improvement in performance.
4. We'd prefer US dollars.
5. We'll need the first 30 units in six months.
6. We're operating at full capacity.
Exercise 8.1. Read the following and make up six sentences from the table.
You're Succeeding
There are five key signs that negotiations are turning in your direction:
1. Fewer counterarguments.
2. Both sides' points are closer together.
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Unit 9
3. The other person talks about final arrangements.
4. The other person extends a personal invitation to you and your spouse.
5. The other person is willing to put the agreement in writing.
Cement the completed negotiations by meeting to sign. Never put the formal agreement
in the mail.
Be a good winner. Don't gloat. You're in the game for the long run. Send the other person a thank-you letter, noting that you look forward to a long working relationship.
Proposal and counter-proposal
Through a series of proposals or offers from one side and counter-proposals or counter-offers
from the other side, the two sides work towards an agreement which will benefit them both.
Here are some ways of making offers:
If you offer more flexible payment con- then we will
can
ditions,
could
As long as engine performance immay
proves by ten per cent,
On condition that you deliver 35 enmight
gines by March,
Supposing that you provide good technical support,
Provided that you supply documentation in Portuguese,
Providing that this contract works out OK,
be able to(+ infinitive)
agree to (+ infinitive)
consider (+ ing)
offer (+ noun)
offer to(+ infinitive)
Exercise 8.2. Now you should continue negotiations. Use the expressions from Exercise
8.1. to complete the following phrases below, using the correct form of the words in brackets. The first one has been done for you.
1. If you offer more flexible payment conditions, might/consider pay/higher price.
If you offer more flexible payment conditions, then we might consider paying a higher price.
2. As long as engine performance improves by ten per cent, may / offer / price $346,000
per unit.
3. On condition that you deliver 35 engines by May, will / be able to / consider / more
flexible / price.
4. Supposing that you provide good technical support, might / be able to / increase /
order.
5. Provided that you supply documentation in Portuguese, could / consider / send personnel/you / training.
6. Providing that this contract works out OK, might / agree / work / you / future.
Furthering negotiations
143
Exercise 9. Read the text and use expressions from it to complete the extracts (1 -5),
Trade-offs
When you offer to change your position to one that is less favourable to yourself, you make
a concession (A), Perhaps this is in exchange for a concession(B) from the other side, although
there is no guarantee of this. Your concession may be a goodwillgesture(C): a concession that you
make hoping that the other side will see this as friendly and make a concession in return(D).
Even in a friendly negotiation, there may be horse-trading(E), with each side making a
series of concessions(F) in return for concessions from the other side. If you argue about
something for a long time, especially about the price of something, you haggle(G).
A series of concessions in exchange for concessions from the other side is a series
of trade-offs(l). If you make a concession, you may not get anything back. If you make a
trade-off(J), you give something away and get something in return.
1. The Government's approach of «If you do this, then we'll do that» seems to owe
more to political
than good policy-making.
2. When London was chosen as the site of the European Bank for Reconstruction and
Development, France insisted that a Frenchman get the top job. When Frankfurt was
chosen for the European Central Bank, the French again wanted a similar
3. The unions suspended the strike until next week as a goodwill
aimed at
reopening negotiations with employers' organizations on ending the strike.
4. She is a hard, unforgiving businesswoman making
to no one.
5. When too many customers turn up, some airlines have introduced compensation
packages to persuade them to take a later flight. Experienced travellers then
to get an even better package.
Exercise 10.1. The negotiatators on each side should describe all their negotiating
points, list their ideal results and decide on an acceptable compromise. Rarely, but sometimes, there can be no compromise on one point, in which case they will have to give more
on another. Imagine that you are negotiating and you hear different points of view, match
the following questions and answers:
1. What do you think of this machine?
2. What's your opinion of this procedure?
3. This is our new product range. What do you think of it?
4. What about the terms of the new contract? What do you think of them?
5. Am I right in thinking you're against signing the export deal?
6. What do you think of the overall marketing strategy?
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Unit 10
7. Have you seen these latest sales figures?
8. Have you got any thoughts on the management reorganization?
a. It's reasonably satisfactory but I think we need to take steps to strengthen the export
division.
b. It's very effective and it saves a lot of time.
c. I think it's absolutely excellent. There's a lot of choice and the quality seems good.
d. Yes. I think it's completely unworkable in its present form.
e. Yes. I think it's long overdue and I hope it will do something to make the company
much more efficient.
f. Yes. I think they're very disappointing.
g. It's clean, efficient and extremely reliable, and it doesn't need much maintenance.
h. They seem perfectly reasonable to me.
Exercise 10.2. Look carefully at the words in front of the adjectives. Underline the phrases like: reasonably satisfactory
Grammar note To express a qualified opinion using quite, we usually put a stronger
stress on quite than on the adjective it goes with. Can you say 'It was quite interesting'
and 'It was quite interesting' to show two different meanings?
Which of the following adjectives can be used with absolutely to express a very strong
or even extreme opinion? Underline them.
difficult surprised fantastic interesting fascinating easy furious amazing
useful essential useless exhausted tired nice astonished angry
Exercise 11.1. a) Look at the following pictures and try to answer:
What nationalities could the negotiators below typically be? and then read the text below, and see if your suggestions above coincide with the nationalities mentioned.
The conflict between globalization and localization has led to the invention of the word
'glocalization'. Companies that want to be successful in foreign markets have to be aware
of the local cultural characteristics that affect the way business is done.
In the countries of North America and north-west Europe management is largely based
on analysis, rationality, logic and systems. In the Latin cultures of southern Europe and
South America personal relations, intuition, emotion and sensitivity are of much greater
importance.
The largely Protestant cultures on both sides of the North Atlantic (Canada, the USA,
Britain, the Netherlands, Germany, Scandinavia) are essentially individualist. In such cultures, status has to be achieved. You don't automatically respect people just because
they've been in a company for 30 years. A young, dynamic, aggressive manager with an MBA
Furthering negotiations
He looks much too
young to be doing a
major deal like this!
145
then the boss! I can't let that happen!
What an awful ideareporting to two
diferent bosses!
I want to get this contract signed and get the
plane home!
There's no hurry! Tonight, you come to eat at
my house, and tomorrow
we will play golf!
(a Master in Business Administration degree) can quickly rise in the hierarchy. In most
Latin and Asian cultures, on the contrary, status is automatically accorded to the boss,
who is more likely to be in his fifties or sixties than in his thirties. This is particularly true in
Japan, where companies traditionally have a policy of promotion by seniority. A 50-yearold Japanese manager, or a Greek or Italian or Chilean one, would quite simply be offended
by having to negotiate with an aggressive, well-educated, but inexperienced American or
German 20 years his junior.
In northern cultures, the principle of pay-for-performance often successfully motivates
sales people. The more you sell, the more you get paid. But the principle might well be resisted in more coflectivist cultures, and in countries where rewards and promotion are expected to come with age and experience. Trompenaars gives the example of a sales rep in
an Italian subsidiary of a US multinational company who was given a huge quarterly bonus
under a new policy imposed by head office. His sales -which had been high for years declined dramatically during the following three months. It was later discovered that he
was deliberately trying not to sell more than any of his colleagues, so as not to reveal their
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Unit: 9
inadequacies. He was also desperate not to earn more than his boss, which he thought
would be an unthinkable humiliation that would force the boss to resign immediately.
Trompenaars also reports that Singaporean and Indonesian managers objected that
pay-for-performance caused salesmen to pressure customers into buying products they
didn't really need, which was not only bad for long term business relations, but quite simply unfair and ethically wrong.
Another example of an American idea that doesn't work well in Latin countries is matrix
management. The task-oriented logic of matrix management conflicts with the principle
of loyalty to the all-important line superior, the functional boss. You can't have two bosses
any more than you can have two fathers. Andre Laurent, a French researcher, has said that
in his experience, French managers would rather see an organization die than tolerate a
system in which a few subordinates have to report to two bosses.
In discussing people's relationships with their boss and their colleagues and friends,
Trompenaars distinguishes between universalists and particularists. The former believe
that rules are extremely important; the latter believe that personal relationships and
friendships should take precedence. Consequently, each group thinks that the other is
corrupt. Universalists say that particularists 'cannot be trusted because they will always
help their friends', while the second group says of the first 'you cannot trust them; they
would not even help afriend.AccordiiqtoTrompenaarsdata,therearemanymore
particularists in Latin and Asian countries than in Australia, the USA, Canada, or northwest Europe.
b) Read the text again, give the title to it and make up your own plan.
c) Find out the answer to the following questions:
1. How would you explain the concept of glocalization?
2. Why might a 50-year-old Japanese manager be offended if he had to negotiate with
or report to a well-educated but inexperienced 30-year-old American?
3. Why was the American concept of pay-for-performance unpopular in Italy, and in
Asia, in Trompenaars' example?
4. Why do universalists disapprove of particularists, and vice versa?
Exercise 11.2. Find words in the text, which mean the following:
1 the use of reasoning rather than emotions or beliefs
2 understanding or knowing without consciously using reason
3 respect, prestige or importance given to someone
4 having a higher rank because one is older
5 to have hurt feelings because someone is being disrespectful
6 money or something else given in recognition of good work
Furthering negotiations
7
8
9
10
147
additional money given for better work or increased productivity
a feeling of shame and loss of dignity or self-esteem
to give up a job or position
according to accepted moral standards
Exercise 11.3. In the bad version of the negotiation, neither side works as a team. In
the good version, not only do they work as teams, they also try to develop a potential new
team for the future.
a) How would you describe the dominant attitudes towards leaders and teams at your
workplace? Is your work culture more individualist or collectivist? Put Yes or No near the
sentences in the table.
Individualist
Leaders need to have strong personalities.
Individuals come up with the best ideas.
Some people are not worth listening to,
Decision-making takes twice as long in
teams.
Individuals should be rewarded for their
success.
When something goes wrong, someone
must take the blame.
The best companies have the best leaders.
Yes
/No
Collectivist
Yes
/No
Leaders need to be sympathetic to the
group.
Teams come up with the best ideas.
Everybody is worth listening to.
Decision-making in teams is the only
way to get commitment.
Teams should share their rewards
equally.
When something goes wrong, the
blame should be shared.
The best companies have the best
workforce.
b) In terms of negotiating tactics, which of the following statements would you agree with
and why?
a One way to break down the opposition is to find differences of opinion or position
within the same negotiating team. In other words,'divide and rule!'
b Scoring points off your negotiating partners is finally non-productive. It will only lead
to mutual mistrust in the long term,
c The best negotiators are fluent communicators, flexible enough to adapt to changing
circumstances, but tough enough to withstand pressure when they do not want to
make any changes or concessions,
d The best negotiators are good listeners. Only by understanding the position and desires of your partners across the table can you come to an agreement which is mutually beneficial.
Unit: 6
148
d) Think and answer to the following questions:
1. Would you like to work for a company that had a pay-for-performance policy?
2. Does this only work for salespeople, or could it be extended to all jobs?
3. Would you say that you, personally, are individualist or collectivist?
Particularist (particularist cultures are the ones in which people believe you need to
adapt to each situation differently, and therefore the procedure will have to be changed
according to the situation) or universalist (universalist cultures are the ones in which
people believe there is a right way to do something and, once this has been decided, this
procedure should always be followedp
1. Would you like (or do you like) to work in a team?
2. Do you like the idea of matrix management, or would you rather report to only one
powerful boss?
3. Do you believe that it is possible to sum up national characteristics in a few words? Is
there usually some (or a lot of) truth in such stereotypes? Or, on the contrary, do you
find such stereotyping dangerous?
Exercise 11.4. Write a short text (about 200 words) giving advice to a foreign business
person coming to your country to negotiate with local companies.
Exercise 12. Divide the text into four things. Then copy out these sentences and make
up three rules about negotiation.
negotiationistheprocessofbargainingwithoneormorepartiesforthepurposeofarrivingatasolutionthatisacceptabletoallthesecondphaseofthenegotiationprocessinvolvesgettingtoknowthepeopleontheothersidethis"feeiingout"periodischaracterizedbythedesiretoidenti
fythosewhoarereasonableandthosewhoarenotpersuasioninnegotiationsisconsideredbymanytobethemostimportant/Vos/c/ewantstogiveawaymorethanithastobuteachsideknowsthatwithoutgivingsomeconcessionsitisunlikelytoreachafinalagreement
Exercise 13. Read the following dialogue and find the endings of the following beginnings:
#
Beginnings
1
Most of the working time at foreign-trade association
2
A newcomer to foreign economic activity should know
3
Each worker in foreign economic sphere should know
4
Businessmen should learn how to control
5
A handshake's very popular in
6
If your Japanese partner nods while listening to you, that doesn't mean
at all that he agrees with you, it just means,
Endings
Furthering negotiations
149
#
Beginnings
7
You're even to make out a plan of
8
The better you know your partner, that is his character, his likes and
dislikes,
9
The main characteristic features of the British national character are:
10
They like to begin sentences:
11
The American businessmen are always guided by three principles:
12
To make the talks a success you should know how
13
in general you should always bear in mind business etiquette which
14
Successful businessmen know very well that being honest is not only
decent, but very profitable
Endings
Commercial Talks
A - Ann B - Boris
A. "Have you ever been at any commercial talks?"
B. "Yes, lots of times, Why? "
A. "Most of the working time at foreign-trade association is devoted to carrying on talks
on coordinating the terms of export or import contracts."
B. "That's quite true. A newcomer to foreign economic activity should know a couple of
useful things about the talks."
A. "Whatever the situation you may find yourself in during the talks, there should be an
atmosphere of trust, friendliness and readiness to meet each other halfway and cooperate."
B. "Each worker in foreign economic sphere should know how to conduct talks - that's
one of their most important business qualities."
A. "Businessmen should learn how to control their actions and feelings, gestures and
even the way they sit and speak during the talks. Everything should be done naturally. They
should know the rules of etiquette concerning their behaviour."
B. "And you should remember that a handshake's very popular in France or Germany,
but it is not in Great Britain or Japan."
A. "And lots of other things. If a British is silent, his silence does not necessarily mean
consent, it may just mean patience. If your Japanese partner nods while listening to you, that
doesn't mean at all that he agrees with you, it just means, "I follow what you're saying".
B. "And such elementary things that you should never be late for the talks, or that you're
supposed to be always tidy and have a fresh handkerchief.
150
Unit: 6
A. "Nowadays the existing means of communication enable us to settle most business
problems without personal meetings."
B. "One thing is quite clear: you should thoroughly get ready for the coming talks if
you want them to be a success. You're even to make out a plan of the main problems of
the talks with proper pro and contra arguments and possible alternatives as well as the
adequate tactics of carrying them on."
A. "Some people underestimate the ability to carry on talks, they think that it's very
simple and consequently lose a lot".
B. "There's another point of importance: the better you know your partner, that is his
character, his likes and dislikes, the more successful the talks may be.
A. "For that end you should thoroughly study the general character of the nation and
bear that in mind, which may enable you to make your talks a success".
B. "For example, the main characteristic features of the British national character are:
enterprise (initiative), business ability, traditional thoroughness and solidity".
A. "At the same time the English nature is rather contradictory: practicality and dreaminess, love of adventure and modesty. And the most important is their affectionate and
tender devotion to the past, which .some people call conservatism".
B. "They like to begin sentences: "I think, "I may not be right but..." and the like as they
try to avoid categorical negative or positive statements".
A. "They're very thrifty in the use of money "words and emotions"
B. "Yes, their reservedness is well known all over the world".
A. "Also, their sense of justice and law is great, to say nothing of their sense of humor.
"Honesty is the best policy", they say".
B. "And I know they still value their class origin which usually shows in their manner
of speech, especially in their pronunciation, because of Oxford or Cambridge University
education".
A. "And I've read that they like speaking about people's hobbies, and one of theirs is
gardening".
B. "Yes, that's right. Another's collecting old china or foreign stamps. Oh well, I didn't
expect we knew so much about the English, but it's quite obvious it's very useful. What
about the Americans?"
A. "Well, well, you're tireless. One should learn from the Americans their business ability
and enterprise. The American businessmen are always guided by three principles: thorough analysis, exact division of duties (functions) and regular control over the fulfillment of
their plans or of carrying out everything decided or promised".
B. "Great. I wish our businessmen would follow suit By the way, there're the three basic
abilities taught at American business schools, aren't they?"
A. "Yes. Now let's look upon the matter from a different angle, To make the talks a success
you should know how to reason your position without hurting the feelings of your counterparts.
Furthering negotiations
151
For example, when you discuss the price problem, you can use the following: If the Buyers say,
"We find the prices of your goods rather high", you may answer: "Do you know of any firms that
have the same goods available at the same or lower prices? Could you name these firms?"
B. "How right you are. Or you could ask "Are the goods of the same high quality as ours
if they're sold at prices from 10 to 15% below ours? Can you prove it?"
A. "In another case you could just say: "You will appreciate that our low prices make it
impossible for us to grant any discount" or 'We cannot allow a further discount of 2% (or
some other per cent) as requested".
B. "Sometimes you may refer to the cost of raw materials: "Prices of raw materials have
risen steeply since our original quotation, and we could now accept your order only at the
rates quoted on the price list attached".
A. "And these arguments are to be thoroughly thought over and prepared before the
talks, which is more often than not underestimated by some inexperienced businessmen,
say in our branch contacts direct".
B. "I agree. It's never late to learn. Also, there's always room for improvement".
A. "And in general you should always bear in mind business etiquette which main
values (principles) are decency and honesty, strait forwardness and integrity, the sense of
obligation and duty".
B. "Yes. A businessmen should always be as good as his word to avoid deceit or cheating in money matters and fulfill at any cost obligations taken if he wants to have longstanding commercial relations with his counterparts".
A. "Successful businessmen know very well that being honest is not only decent, but
very profitable because mutual confidence (trust) is the cornerstone of commerce".
Exercise 14. a) Read the article and put the following words in it.
abroad, customs, three, language, lunches, coffee, menu,
discussion, eat, plate, alcohol, restaurants, milk, time
Who's for a business lunch?
Forget the ...1 ...barrier. Forget that you are jet-lagged. If you're travelling ...2...on
Business, your most difficult problem is lunch. Every country has different.. .3... and you
can't afford to get it wrong.
Down in the South of Europe, lunch breaks last a long time. In Italy they can last.. .4...
hours. In Spain they can be followed by a siesta. Some Greek people actually have a siesta
instead of lunch, so they can prepare for a very substantial late dinner. And when dinner
comes, everyone's attention is on the food. So don't worry if the business .. .5... is slow
starting, The goal is to . . . 6 . . . well, demonstrate hospitality and develop relationships.
Business can wait.
Unit: 6
152
Some ...7... are lighter than other. If you're in Scandinavia, a business lunch is sometimes just a .. ,8... of sandwiches. And don't be surprised if your hosts refuse and drink
... 9... instead - and skimmed ... 10... at that. Not all places are so health conscious. As
one Russian businessman remarked "The Americans are always complaining about smoking and drinking. In Russia we have no problem. We do both".
The French like to take a long ...11 ...over their lunch. One traveler can recall a French
lunch that lasted seven hours. French ...12... sometimes have a special 'business menu'.
This is a trick. It's a reasonably quick three course meal designed for people who have no
business to do. If you want to do business, choose from the real ...13...and take your
time. Anything under about two hours is classed as a ...14... break.
Usual
Time
UK
1 hour
1.00-2,00
throughout the meal
YY
Scandinavia
1 hour
12.00-1.00
throughout the meal
Y
1,5 hours
1.00-2.30
throughout the meal
YYY
Germany
up to 2 hours
1.00-2.00
throughout the meal
YYY
Countries
Typical
Length
Usual
Time
Belgium/
Netherlands
1 hour
12.00-1.00
throughout the meal
YYY
France/
Luxembourg
2 hours
12.00-2.00
Only after the cheese
YYY
Italy
3 hours
1.00-3.00+
late in the meal
YYYYY
Spain /
Portugal
3 hours +
12.30-4.00
late in the meal
YYY
Greece
several hours
more likely to
be dinner
occasionally
Russia
Business talk
Alcohol
consumption
Typical
Length
Countries
Business talk
Alcohol consumption
YYYYY
b) According to the article are these statements true or false?
1. Lunch is a more serious problem than jet lag for business travellers.
2. People in Spain have a short sleep before lunch.
3. If you're dining with Greek people, they will talk about business all the time.
4. Scandinavians eat very substantial lunches.
5. Americans smoke and drink a lot at lunch.
6. French business menus are not suitable for people who have to do business
153
Furthering negotiations
c) Answer the following questions:
1. How can you describe the general atmosphere of the talks? Why is it important?
2. What can you say about the behaviour of those participating?
3. In which countries is it not customary to shake hands? And in which is at an offence
if you don't?
4. What other habits can you name that may be useful to remember?
5. How and why is it necessary to get ready for the coming commercial talks?
6. What can you say about the English national character?
7. What are the three rules the American businessmen are guided by?
8. What else is important to make the talks a success and why?
Exercise 15. Read the following sentences and try to make up the text (or may be two
texts).
• If your work is specifically sales-related, you should learn sales language.
• If someone is selling something to you, then, as a buyer, you also need special
language.
• Whenever you need to persuade someone of something, you are trying to "make a
sale". Negotiation is an extension of the sales process wherein buying and selling of
ideas or points of view is taking place.
• Each side tries to win the maximum advantage while giving up the minimum benefits.
• The negotiating table is the table or place where people are trying to make a deal reach an agreement - despite differences of opinions and needs.
• We are all buyers and sellers.
• Whether you are a politician, a shopkeeper, a receptionist, or a businessman, in some
capacity you are a salesperson.
Exercise 16. a) For negotiation, we need all the vocabulary of sales plus the vocabulary
for conceding, downplaying, and exploring ideas, including verbs and nouns of negotiation,
and negotiating expressions.
Read and learn the phrases that are used when you are selling something:
Functions
Appropriate language
1. Persuasion
Don't you agree that...
You must admit that...
Don't forget that...
2. How to assure (reassure).
There is no cause for concern.
Let me assure (reassure) you ...
You do not have to worry about that.
Unit: 6
154
Buyer's response:
3. Doubts
I have doubts about...
I am concerned about (that)...
I am afraid that...
4. Disagreement
Nevertheless
In any case
Well, the problem is...
5. Conceding
6.Downplaying
7. Exploring Other Possibilities
b) Now try to put the appropriate expressions in the sentences and then match the following sentences to their functions.
1
that the price is right? (that is optional)?
2. As for future service, there is no
We guarantee it.
3.1 have
about its practical use.
4.1 am
that it will be too expensive for us to maintain.
5
we are concerned about it.
6. You must
that it is a beautiful design.
7. Don't
that we are cheaper than our competitors.
8. Well, the
is its design, not its cost.
9. Let me
(reassure) you that this is the safest product on the market.
10.1
concerned about this product's safety.
11. You do
to worry about competition when you use this product.
12. In
case, it is still too expensive.
c) Read the following sentences and match them to their appropriate language.
You can see one example in the table.
Concession is the willingness to go along with something someone else wants in order to
get what you want: the idea is: "I will give you something in exchange for something I want"
1.1 see your point, but don't you think it is also true that...?
2. It's only a design; it's a nice feature, but it's not the most important thing.
3. What would happen if our company bought fewer machines at a higher price? (Would
that work for you?)
4. Do you have any other ideas about solving this problem?
Furthering negotiations
155
5. The design is a minor point here; what matters is how much it costs.
6. Yes, I'll go long with that. Now, will you go long with me on my idea?
7. I'll buy that. You are a good salesman. Now let me explain something...
8. The cost is of little importance if we can't sell the product!
9. Perhaps you need to give this some additional thought before deciding.
10. Is it possible to redesign the software for us?
11. It's just another software program among thousands; why is it so special?
Functions
Conceding
Appropriate language
I see your point.
Examples
I see your point, but don't you think
it is also true that...?
(Okay,) I'll go long with that.
I'll buy that.
This is a minor (small) point.
Downplaying
This is of little (no) importance.
Only (or just)
Exploring Other
Possibilities
What would happen if...?
Is it possible that...?
Do you have any other ideas?
(recommendations?)
Perhaps (maybe).
d) Look at the following expressions and try to put them in the sentences below.
I to reject an idea, to make a deal, to sign a contract, to meet a deadline,
I to propose a solution, to reach an agreement, to resolve one's differences,
to solve this problem, to consider a proposal, to table (postpone) a discussion
1.1 don't know if this will
our problems.
2. We must figure a way
our differences.
3. May I suggest that we
until tomorrow? (postpone)
4. Let's make
!
5. Can we
an agreement in time to meet
'
6. Perhaps you can
to this problem.
7. Let's
this new proposal.
Unit:9
156
8. Now we'll
9, The president will
this contract.
any opposing
Exercise 17.1. Most negotiators start by identifying the common ground. In other words,
the points which both sides agree on. Then you have a firm basis to discuss problem areas.
Here are a series of negotiating idioms using the words ground. Match the idioms in italics
(a-i) with equivalent expressions (1-9) below,
a You're on dangerous ground.
b We need to find sonic common ground.
c
d
e
f
g
h
i
We've covered a lot of ground.
You must keep both feet on the ground.
You're on shaky ground there.
We're just going over the same ground.
Their offer cut the ground from under us.
Don't give in. Hold your ground.
We have lost ground to our competitors.
1. dealt with a lot of points
2. repeating ourselves
3. undermined our position
4. there's a high risk of failure
5. don't make any concessions
6. your arguments are not very convincing
7. points we can agree on
8. we're in a weaker position
9. be cautious and sensible
Exercise 17.2. Which of the idiomatic expressions from a - i above (in Exercise 17.1.)
would you use in the following situations? Put your answers in the table. You can see one
example in it.
a Our sales have gone down sharply this year, whilst our competitors We have lost
have increased their market share.
ground to our
competitors.
b You have had a day of wide-ranging discussion, and have talked
through many of the issues on your agenda.
c A rival company has made a competitive bid which makes your offer
look really expensive.
E
:
:
157
Furthering negotiations
d You must stand firm. You cannot afford to make any more concessions.
e You are looking for areas of agreement.
f The negotiation has got stuck and is not moving forward. At the moment, all you are doing is repeating yourselves.
g There is a risk that you could be seduced into making a silly offer. You
must proceed very carefully.
h You need to be very cautious in this particular area of the negotiation.
Exercise 18.1. As you know informal negotiations do not need an agenda. In some
cases, you are negotiating just one point. An agenda is often best negotiated rather than
imposed at the start of a meeting. Usually the host company should be responsible for
chairing / controlling the negotiation.
Learn the following language focus about the negotiation openings and answer which
of the following steps they include.
Objectives:
We're here today to...
The main objective/purpose
We're looking to achieve...
of today's meeting is.
Agenda:
We've drawn up an agenda.
Let's just run through the agenda.
There are two/three/four items on the agenda.
I'll like to take ...first.
We've put... last.
Let's leave... until later.
We aim to deal with / cover... under item three.
Timing:
That gives us two hours.
It will take two hours.
It won't take long.
1 need to be away by... o'clock.
How are you fixed for time?
Roles
...is going to sit in.
...is going to take the minutes.
... would like to say a few words about...
... you're going to give us a presentation.
Procedure
We'll deal with...first.
We'll go round the table.
We 'II have a question and answer session at the end.
We can table that for discussion later.
Unit 10
158
#
Extracts
1
A: So welcome back to what I hope will be our final session. On the agenda today
we have just two items - the penalty clause, and payment terms. I suggest we aim
to deal with the penalty issue before lunch - we've booked a table at the restaurant
over the road for one o'clock. Then we can proceed with payment terms after lunch,
Mark here is going to take the minutes, and Jose Manuel Moline, our Head of Legal
Affairs, is here to advise us if we need him. So, before we start, let me just summarize what we agreed at the last session.
2
B: I think you all know each other, so let's get down to business straight away. I
know two of you need to be away by four this afternoon to catch flights, so I suggest
we start with pricing policy immediately. Mai Lien, I think you're going to give us a
brief presentation?
3
C: So, thank you for coming, everyone. It really is a pleasure to see you all here.
Firstly, may I suggest we start by taking a look at the agenda I sent you? Are there
any comments on this?
D: Yes. I wondered whether we could take the patent question first. We really need
to agree about that before anything else.
C: That's true, but it's also a potentially difficult area. That's the reason why I put
it last. I thought it might be a good idea for us to start by confirming the points we
have in common. We'll move on to the patent issue after that.
D: OK, well, that seems reasonable.
C: Sure? Well, then, before we go any further, I'd just like to say how strongly I feel
that it's in both our interests to reach an agreement today. The market's becoming
ever more competitive and our combined strength will give us some big advantages.
Not least in terms of the dealer network. Now, I think Cristina would like to say a few
words about that...
4
E: So, as we all know, we're here today to try and reach agreement about a longterm delivery contract, Up to now, you've supplied us with some of our major components, but only on a monthly basis. What we're looking for is an annual contract
for the supply of three key components. Now, as you know, we've read your offer and
we've drawn up an agenda for today, which covers the main areas for negotiation that is price, payment terms, and quality guarantees. Are you happy about all that?
F: Yes, that seems fine.
E: How are you fixed for time?
F: No problem. As long as it takes.
E: Fine. By the way, I hope you don't mind if Irene sits in? She's just joined the Purchasing
Department and I'd like her to see how we manage a contract like this. Is that OK?
Furthering negotiations
159
Extracts
F: Of course. No problem.
E: So, let's have a look at your pricing proposals.
5
A: OK now, we've got some difficult points here so I suggest we try and stick to
a procedure. Firstly, we'll ask you to spell out the advantages of your offer, and
then we'll have a question and answer session to resolve any outstanding issues.
Anything we don't manage to clarify at this stage can then be tabled for discussion
later. But we'll keep going through the contract, making sure at each stage that we
all understand exactly what's on the table. Is that acceptable?
B: Yes, that's a good idea.
A: Christian has volunteered to keep note of the outstanding issues, and I hope by
lunchtime we will have got through all the main clauses. We can always come back
to any contentious clauses after lunch.
6
C: So, let's get started right away. Marian, I believe you've got some proposals for
this year's contract which you'd like us to hear?
D: That's right. We thought we could briefly run through the offer, and answer any
questions you may have.
C: OK, fine. I've got another meeting at three this afternoon, so that gives us most of
today, and we can meet up again tomorrow if we need to. So, over to you, Marian.
D; Thanks. Well, there are three main sections to the otter we would like you to ...
Put (+) the appropriate columns.
Extract
introduction
objectives
agenda timing
roles
one
two
three
four
five
six
Exercise 18.2. Read these extracts again and answer the questions.
a Extract one: what's on the agenda before and after lunch?
b Extract two: what's the first issue to be discussed?
c Extract three: why should they cooperate?
d Extract four: in what way will the agreement change?
procedures
Unit: 9
160
e Extract five: what's on the agenda after lunch?
f Extract six: how long will today's meeting last?
Exercise 19. Choose the most appropriate heading for each group from the list below
and underline each phrase in the following negotiation.
• asking for clarification
• rejecting
• interrupting
• bargaining/trading
• making a suggestion
• stating your position
• agreeing
• asking for a reaction
1.
We just can't agree to ...
... is out of the question..
No, I don't really think so.
I'd rather not....
2.
How's that then?
It depends what you mean when you say
What do you have in mind?
Could you run through that again?
3.
We'll., „ifyou...
We might be able to make an exception, if you...
We're prepared to ..., providing...
If you ..., I could...
I was going to ... but what if I were to say...?
4.
Why not? Yes, of course.
I agree to ...
That's a deal.
5.
I've got to stop you ...
6.
What we're looking for...
We think...
We'd like to...
There's no way ...
We wouldn't want to ..
I guarantee...
I was hoping for..,
Furthering negotiations
161
7.
How does that sound ...?
How do you feel about...?.
What do you say...?
8.
Let's agree ..., shall we?
How about...?
We could... .
Do you want me to ...?
..„say,...
I'd like to suggest....
CM - Carson Martin
PE - Pieter van Eck
CM Let's agree first on how to organise today's meeting, shall we?
PE Uh-huh.
CM OK, well, how about starting with the contract itself? Then we could move on to the
product range, sales targets and discounts. How does that sound for the morning session?
PE That sounds fine. There's plenty to talk about there, for sure. Do you want me to start
things off?
CM Why not? Go ahead.
PE OK, well, as you know, we've signed up quite a few overseas agents recently. What
we're looking for really is exclusivity - we think an exclusive agent can offer us more - more
commitment, more motivation and better service. We'd like to build up the relationship
gradually, based on trust, and common interest...
CM I've got to stop you right there, Pieter. Sorry, but we just can't agree to that. An
exclusive agreement is out of the question. Absolutely impossible.
PE Oh, how's that then?
CM It's just that we're agents for a lot of big manufacturers, European, North American,
a couple from the Far East, and we're locked into agreements with them. There's no way
we can break them. In any case, we wouldn't want to - we've always handled competitors'
products, it's the way we run our business.
PE I see.
CM Look, exclusivity isn't everything, you know. We'll look after your firm well if you give
us the chance - there'll be no lack of commitment on our part. I guarantee it.
PE Hmm, I suppose we might be able to make an exception if you, em ...
CM Yes?
PE ... If you offered us a realistic sales target for the first year.
162
Unit: 6
CM I see. Well, I suppose it depends what you mean when you say 'realistic'. What do
you have in mind exactly?
CM I want to be clear abut this - could you run through that again for me?
PE Yes, of course. What I'm saying is that we're prepared to offer you non-exclusive
contract, providing you stock our whole range of products and an agreed quantity of spare
parts for each item.
CM Right.
PE Are you prepared to commit yourself to a figure for sales growth, say, over the next
three years?
CM No, I don't really think so.
PE What, not even a rough figure?
CM I'd rather not. It's going to depend on a lot of variables - any figure I give you won't
be very accurate.
PE OK, I won't try to pin you down on that. Let's move on to discounts. I'd like to suggest 2% on orders up to $200,000, 5% on orders from $200,000-$500,000, and 10%
for anything over that. It gives you a strong incentive to exceed your target. How do you
feel about that?
CM Well, a bit disappointed, really. I was hoping for at least 5% up to $200,000. It's the
rate over here - or weren't you aware of that?
PE I'm sorry, I can't improve my offer on discounts. We've worked them out very carefully.
CM I see. Well, I don't know ...
PE How about this? If you accept the discount rates, I could help you with your markups. I was going to set some limits, but if I were to say you can set your own mark-ups and
we won't interfere ...
CM Hm, yes, that'd be useful. It'd give us plenty of flexibility with our pricing.
PE Exactly. What do you say?
CM Right, OK, I agree to that.
PE Great, that's a deal then. Let's summarise, shall we?
Exercise 20. In a negotiation, what are the advantages to be gained from listening well?
What can stop you from listening?
How can you ensure that; a) you listen effectively to others?
b) others listen effectively to you?
Improve your listening techniques. Complete the questionnaire below and then compare
your results with a colleague. What aspects of your listening could you improve?
Furthering negotiations
163
Effective listening questionnaire
Do you
always
sometimes never
1 Listen for feelings as well as words?
2 Follow the topic continuously?
3 Stop listening when you think the speaker is wrong?
4 Start planning your response while you are listening?
5 Let others have the last word?
6 Consider another point of view before disagreeing?
7 Make up your mind before starting to listen?
Some advantages of lis- - Y o u understand the other party's negotiating position.
tening well:
- You develop arguments that respond to their needs.
- You demonstrate that you are sympathetic to their position.
-You show that you respect and value what they have to say.
What might stop you from - You are thinking about what you are going to say.
- You have decided that the speaker is not worth listening to.
listening:
- Y o u have decided that you know what the speaker is going
to say.
- You have decided that you disagree with the speaker.
Techniques for effective - Keeping an open mind.
listening include:
- Clarifying what you do not understand by asking questions
if necessary.
Unit: 6
164
Techniques for ensuring - Checking for comprehension.
others listening include: - Pausing to give people time to ask questions.
-Allowing comments and questions.
Exercise 21.1. Read the following extracts. Decide whether people are listening well or
not. Put (+) in the appropriate column.
Extract
listen well
listen badly
one
two
three
four
Extract one
A: So, you can see that what we're offering is a total package. I'd just like to talk you
through the different elements. Now, the core of the contract is, of course, the maintenance provision. We aim to supply a round-the-clock, fully operational team of maintenance engineers. They will be working under a supervisor who will be recruited from the
existing team.
B: Look, sorry to digress, but what I'd particularly like to ask you about are the payment
terms.
A: Oh, right, OK. Well, what exactly is it that you want to know?
C: Well, to start with, we think that there's a problem with this round-the-clock service.
A: Oh, and what's that?
B: Can we come back to that in a minute? What I still don't understand is how the system of invoicing us monthly is going to work out in practice.
A: Yes, of course. Can we have a look at that now...?
Extract two
A: So what we're offering is a total package. I'd like to talk you through the different
elements, if that's OK?
B: Fine, go ahead
A: Now the core of the contract is the maintenance provision. We aim to supply a roundthe-clock, fully operational team of maintenance engineers.
C: May I ask a question?
A: Of course.
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Furthering negotiations
C: What exactly do you mean by 'fully operational'?
A: Well, these engineers will be trained and equipped to deal with both standard and
emergency maintenance work. We would expect them to be able to handle anything from a
faulty valve to, for example, a total shut-down. This means that if the machines ever break
down, whatever the scale of the problem, there is always someone on hand to deal with it
immediately. Is that all clear?
C: Yes, thanks.
A: So, shall I go on?
B: Please do.
A: This team will work to a supervisor who will be recruited from the existing maintenance staff. Now...
B: Just a minute, Alex. Could you clarify something for me? As you know, we're looking for a new approach, which is much tighter, more dynamic. Aren't we going to run into
problems with...
Extract three
B: I think you've overestimated the need for night supervision. Your costs for that look
very high to me.
A: Well, perhaps I should explain how we got to those figures? What we did was to calculate on a three-shift basis, with the night shift - that's ten till six - using just a skeleton
staff. Now, at the moment, you run just one-line ...
B: OK. But hang on a moment. What I still don't understand is your idea of 'skeleton
staff".
A: What do you mean? The number of people?
B: Well, yes. How on earth can you justify three engineers working through the night?
A: I'm just coming to that.
C: And there's another thing. Your prices for management control look rather high.
A: Ah, well, there, you see, it's a question of quality ...
Extract four
A: I was just going to explain how we have planned the staffing ratios, if that's OK?
B: Fine, do ahead. A: We've looked at your current ratios. We think they're higher than
they need to be.
B\ Yes, \ think you might well be right there.
A: So we then looked at the industry average for maintenance staff levels, and we came
up with a ratio of one engineer to every hundred units of production.
B: I think it's interesting. It means that in our sector we currently have about double the
industry average.
Unit: 6
166
A: That's right. We are suggesting that you reduce you current figure initially by twentyfive per cent. So most of the maintenance shifts would go down from four to three engineers.
C: Wouldn't it be better to come into line with the industry average and cut it to two?
A: That's what I'd like to aim for in the second year. We feel it's too big a reduction to
make immediately.
Exercise 21.2. Read again and identify which of these features are present. (Put (+) in the
appropriate space.).
one
Extract
two
three four
opportunity to ask questions
questions on the subject
questions off the subject
opportunity to answer question
no opportunity to answer question
check answer is satisfactory
encourage/show interest
Exercise 22. Read the following language focus and try to learn.
Asking questions and showing interest
General: I'd be interested to know more about...
Would you tell us something about... ?
Detailed: What exactly do you mean by...?
Would you be more specific...
Supportive: .So, you are saying...
If I understand you correctly, you are offering...
Am I right in thinking you plan to...?
Checking answer: Does that answer your question? Is that clear?
Encouraging/showing interest: Co ahead. That's interesting. Sure. Please do.
Of course.
Managing questions: Can I deal with that later?
I was just coming to that.
Could I just finish what I was saying?
a) Now read the following five statements. For each one, ask a general question on the
subject.
Furthering negotiations
167
e.g., statement: The main issue in this contract is timing,
general question: I'd be Interested to know more about the timing.
a I think one ot the critical questions is staff levels.
b There are two things we need to iook at: firstly, maintenance, and secondly, safety,
c As you know, we have considerable experience in your field,
d We have concentrated over the last few months on improving standards,
e Our biggest challenge in the coming year will be coping with the new environmental
legislation, and the effect this will have on our production processes.
b) Read the following five statements. For each one, ask a probing question about details.
e.g., statement: The sales should peak during the second year,
probing question: When exactly will they peak?
a Our sales have responded to the changes in market conditions, and we reached a
high point this month,
b We've got the best person for the job, so we don't have to look any further,
c We've sent out a lot of invitations, so we expect large numbers to attend,
d The costs have come down, so we are able to offer much more competitive prices,
e We have already spent much too long on this project.
Exercise 23. Read between the lines of these brief explanations. For each one, ask a
supportive or reflective question.
e.g., explanation: We're going to offer two packages. One at the top end of the market,
priced around twenty dollars. The other, a middle-range product, around fifteen dollars and
pitched for the mass market,
supportive question: So, you expect much higher sales on the second product?
a There are two people who can do this job. Irvine is the obvious candidate. He's got
plenty of experience. Then there's Tonami. She's very well liked in the company. But
then, she's a woman,
question: (a man?)
b The weather's got worse and we've had to invest more in protecting the plants. We
don't like passing on costs to our customers but I'm afraid there's no alternative,
question: (price rise?)
c We're moving to a cheaper part of town so we anticipate that our rent will come
down. On the other hand, labour costs have gone up, so its difficult to be flexible,
question: (offer no discount?)
d Since we outsourced part of the IT function we no longer hold records on all our customers. It's difficult to say very much about this customer's credit rating,
question: (risk doing business?)
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Unit 10
e The bid we received from our usual supplier was disappointing. The price they quoted
was considerably higher than we had budgeted for.
question: (other supplier?)
Exercise 24. The words in italics in the sentences below are all concerned with prices
and payment. In each sentence, replace the word in italics with the correct form of one of
the words or expressions from the box.
rate, fee, invoice, ballpark figure, discount, charge, commission
a The consultant's prices are astronomical!
b Could you give me a rough figure for the conversion?
c When will you be billing us ?
d Your hourly price seems to be above the industry average.
e How much do you ask for per day?
f If you book well in advance, you get a reduction.
g The problem is too many people are taking a percentage of the final price.
UNIT 1 0
Written Negotiation
English can be very formal or very informal. This is true of both
spoken and written language. It depends who you are speaking or
writing to and for what reason. If you are writing a contract, your
language will be very formal. If you are replying to a fax from a
colleague you know, you will probably write a short note on his
fax and fax it back. If you are writing to an American colleague,
your language will probably be less formal than if you are writing
to a Japanese colleague. Some years ago, there were lots of rules
for writing business English. Today the rule is simple - uses the
language which will best achieve your purpose.
This unit provides a ready reference for Business English Written
Negotiation. At the beginning of this unit you should try to answer
the following questions and then do the exercises to negotiate in
written form.
Questionnaire
1. What level of language proficiency do you want, ideally, from the Institute?
Native Excellent Intermediate Survival
2. Which languages do you want to study else?
European
Other
3. What countries would you like to visit?
4. Do proven writing skills in a foreign language make you feel more confident that the
graduate has a sound grasp of the language? Do you see any benefit to the future
specialist if he(she) as a student is only tested in oral proficiency rather than both oral
and writing?
5. Please indicate the activities in which you regularly use a foreign language. Please indicate, if relevant, at what level of proficiency these activities are usefully performed.
Native Excellent Intermediate Survival
1 writing faxes
2 writing reports and recommendations
3 writing letters and memos
170
Unit 10
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
drafting contracts and agreements
drafting job advertisements
writing sales leaflets
writing to negotiate
analysing and summarising reports
taking notes at meetings, lectures
reading reports and correspondence
reading trade journals
reading contracts and agreements
giving instructions and training
speaking at formal meetings
conducting interviews
giving and receiving feedback
use of telephone
conversation with one person
speaking at informal meetings with 2-5 people
speaking at formal meetings with 10-20 people
representing the company at trade fairs, receiving and entertaining foreign visitors
travelling abroad
being entertained abroad
chairing meetings and conferences
understanding discussions at formal meetings, listening to conferences, speeches,
lectures, courses
26 giving presentations to clients
27 working with graphs and charts, group presentations, product presentations, negotiating terms of a contract
6. Imagine that some people wrote the comments on indicating the activities in which
they regularly use a foreign language. Please choose the points which you agree on
and put (+) in the appropriate column.
1
2
3
4
5
6
7
8
Agree
Disagree
1 'Generally I prefer proven skills as to both writing and oral proficiency with respect
to the English language skills. As to skills in German, and / or French, oral testing is
sufficient in most cases.'
Written Negotiation
171
2 'Oral proficiency is most important followed closely by reading proficiency. Writing
proficiency would be a plus, but I question whether large enough numbers of employees can ever become good enough to truly write well in another language.'
3 'When someone does well orally, he/she is expected to have written skills as well.
There are sufficient software programmes available to correct one's grammar and
spelling.'
4 'Language tests should be conducted for both oral and writing proficiency. Daily business is conducted in personal contacts by phone and more and more by telex.'
5 'We consider that we can have better knowledge of language level through oral and
writing tests.'
6 'A student should be tested in both oral and writing proficiency as both skills are
equally important for the company.'
7 'Writing is essential. Many presentations are based on written information so writing
is every bit as important as oral competence. In [name of (British) company], the British image is very strong in the corporate culture.'
8 'Ideally a graduate should have oral as well as written communication skills since
both are important for the daily work in our company.1
9 You can see the tasks as follows below, would you manage with them.
• You have just started a new job in the export department of a company specialising
m sportswear and accessory equipment. You are shown a standard letter that the
company sends out in various mailings and asked to rewrite it.
• Your first step is to collect information on the history of the company, for which you
have collected the notes. Then you are asked to emphasise the efficiency and dynamism of the company. The letter is aimed at large distribution companies interested
in wholesale buying and also individuals interested in a franchise.
• Use the notes to write the accompanying letter which you would send to prospective
customers.
• You should keep your answer as concise as possible. Your answer will be evaluated
on: coherence, language use, and presentation.
8. a) Is the written word important in your culture?
b) Are people prepared to make agreements in speech or do they prefer them in writing?
c) Do you think the need for writing will increase or decrease in the business community
in the coming years?
d) Do you agree that accuracy is more important in writing than in speech?
Exercise 1. We have forgotten how to write letters as a means of keeping in touch over
long distances with people we care about. This is sad but not at all surprising. The principle
Unit: 10
172
cause for our shift away from letter writing can be summed up (to be stated) in two words:
the telephone. The telephone has caused us to put away our pens and paper because it is
generally more convenient and immediately gratifying for both the sender and the receiver.
The end result has been that we are now reaching each other more quickly but not necessarily more effectively.
Now read the following essay, compare commucating over the telephone and writting
letters. Then copy out your comparing and point out the purpose of this essay.
The Forgotten Letter
Most people prefer calling to writing because it takes less time. The American culture
places a great deal of emphasis on accomplishing things as quickly and efficiently as possible. So, it is not startling (surprising) that we would place a ten-minute phone call to let a
loved one know what is going on in our lives rather than spend an hour explaining details in
a three-page letter. In addition, telephoning is more convenient because there is less work
involved. When using the phone, we merely dial and begin to talk. At the end of the conversation, we hang up the receiver and the task is completed. When writing a letter, however,
we must find stationery, write the letter, address it, get a stamp for it, mail it, and then wait
who knows how long for a reply. Left to choose between the more expensive one-step
telephone call and the cheaper multistep letter, the majority of us are willing to pay for the
convenience of talking on the telephone.
A less obvious but equally important reason why people prefer using the telephone is
that it is more immediately gratifying than a letter. A phone call gives a more complete picture of how each person is doing. One can pick up on (notice) unspoken messages. During a telephone call one can, for example, tell whether the other person is angry, happy,
nervous, or reticent (shy,
reserved). This kind of information might be totally
lost in a letter. Communicating over the telephone
also feels more complete
because it is spontaneous
(automatic, natural). A
two-way conversation is
occurring. The speakers
can discuss until they feel
that they have understood
each other.
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Written Negotiation
Because a telephone call is quicker and immediately gratifying, I'm afraid that we are
beginning to forget the benefits of letter writing as a means of communication. A letter offers some advantages that a phone call does not. The writer can, for example, think carefully
about what he wants to say. It gives him the chance to remember things he might forget in
a spontaneous conversation. It also provides him with the time to organize his thoughts into
a logical and comprehensible order. In other words, he has the luxury of saying exactly what
he wants, the way he wants. In addition, a letter can be kept and enjoyed several times. Once
a phone call is finished, however, you are left only with its memory.
In closing, our desire to give up letter writing for telephoning can be explained but
should not be excused. Both phone calls and letters are effective means of getting in touch
with loved ones far away from us. They just do it in different ways. Long-distance phone
calls can never totally replace letters. If we lose the art of letter writing, we will lose part of
our effectiveness to communicate with each other over long distances.
Exercise 2. When you write, you want to describe your subject very clearly. When finished
reading the description, the reader should be able to see the subject in his or her mind as
clearly as you see it in yours. Read the following text and make up the rules how to use
description in business situation.
Description
In business situations, you will probably not write a great number of purely descriptive essays. Description is used a great deal, however, in combination with some of
the writing patterns you are going to learn (with classification and comparison and
contrast, for example). For this reason, it is important to learn how to use description
effectively.
When describing a subject, one can use two kinds of details: objective details and
subjective details. Objective details are those that describe factual information about the
subject based on the five senses (sight, touch, taste, smell, and hearing). There is no emotion or opinion in objective details. In contrast, subjective details are those that express the
reader's personal opinion on the subject. The details do not have to be based on factual
information.
Here are a few suggestions to help you when using description:
1 Don't try to describe everything about a subject. You will end up with much information and your reader will become lost trying to sort it all out. Rather, choose one single
impression or idea and have all your details focus on that. Imagine, for example, that
you wanted to show that an airport, even with all its activity, is a very lonely place. All
your details would help to describe the loneliness.
174
Unit:10
2 Once you gather all your subjective and objective details for your subject, decide which
ones will effectively help you describe it. Keep those that will help you. eliminate those
that won't.
3 Choose descriptive details that distinguish your subject from others like it. If you are
describing your goods, for example, emphasize those features that make it different
from other goods.
4 Remember to describe your subject using all the senses: hearing, touch, taste, smell,
and sight. Too often we describe something only in terms of how we see it because
sight is the strongest sense. This, however, gives a one-dimensional quality to the
description. Your readers do not just want to know what a hamburger looks like. They
want to know how it feels, smells, and tastes when a person bites into it.
Exercise 3. As with small talk and phone calls, letter writing is ruled by formulas. Once
you have learned a standard way of organising and wording a letter, you will be able to
write any letter and to negotiate in written form. Business letters are particularly important in international commerce. Often it is the only representation of yourself and your
company with a foreign counterpart. In every letter you can see an introduction, a body
of the letter and a conclusion.
1)Read the following letter and point out an introduction, a body of the letter and a
conclusion in it.
Maison d'Antiquités
29, rue Gavin Paris,
XiVeme France
Mr. Jan Van May 25, 2010
Estate Specialist Associates
Harlem
The Netherlands
Dear Mr. Van,
I'm writing to introduce myself and my company. My name is RobertTomford and I am
with an antiques company in Paris.
Our company would like to establish ties with you for a mutually beneficial relationship.
We buy and sell antiques. It is our understanding that you, as estate appraisers and consultants, are involved in the disposition of antique furnishings.
I am enclosing my card and our company brochure. It would be a great pleasure to meet
with you personally. I will be calling you next week to see what we can arrange.
Yours truly,
Robert Tomford
Executive Director
Enclosures: brochure, business card.
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Written Negotiation
2) Read and complete the following letter.
sincerely, forward, representative, call, writing, sellers, enclosing
Ukrainian Beauty Products
110 Shevchenko Street
Chernihiv
May 12,2010
Chan's Beauty Spa
125 Maiden Lane
San Francisco
Dear Ms Chan:
My name is Sandra Kikimara and I am an account... .1... .with Ukrainian Beauty Products, Inc. in Chernihiv.
The reason I am ... 2... .to you is that we have an exceptional new of cosmetic products
that give long-lasting improvement in skin and hair, and that have been good ...З....ІП
many salons.
I am ...4....a brochure and price list for your consideration. I would like to ...5...on
you next week, give you some samples, and see if you are interested in learning more
about our products. I look .. .6.. .to talking to you at that time.
.../.. .yours,
Sandra Kikimara
Enclosures: brochure, price list.
3) Rearrange the following letter and put your variant in the box.
Cheksil Clothes 1.
Chernihiv, Ukraine
M.Rose Crombel 2.
Trading Company
Oslo, Norway
Paul Popov 3.
Account Executive
I would like to say what a
pleasure it was to have met
you last Monday.
Many thanks for having given me that opportunity. 4.
Let me add that I hope we
will have a profitable business relationship, and I look
forward to working with you
in the future. 5.
As you know, we are looking for an exporter for our
uniquely designed dresses.
We think our company would
best represent us. 6.
Yours truly, 7.
Unit:10
176
A
B
C
D
E
F
G
H
I
5 As you have learned from the letters above you make an impression by the tone of
your letter, and by correct, tactful, and polite language. We use standard greetings
in letters in conformity with tradition, and it is essential to follow these. Whatever
creativity you wish to express, do so in the body of the letter. Standard greetings of
a formal business letter are accepted and expected. What follows is a simplified approach to writing standard business letters: sales, introduction, follow-up, complaint,
rejection, and prospecting.
6 Now try to determine what kind every letter (from 1 -3 above) is.
Exercise 4.1. As you have read above, business letters may be complaint ones and responses to complaint letters. Read the following letters and choose Complaint Letter and
Response to Complaint Letter. Put (+) in appropriate column in the table.
Complaint Letter
Response to Complaint Letter
A
B
C
D
E
A Dear Sirs,
We duly received the documents and took delivery of the goods.
We are much obliged to you for the prompt execution of this order. Everything appears
to be correct and in good condition except in case #45.
Unfortunately when we opened this case we found it contained completely different
articles, and we can only presume that a mistake was made and the contents of this case
were for another order.
As we need the articles we ordered to complete deliveries to our own customers, we must
ask you to arrange for the dispatch of replacements at once. We attach a list of the contents of
case #45, and shall be glad if you check this with our Order and your copy of your Invoice.
In the meantime we are holding the above mentioned case at your disposal; please let
us know what you wish us to do, with it.
Yours faithfully,
Bernard
Klport
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177
B Dear Sirs,
It is with great regret that we have to inform you that your last delivery is not up to your
usual standard. The material seems to be too loosely woven and is inclined to pull out of
shape. By separate mail we have sent you a cutting from this material, also one from cloth
of an early consignment so that you can compare the two and see the difference in texture.
We have always been able to rely on the high quality of the materials you sent us and we
all the more disappointed in this case because we supplied the cloth to new customers. As
we shall have to take it back we must ask you to let us know, without delay, what you can
do to help us in getting over this difficulty.
Yours faithfully, Susanne Hoptail
C Dear Sirs,
Thank you for your letter dated May 12, 2004. We were glad to know that the consignment was delivered promptly, but it was with great regret that we heard case # 45 did not
contain the goods you ordered.
On going into the matter we find that a mistake was indeed made in the packing.
We shall be much obliged if you will keep case # 45 and contents until called for by our
agent whom we have instructed accordingly.
Please accept our many apologies for the trouble caused to you by the error.
Yours faithfully, Flora Grauport
D Dear Sirs,
We regret very much that you should have cause to complain of the goods supplied by
us. We are at a loss to understand this, and shall be very much obliged if you will return
them to us.When we have examined them, we will write you again.
Yours faithfully, B. Poptor, Manager
E Dear Sirs,
We have received your letter of June 12th, and are at a loss to understand your complaint
as to the quality of the linen supplied to you. This is a line we have sold constantly for years
and we have received no complaints from other customers. It is made in our own mills, and the
source of the raw material has not been changed. We think therefore you must be under a misapprehension in thinking the quality is inferior to previous supplies. We are, however, sending
our agent to inspect the goods and will write you further when we have received his report.
Yours faithfully, Lora Brown, President of GkR
Exercise 4.2. Read the following extracts and underline the sentences containing different complaints.
1 Much to our regret, your order has been held up at the docks.
2 Owing to delays in the delivery of raw materials, we fear we may be unable to execute your order before Jan. 23rd. Please accept our apologies for the inconvenience
caused - we are working day and night to catch up with schedule.
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Unit 10
3 You may rely on us to carry out your instructions in every detail,
4 The bulk of goods delivered is not up to sample.
5 Your order is receiving immediate attention. You can depend on us to effect delivery
within your time limit.
6 We cannot accept these containers as they are not the size and shape we ordered.
7 On checking the goods received we find that several items on your invoice have not
been included; we enclose a list of the missing articles.
8 Unfortunately, we find you have sent us the wrong goods.
9 You have short-shipped this consignment.
10 We have taken special note of your packing instructions and these will be strictly
observed.
11 We cannot guarantee delivery by next Friday as your order was received too late for
this week's dispatch, but we are putting your goods on rail, and they will reach you
more quickly than if we waited for the next van delivery.
12 On comparing the goods received with the sample, we were surprised to find that the
colour is not the same.
13 The goods are nearly ready for dispatch and we should be glad to have your instructions.
14 Evidently some mistake was made and the goods have been wrongly delivered.
15 We regret to have to tell you that case 20 contains only 10 Plastic Bowls instead of
12 entered on the packing list and also on the invoice. The case shows no signs o*
pilferage and we shall be glad if you will check up with your packers before we make
a claim.
16 We have not yet had precise shipping instructions and are holding your order un:
these arrive.
17 As you need the goods so urgently we have arranged transport by road to the port.
18 To avoid storage charges at the port, we are holding your goods here pending arriva
of your forwarding instructions.
19 As soon as we are in a position to supply this line we will get in touch with you aga n
Exercise 4.3. a) Use these word combinations to complete the gaps in the follow - ;
sentences. Pay attention to boxes 1 and 2.
Opening phrases 1.
Thank you for your letter of...
We have received your letter of... and have pleasure in giving you full information on...
I refer to your letter dated 5th September, 200_.
In reply to your letter of... we wish to inform you...
I am writing to give you particulars of...
I am writing to make you an offer of...
I am writing to make you a special offer of the following: -
Written Negotiation
179
Thank you very much for the order received this morning.
Many thanks for sending us an order for...
Very many thanks for the telephone message which I received this morning. We are writing to confirm our verbal arrangement that...
Closing phrases 2.
We look forward to hearing from you soon.
We are looking forward to your reply.
Look forward to seeing you soon.
Your early reply will be appreciated.
We much appreciate your interest in the matter.
Your agreement to the suggested course of action will be appreciated.
If you need any further information, do not hesitate to contact us.
The moment we can let you have a definite offer, we will contact you.
We trust that this information will be of assistance to you.
We trust our proposals will be acceptable to you.
Can we be of any service to you?
If we can be of any assistance in this matter, please let us know.
I should be grateful if you would grant me an interview.
Please be kind enough to confirm this appointment.
sorry to hear that writing to, complain my sincere, apologies,
with the situation, fully satisfied, a computer error
j
1 Let me offer
for the delay and assure you that it will not happen again.
2 I am very sorry to learn that you were not
with our Super Business Class
service.
3 Thank you for your letter of April 17.1 am
your order has not been delivered.
4 The mistake in our invoice was caused by
5 I am very unhappy
and would like an explanation from you.
6 I am
about four ALS Transformers which I ordered recently from your
company.
b) Now use four of the sentences from (a) to complete the following letter and reply:
1. Dear Sir/Madam,
I placed my order on March 16, and your sales representative. Miss Ling, told me that
they would be delivered before the end of the month. We are now in the middle of April
Unit: 10
180
and the goods have not arrived. I have tried to telephone you a number of times, but your
secretary said that you were away on a trip.
Otherwise, I shall have to look for an alternative supplier.
Yours sincerely,
Khalid Hamid
Managing Director
2. Dear Mr. Hamid,
As you may know, the transformers you ordered are produced at our Knudsen plant in
Korea. There was a small fire at the factory in February and this caused some loss of production. I am pleased to say that the problem has now been resolved and that the goods
you ordered will be sent this week.
Your sincerely,
Kin Chan-Lee
Sales Department
Exercise 4.4. Put the words in order to form sentences from letters:
1. for apologise the I delay May
2. very problem to I'm hear delivery sorry the about
3. happen not that again problem I will this hope
4. a your mistake There invoice in is number 3749
5. like would I to an
6. the writing of offer explanation about complain level to your charges I am
Exercise 4.5. Use these expressions to complete the letter:
an important customer
for the past two years
to complain about
a number of problems
another distributor
several days late
Dear Mr Klein,
I am writing
your Overbite Package Delivery service.
We have been using this service
and recently we have had
Last month, one package of medical supplies arrived
and the contents
had to be destroyed. Because of this we lost
On another occasion, a
package was not collected from our warehouse.
Written Negotiation
181
I am afraid that unless the quality of the service improves, we will have to look
for.
Yours sincerely, R. Shastri
Sales and Export Division
Exercise 4.6. Here is a letter from a Production Manager to a colleague in a subsidiary
of a synthetic spans surfaces manufacturing company. The company is developing a new
kind of surface for tennis courts but is having problems. Fill in the spaces in the letter with
an appropriate form of make or do.
Monde International
D-8902 Kassel
Germany
Monde Sport Surfaces
Laird Boulevard
Washington DC
38632 USA
12 May 2004
Re: Tennis SSR567 Project
Dear Bernadette,
Further to my telephone call last week, there is some more news I have to tell you. We
a mistake in the initial design stage. We need to
some more research
on the effects of high temperatures on the surface areas. Please
arrangements
for a new test in the Schuster Laboratories. I have
enquiries about exactly what
we need to
and Uli and Rosa are going to contact me as soon as they
a decision on the tests. Please,
sure Gerd knows about the delay and tell him we'll
our best to resolve the problem as soon as possible.
Regards, Marcus Pressman
Assistant Director of Production
Exercise 5.1. The negotiators have some difficulties to write Rejection Letter. It is important to say something positive first, before the rejection.
Read the following letters and complete them.
A) lowest, faithfully, previous, unable, referring, settlement, grateful, glad
Dear Sirs,
We are very ... 1.. .to you for your Order #65 for 78 000 boxes of paper fasteners.
To our regret, we are .. .2.. .to accept your order at the price requested. You will find on
,3...to our. .^...correspondence (May 14 last) that we gave you our. ..5... price.
We should be .. .5.. .to fulfil your order if you will confirm the .. .6... at 30 days.
Yours... 7...,
Unit 10
182
B) considerable, participation, company, submit, bid, appreciate, preparing, taking
Dear Ms Faber,
Thank you for... 1 ...the time to ...2... your bid to do the construction and installation
for our Hotel project. We ...3... the time and effort you spent in ...4... this one.
Unfortunately, we must decline your.. .5... at this time, as we have awarded the job to
another... 6... that has ... 7... experience in this type of project.
We thank you for your .. .8.. .and hope we will be able to use your services at some
time in future.
Sincerely yours, Robert Hort,
Vice president
Exercise 5.2. Divide the text into three things. Then copy out these sentences and make
up a sample beginning of the Rejection Letter.
DearmsftorathankyouforyourletterofMay15andforinterestinour
companyunfotunatelywehavemany candidatesforthisposition
Exercise 6.1. Now we should pay your attention to memos. Memo is short for memorandum. Memos can be either short or long, depending on how complicated your message
is. The memo is a great way of sending letters to staff members, associates, or people you
are already doing business with. It is used when you have to inform more than one person
(usually several) of the same thing. Rather than write five, ten, or twenty letters, you write
a memo to the people you need to inform, run off copies of the same page, and everyone
gets one; in fact, it is a letter without the personalization and formalities,
a) Read the following memo and find four grammar mistakes, correct them.
MEMORANDUM
To:
All staff members
From: Director of Foreign Affairs
Re:
Visit of VIPs from Germany
Date: May 15, 2004
Please let me knew your availability for meeting our German group at the airport on
the 18th. They will arriving at 10:00 a.m. and need to be picked up, taken to their hotel
(hotel "Old Chernigiv"), and helped with transportation arrangements they may need. An
interpreter accompanies them.
Please mark your calendars for those evening. We will be hosting an afterwork cocktail
party for them, and I expect all of you to attend.
Boris Glebov
Extension 698
183
Written Negotiation
b)You work in company and your company is going to take part in negotiations. You'
are leaving the memo, in which you ask your colleagues to write down all their negotiating points, list their ideal results and decide on an acceptable compromise. The
negotiators should also write down as many intermediate offers as possible, involving
small concessions. Offer this checklist for them to use in planning negotiation. Under
each heading they should write down their objectives. They should follow this procedure
for negotiation.
1 Point for negotiation
2 Ideal result
3 Minimum acceptable compromise
4 Should this compromise be linked to agreement on another point?
5 Intermediate bargaining steps
Make up your own memo for your colleagues.
MEMORANDUM
To:
From:
Re:
Date:
Exercise 6.2. Look at the internal memo opposite which concerns discussions before
negotiations to fix an advertising contract. Choose a verb from the box to complete the
spaces in the text. The first has been done for you.
take on, clarify, reach, resolve, be, tell, agree, discuss, want
MEMO
To: TR
From: SA
Date: 14th May
Re. Advertising contract negotiation
It is going to be difficult
agreement with Emmy over the advertising material. Their principal negotiator, Stella Ragione, appears
a large downpayment
on signature of contract - probably near 50 per cent. We plan
her that this is
impossible. We are happy
the possibility of an advance but personally I believe
it would be a mistake
to anything above 20 per cent.
our position immediately could save us time. I suggest we inform Miss Ragione of our views on
184
Unit: 10
the matter. We should also make it clear that Morreille Partnership (Marseille) are happy
the project and their reputation for high standards is as good as Emmy's. We
need
this very soon, as time is short.
Exercise 6.3. Have you ever been persuaded to buy something you did not want? Write
a memo warning or advising someone not to be persuaded to do something.
Example:
MEMO
From: PH
Date: Fred
I advise you not to speak to Gubu Ltd. They will try persuade you to order goods we do
not want. I advise you to send them away.
MEMO
To:
From:
Exercise 6.4. Look at the internal memo opposite and answer the questions which follow:
MEMO
To: AS
From: HT
We have to make a choice between two market research organisations, Arrow and Bow.
Bow have made us an offer but they are very expensive. Arrow do very good work and are
cheaper. I will make an effort to visit them but I haven't made an appointment yet. Could
you do me a favour and tell me if you know any reason why we shouldn't use Arrow? We
don't want to make any mistakes on this.
Thanks.
1 What is the choice HT has to make?
2 Has Bow made an offer?
3 What does HT know about Arrow?
4 What must HT do before she visits Arrow?
5 What does HT want AS to do?
Exercise 6.5. Read the following dialogue and write the short memo to Pat, telling heof the decision reached.
AC: I've compared the Nora products with Rosary's and have reached a clear decision.
I prefer the Nora ones. However, they are more expensive.
BR: So, you'll have to convince me of the benefits.
Written Negotiation
185
AC: Nora is better - I think by 20 per cent.
BR: Could you remind me of the cost difference?
AC: $23 per unit.
BR: Hmmm. We're spending a lot of money on this so the decision is very important.
Can you tell me about the benefits of the Nora product?
AC: I think it's a better design - it'll be easier to use.
BR: Okay, if you prefer Nora to the others that's okay. Will you tell Pat about this?
AC: Sure, I'll send a memo right away.
Exercise 7.1. When we want to contact with our negotiators, we use e-mail. We send
and receive it via our computers and phone lines (modems). This is fast becoming the
most Widely used form of communication.
It is less expensive than a phone call to any
place outside of one's local area, and especially overseas, it is as easy as sending a fax
(facsimile), and it takes little time. An additional benefit is that one can skip the formalities of a regular letter.
Once you have established some form of communication - with a client or business associate, correspondence often becomes less formal. E-mail is typically shorter and a more
relaxed way of sending messages; it is particularly practical if you do not want to call long
distance because of a language barrier or the expense. When language is an obstacle,
sending an e-mail is a blessing; after all, it is easier to see the message than have to speak
on the telephone. In e-mail there are not any greetings and formalities of letter. Companies
save their money and time to send e-mail.
Read the following possible e-mail letters and then take a (any) letter above and condense it into e-mail form.
Dear Helen,
It was great seeing you in Odessa! Thanks so much for your help. We're having our company meeting in two days, and I will let you know what progress we make. Meanwhile
fax me the documentation to review. Best regards, Dasha Timoshkina,
Arts Imports, Attn. Accounting Department
DearAfoina,
Please check, your records about the invoice sent to me May 15th. There seems to be I
a mistake in the amounts charged for the freight. I think it's a computer error. Please
e-mail me your findings. Thanks, Rita
_ _ _
Tom,
Received your letter and am e-mailing you the information you wanted.
Call if you have questions.
Bob
Unit 10
186
Exercise 7.2. The extract below is from a letter in which a company is unhappy about
the quality of service provided by an electrical components manufacturer. Fill in the spaces
with suitable words from those given here.
Object
Preposition
the matter
you
the installation
us
the H50
to
to
with
to
of
We regret that we need to remind
the terms of the contract when you supplied the goods. According to Article 31 Paragraph 4, you would provide
full
instructions on the installation of the H50. Your representative, Mr. Yogi, has consistently
failed to explain
our technicians.
Six weeks ago we preferred
rival products, but the service you have provided is lamentable. If this problem is not resolved immediately and to our total satisfaction,
we will have to refer
our lawyers.
Exercise 8. Business language can be direct and to the point. At times, however, you may
want to be careful - to avoid upsetting a good customer. Re-write the following sentences
in more tactful English. At present they are too direct.
1) Your order is going to be two weeks late. We regret that there
2) We have already waited too long for you to pay. Regrettably we must
3) You still owe us $2, 600. There is
4) Your invoice is wrong. There seems
5) We want you to answer this letter immediately. We would
6) We can't tell you about delivery because we don't know ourselves. We are not
7) We've got none in stock. We are
8) Please don't go to another supplier. We trust that you will
Exercise 9. Liana Thorn is sales director of Reckon Products. What do you think sr
should do with each of the following communications?
1. Fax it to the Toronto branch.
2. Put it in the wastepaper basket. _ _ _ _ _
3. Enclose it with some sales literature.
4. Reply to it immediately.
5. Circulate it to some colleagues in another department.
6. Pin it on the notice board.
Written Negotiation
187
TO ALL MEMBERS OF STAFF
A
Would anyone interested in forming a staff tennis club please contact Liana Thorn in
Sales (ext 347)?
The first meeting will be on Sat. June 19.
Dear Customer,
B
Please find enclosed a copy of our catalogue and updated price list for the spring and
summer. You will notice that we have managed to keep most of our prices at the same
level as last year and there are even more generous offers of discounts for our regular
customers. We look forward to receiving an order from you soon.
Yours sincerely,
Liana Thorn (Sales Director)
Do you need extra money for that new car, the holiday you've been dreaming about C
or an extension to your home? Don't wait any longer. Get in touch with Loan Wise. In
few days we can guarantee you up to £5,000. And we offer you the easiest
repayment
terms. Anything is possible with Loan Wise Finance.
Dear Tom,
D
This is just to remind you of my Canadian trip next month. I'll be in Montreal on the 14th
and 15th and I'll see you in Toronto the following day. Can you arrange hotel accommodation? I'd like to stay at the Fir Tree as usual.
Liana
Dear Ms Thorn,
F
I am writing in regard to the order I faxed you last week for 20 x 10-litre containers of
Reckon Ail-Purpose Detergent. We were expecting delivery on Monday. However, it has
still not arrived. I have telephoned your office three times and was told that you were not
available. Unless I hear from you by tomorrow lunchtime at the latest, I shall have to look
for an alternative supplier.
Yours sincerely,
Martine More (Purchasing Department)
Exercise 10. Look through the extracts in Exercise 9 and find suitable word combinations
:o complete the following common business sentences:
1. Please
a copy of our current price list.
2.1 look
to
your reply by return.
3. If you have any questions, please do not hesitate to
with me.
4. This is
you that I shall be arriving around 11am on Tuesday.
5. If you would like me to reserve a place for you, please let
by
Wednesday at the
6. If your service does not improve, we will have no option but to look for
188
Unit: 10
Exercise 11. When someone is dictating a letter, it is important for the secretary to record only the words of the letter, not some of the other comments. Can you underline the
exact words of the letter in the following:
a) Right Jane, letter to Mr. D. Burke - you remember him, lowest prices, late paying,
always complaining, my favourite customer, Dear Mr. Burke, should really be cheap Mr.
Burke. Thank you for your recent letter. I was sorry to hear that you were experiencing difficulties getting spare parts for your XT20. Should have realised if you buy an old model,
nobody keeps spares. As you know, this model has been on the market for some time, and
yours is the first complaint we have had. Which is not a surprise because most people have
better things to do than write the kind of pointless letter which is your speciality.
b) I suggest you contact Bridge Brothers, who are the importers, direct, as they will be
able to give you more up-to-date information than I can on the availability of spares. The
address and phone number are as follows, put that in for me would you, Janet, and as
soon as we've finished this, let's have a cup of coffee.
c) I'm sorry I cannot be more helpful - actually, for this clown I wouldn't be - even if I
could do - but I am sure Bridges will be able to help. And at last I'll be rid of you. That'll do.
Yours sincerely, etc, etc. Put my name but just sign it yourself thanks. Now that coffee ...
Exercise 12. The writer has had problems with the printer on his wordprocessor and
this is his letter of complaint. Can you make sense of this letter? You should correct the
following letter.
Computxr Systems pic
1 Xton Strxxt
xly
17th Dxcxmbxr
SVr
Wx rxcxntly purchsxd onx ot your nxw modxls-thx 333PCL. I am xxtrxmxiy plxasxcl w№
it, but I havx bxxn having problxms with the prinlxr.
As you can sxx from this Ixttxr, xvxry timx you typx an x an x appxars.
As thx printxr is wxil within the guarantxx pxriod, I am surx thxrx will bx no probxxr
about rxplacing it.
Should I sxnd it back to you dirxct or rxturn it to thx shop whxrx I bought it?
I look forward to your rxply.
Yours sincxrx
John Milnx
Exercise 13.1. The normal form of salutation letters addressed to organisations is "Dear
Sirs". "Dear Mr.Smith" has tended to replace "Dear Sir". The ending "Yours faithfully" is
used after "Dear Sir".
Written Negotiation
189
"Yours sincerely" and other more personal salutations are used after "Dear Mr.Smith".
Follow with the name of your company and your name and position.
If you are writing a letter on behalf of someone else, but not to be signed by him, sign
your name "for Sales Manager" or "for Chief Engineer".
Read the following letters, use the word combinations below to complete the gaps in it
and write the ending to every letter.
1.1 would also appreciate
2. the delay in payment
3. full details
4. Please don't forget to
5. launch date
6. advance copy
7. let me have
7. In the area of
A. Dear Customer,
I am pleased to send you an
of our latest catalogue which contains
of the most up-to-date office and information technology equipment on
the market. Our «Fast Fax» range is now firmly established with our customers and is available to you at a special discount.
B. Dear Sirs,
i also have a lot of experience
finance and accounting. Between 1988
and 1993 I worked in the auditing department of Schwartz and Kleinman
C. Hello, Teresa,
This is just a short note to remind you about Monday's visit from Chalked Asao of the
Bahrain Investment Council
bring a comprehensive list of our client base
in the area.
Tina
D. Dear Sir,
I would be grateful if you could send me your current corporate rates for single rooms
with bath
some more information about your business facilities as I shall
be in Brussels for two or three days.
Unit 10
190
E. Dear Louse,
Thanks for leaving a copy of the Chanson Factory proposal on my desk. Unfortunately
I can't find page 2 (your analysis of construction costs) and I'd be grateful if you could
another copy as soon as possible.
Tom
F. Dear Ms Clear,
I apologise for
We have had a number of problems in our Accounts department recently and this has meant delays in paying some suppliers, I hope to resolve
the problems before the end of the month.
Chief Manager
G. Dear Hans,
Sorry, there was a mistake in the fax I sent you yesterday. The proposed
for the Clorox 2XC is now March 16 and not February 16 as I told you yesterday. I'm afraid
that there have been one or two technical problems with the main control panel. Hope this
doesn't cause you too many problems.
Karen
Exercise 13.2. The sentences below come from the replies to the letters in Exercise
13.1. Match one to each letter.
1. Although we understand the reasons for the delay, we must insist on prompt payment
in future.
2. Don't worry. I'll be there on Monday at 2,20. Do you want me to invite Karen as well
or shall I come alone?
3. Thanks for telling me about the change of date. I'm sure it won't cause too many
problems. I hope the new product will be ready in time for the Warsaw Industrial Fair
on the second week of April.
4. Interviews will be held at our Frith Street office on March 15 at 10.30. All candidates
should bring copies of degrees and diplomas.
5. Sorry about the missing page. I'd left it lying next to the photocopier. Here is another
copy. I hope it makes things much clearer.
6.1 enclose an order for 3 HRL FastTrack laser printers and a HRL FastScan scanner.
7.1 am sorry to inform you that we have no single rooms available on the dates you
specify as there is an Industrial Fair in the city that week.
Written Negotiation
191
Exercise 14. Match the verbs to the noun phrases to make word combinations.
enclose
correct
negotiate
open
resolve
a 15% discount off list price
a distribution problem
a credit account
a copy of latest catalogue
a couple of mistakes
Exercise 15. When you have completed the following, you will have eight standard
common sentences.
1.We assure you that your order will be
2. We would be
3. If
4. We
5. May I say how
within 24 hours of
if you could let us have a copy of your invoice #67.
we would appreciate it if you sent a copy of the invoice under
as well as enclosing one with the goods.
for any inconvenience which may have been caused as a
of our oversight.
we are at the prospect of our future
6,1 am a little worried that we
do not
to have received the order we placed on January 24th.
7. We agree to your
and look forward to receiving a copy of the agreement by return.
8.1 look
to hearing
you as soon as possible.
Exercise 16.1. Use the words to complete the gaps in the sentences. Then decide if
they come from the beginning or end of a letter.
information, advertisement, enclose, wishes, possible, receiving, Tetter, forward |
1.1 look
to meeting you on the 19th.
2. Please get in touch with me as soon as
if you require more information
about the conference.
3.1 am writing to you in response to your
in the latest edition of "Professional Computer".
4.1 would also like some more
about your ScanFast hand-held scanner
range, and details of the types of discount you can offer for bulk orders.
5.1 thank you for your
of 12 July.
6.1 look forward to
an order from you soon.
192
Unit 10
7. Please pass on my very best
to Stavros and Ellen when you see them.
8.1
the latest edition of our household goods catalogue and an updated price list.
Exercise 16.2. Now choose the sentenses above to complete the gaps in the letters
below.
Exercise 17. Choose the correct word or word combinations to complete each opening to a business letter. In each case there is only one correct answer:
1. Thank you for your letter of March 24.1 am
hear that our now product ha:
been successful in your market.
a) please to
b) pleased to
c) pleased for
d) pleasure in
2.1 am writing
your fax of November 12.
a) to reply to
b) to answer for
c) in reply to
d) in answer
3. Thank you for your letter of July 17
our recent meeting in Hamburg.
a) reflecting
b) requiring
c) concerning
d) desiring
Written Negotiation
193
4.1 am
that you have experienced some problems with our office cleaning service.
a) delighted to know
b) sorry to hear
c) interested in knowing
d) pieced to say
5.1 have just
your letter of March 11.
a) supplied
b) received
c) taken
d) put
6.1 am writing to
of our invoice ref.# WLJ42/C which was sent to you
on February 12.
a) remember you
b) recall you
c) forget you
d) remind you
7. We are writing to
the terms agreed during our meeting of Nobember, 16.
a) confirm
b) contain
c) affirm
d) concern
8. We are writing to you on
of our customer Mr Spiros.
a) part
b) behalf
c) fact
d) condition
Exercise 18. Here are some letter endings. All of them contain words which are sometimes confused. Choose the best word to complete each sentence below.
1. If you require / enquire further information, please do not hesitate to be in touch ...
and I am pleased to include / enclose a copy of our new product catalogue.
2. Please complete the form and reply / return it to us as soon as possible.
3.1 promise to give the matter my soonest / immediate attention.
4.1 am afraid therefore that we cannot offer you a return / refund as the goods have
already been used.
5. Could you please pass on / pass off my very best regards to Mr Mayama?
6.1 look forward to making / doing further business with you in the near future.
7.1 look forward to knowing / meeting your colleague Mr Franks at the conference.
Unit 10
194
8.1 hope that half past eleven is comfortable / convenient for you.
9. Let me desire / wish you the best of luck in your new post.
Exercise 19. Use the following words to complete the gaps in the letters and reply.
—
—
—
—
—
—
-
—
-
—
—
—
—
-
_
_
_
contact, interested, business, writing, offer, forward,
solution, information, enclose
A)
Dear Mr.Velot,
I am
in reply to your advertisement in this month's "Education World". We
are a medium-sized publisher and distributor of educational books and software.
I am particularly
in your delivery service and would like some more
about this. I would also like to know if you
mailing services to the
Far East as we do a lot of
with Japanese firms.
Yours sincerely, L. Caret
Distribution and Sales
B)
Dear Mr Caret,
Thank you for your enquiry of March 12th. You will see from our sales catalogue which
I
, that EURO Express has the perfect
to all your distribution and
mailing problems.
I am writing that our agents will
you later this week and offer you a free
Mail Check.
Look
to doing business with you.
Yours sincerely, N. Velot
Director of Marketing
Exercise 20.1. First use these words to complete the gaps in the sentences below. Then
put sentences 1 -6 in the correct order.
well-established, hearing, interest, end, suitable, stand
1. Ms Carrot will contact you directly to arrange a
time for her visit.
2. Thank you tor your letter of March 2nd expressing
in our Grunt
range.
3.1 look forward to
from you soon.
4. You may remember that I visited your
at the Garden Fair in June.
5. My company, as you know, is
in the United States and Canada.
6. Our export manager, Margo Carrot, will be in the United States at the
of this month.
Written Negotiation
195
Exercise 20.2. The following (7-12) need a preposition. Insert appropriate ones in it.
1. We are primarily interested
your database training program.
2. My company has been
business
over twenty
years.
3. We normally operate
a commission basis.
4. Thank you
your letter
November 26th.
5.1 am writing
reply
your letter
th
March 12 .
6. And I enclose details
our Borax product range.
Exercise 21. Business is not only about problems. Many managers receive letters from
their customers thanking them for good service. Here are some sentences in which you
thank. Use these verbs to complete the gaps.
Note: Remember to use the correct form of each verb.
P
pass, resolve, offer, write, thank, accept
;
1.1 am
to congratulate you on your improved delivery service.
2. This is just a short note to
you for your contribution to the project.
3. As a non- smoker, I would like to
you my thanks for introducing a nosmoking policy on long-distance flights.
4. Please
my thanks for your kindness during my recent visit to your
branch.
5. Can I
on Julia's thanks for all your help during her stay in Canberra.
6. Thanks very much for
the problem so quickly.
Exercise 22. After a successful business trip it is usual to write and thank your host. Use
the following expressions to complete the letters below:
during my stay, your general manager, for your hospitality,
meeting your colleagues, do business together, the end of the month
Dear Mr. Found,
I am writing to thank you
during my recent trip to Katar. I was very pleased
to visit your al-Cheddar Production Plant and to meet
Mr. Abdelatif. I am sure
that we will be able to
in the near future. Thank you again.
Yours sincerely,
F. Dandles
Head of Sales
196
Unit: 10
Dear Faina,
Thanks for all your kindness and help
in Tomsk. I very much
enjoyed
and visiting your wonderful city. I'm sure there are great
prospects for us in the Russian market. I'm reading your market study and I'll get back
to you before
with my conclusions.
Thanks again,
Paul
Exercise 23. John Shipman is organising negotiations. He wants Phillip Lux to be present. Read the exchange of faxes and write in when they were sent.
1. 21 st May, 10 am 2. 21 st May, 3.30 pm 3. 22nd May, 11 am
Then write in the sender's and receiver's names.
a) Time / Date
Dear
Sorry to hear about Friday. But don't worry, Saturday lunch would be fine. I've been in
touch with Kazoo and Tony and they would love to see you then. Could you come to my
office at 11 o'clock on Saturday morning? We need to talk about the sales report. We could
have a couple of hours to go over some papers, and then have lunch in the Crown at about
1.00. How does that sound? If I don't hear from you, I'll assume that everything is OK.
Hope to see you on Saturday.
b) Time/Date
To:
Are you still OK for Friday? Kazoo and Tony are coming, although they are going to be a
little bit late - they said they would try and be here by 3.15. at the latest. Could you let me
know by the weekend? I'll be on 023959.
Yours,
c) Time / Date
Thank you for the fax. I'm sorry, but it looks as if Friday is going to be difficult. I've got
some people coming over from Mexico and I promised to show them round the site that
day - I'm afraid I can't get out of it.
How long are Tony and Kazoo going to be with you for? If they are planning to stay for
the weekend, I suggest that we all meet up for lunch on Saturday.
Anyway - let me know.
Best wishes,
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197
Exercise 24.1. Read the following letter answer the question:
"Is Fabio Mercotzi senior, junior or equal in position to Pilar Hernandez?"
Fabio,
It was good to see you last week. I think that the meeting went very well, and that we
managed to cover a lot of ground. I have already contacted the contractor as agreed, and
I put your suggestions about delivery procedures to him.
He thought they were a good idea in principle. He suggested that we give them specific
details of what we want, and they will draw up a plan for us to consider. I said you were
sending them a more detailed outline of your proposals.
Not so much luck on the money question though. They want to charge us for anything
which was not in the original contract. But I haven't given up. I'm meeting their MD next
week to discuss our credit limit, so I'll raise the matter then.
Hope you received the action steps. Looking forward to receiving the notes you promised on how to handle next week's meeting.
With best wishes,
Robert Duner
Exercise 24.2. Underline the action steps referred to in the letter above.
SITE MANAGEMENT MEETING
17 April 2008
cc Fabio Mercotzi, Harry Gross, Pilar Hernandez
Action
• PH to contact NAK Supplies:
- changes in delivery procedures;
- to enquire about price reductions.
• PH to arrange meeting with NAK's MD to discuss credit limits.
• FM to send a more detailed outline of proposal to NAK and HG.
• HG to check how the changes affect the insurance position.
• FM to send PH notes on handling the money question.
UNIT 1 1
DIFFICULTIES
This unit deals with the heart of a negotiation, the stage where it can
all go wrong. Negotiating across cultures can often come unstuck
because of critical misunderstandings. An inability to criticize in
a constructive way is frequently at the root of these breakdowns.
Criticisms are too often taken personally and trust begins to be
eroded. The unit looks at how to handle criticism constructively
and the role of conflict in negotiations. From a language point
of view, it looks at how language can be modified to tone down
the message. Finally, there are some practice negotiations to help
students to learn to handle conflict through role-play.
The benefits of conflict could include its potential as a dynamic force, which moves the
negotiation forward more quickly and decisively. Conflict reveals the differences which
need to be resolved in a negotiation, and can therefore promote a greater understanding
of the positions of the parties involved. On the other hand, the consequences of conflict
are often destructive. Conflict raises levels of stress, which could have a negative effect
on the deal under discussion. If one or both parties take personal offence, this can lead
to a total breakdown in
communication.
Some people cannot cope with conflict and will avoid it at all costs. Others relish some
conflict and see it in a positive light as a tool to help them achieve their aims. It is therefore important to identify the pros and cons.
Before doing this unit, try to answer these questions:
1. What's your view on conflict in a negotiation? What are the risks and the potential
benefits?
2. Do you think that conflict should be avoided at all costs? Or does it have a positive
Exercise 1. Read the text and complete the words listed:
1 veteran 2 intention Stable 4 deal 5 mutual 6 negotiating 7down-to-
199
Difficulties
International Negotiations
Jack Nadel, who wrote Cracking the
Global Market, is a A of years of negotiations, here and abroad. His advice on
the subject is B and practical, and it applies both to the international field and
to the most simple of deals.
His thinking differs in marked fashion from the authors we just quoted. His
first guideline is: "Get away from the
other side of the desk. "This means ridding yourself of an adversary role. The
reality is that you have a mutual problem which you are going to solve to your C
advantage. Your D and the intention of the
person with whom you are must be to structure a deal that resolves the problem and gives
each of you what you want.
It's not always possible. When it can't be done, it's better to make no deal than to make
a poor E .
Much of your work must be done before you approach the negotiating F. You must learn
all you can about what you want to accomplish, the product, the market, and the people
with whom you will be G .
Exercise 2. Put the sections of this text into a logical order.
Visualization
a It has had different results for him. Sometimes he's gone through the visualization,
felt lousy about it, and passed on the deal.
b "I run the tape all the way through to the end - through the objections, the price
levels, the counteroffers, the reactions, the banter, everything. I do the entire meeting
in my mind."
c Note that this isn't just thinking about the meeting. It's going through it in your mind.
Then, when Nadel goes into the real meeting, it's as if he were entering it for the
second time. He says that most of the time he is 60 to 70 per-cent right as to what
happens. That gives him an enormous advantage.
d Visualization is a technique you can use that can spell the difference between success and failure. It means acting out in your mind the logical actions of what you are
going to do - before you do it.
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e "I first complete all of my homework on the deal," Nadel says. Then I turn on the
screen in my mind. I see myself entering the room where we will negotiate. I see the
people, and we introduce each other and start our conversation.
Exercise 3. Read the following text and choose the main idea of it.
Don't walk in cold
Richard Nixon may have had his faults, but the man was, without question, a first-rate
international negotiator. What made him so? "He could do what expert negotiators have
to do - he was able to see the world from the opposition's vantage point," says Dennis P.
Slevin, professor of business administration at the Joseph M. Katz Graduate School Business at the University of Pittsburgh and the former CEO of four corporations.
"As a first step to walking into any negotiation you need to learn as much as you can
about the person or organization you're negotiating with", says Slevin. "Based on what you
believe are his goals, try to anticipate the moves of your opponent, and pSan your possible
responses." If you have someone to role-play with, go through a few dress rehearsals.
"The better planned you are," says Slevin, "the more likely you are to succeed." Nixon
often did.
Exercise 4. Read the text and complete it with the correct adjectives listed below.
best, negotiating, popular, acceptable, startim
Have a solid plan
Good negotiators don't wing it. They know in advance what they'll offer, what they'll accept, and at what point the guy on the other side of the table will get to see them wiggle out
of the room. 1 negotiators also know better than to focus on only one issue-they realize it
is 2 to be able to have things to trade off.
Expert negotiator Elaine Re, 3 speaker, trainer, and president of Re Associates, a New Yorkbased management consulting firm, says that the 4 preparation for walking into any negotiation is to have a plan, which clearly lays out (for your eyes only) your issues and your 5 goals.
As part of this plan, you need to determine your "maximally 6 (but supportable) position,"
says Re. "You don't really expect to get this, but it's a 7 point for the negotiation." Basically,
it's as low / high as you can go without coming across as a lunatic-you can at least make a
halfway reasonable argument why you should get this deal. You should also have penciled
down what you're really asking for and expect to get if all goes right. You should also figure
out what your least favorable, but still 8_ position would be as well as your breaking point.
Re suggests that you prepare a matrix for yourself using the following outline.
Difficulties
201
Note: The number of issues may well exceed three.
Issue 1
Issue 2
Issue 3
Maximally Favorable (but Supportable) Position:
Really Asking For:
Least Favorable, but Still Acceptable Position:
The Deal Breaker:
Exercise 5.1. Read the text quickly and choose the best title to it:
Tricks know, the tricks of the trade,
tactics, three common ploys
Call them ploys. Tactics. Tricks. You can choose to use them or you can choose not to.
But you darned well better be aware of them-because sooner or later someone is going to
use them on you. Here, according to Elaine Re, are perhaps the three most common ploys
made in business negotiations:
1. You take a tough, even unreasonable stance while your partner portrays himself as
friendly and sensible. After hearing your outrageous demands, your partner's requests will
sound so incredibly reasonable that they are likely to be accepted. "This is the ploy most
often used because it is so effective and so hard to detect," says Re. "The other person
will never be sure it's a ploy."
How to deflect (if used against you): If you suspect that two clowns are pulling this number on you, throw it right back at them. Say, "Look, you two talk it over and work it out between you. Then come back and we'll chat. I want everybody to be happy with this deal".
2. You'd just love to make the deal, but, sadly, the person who must give final approval
isn't available. This puts you in a pretty position. The joker across the table is stuck with
whatever it he gives you, but you, sly fox that you are, get to come back at any time and
renegotiate - simply because your "boss" or "members of the board" didn't like the deal.
How to deflect: Whenever possible, try to negotiate with the person who has full authority. Perhaps you are negotiating with that person but you are being told otherwise-then,
says Re, "it's time to invent a higher authority of your own." That way, at least, the four of
you (you, the person you're negotiating with, and your two higher authorities) are all on
equal ground.
3. You say, "I really love your product and it's undoubtedly worth every penny you're asking, but my funds are limited, and I can't possibly go over $1,000, or whatever. This can be
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a sweet tactic because it sidesteps defensive justification and ugly haggling. On the other
hand, if your offer isn't taken you'll wind up eating crow to get the deal.
How to deflect:Tough. You're almost in a take-it or leave-it situation. Have a firm handle
on what you're own bottom line is, and don't cross under it. Stroll away if you need to.
Exercise 5.2. Now match the headings to paragraphs 1 -3 in the text above (Exercise 5.1.):
a The bogey tactic
c Authority limits
b Good guy / bad guy
Exercise 6.1. Read the following text and put appropriate expressions from the box in it.
Note: you should put the verbs in appropriate tense.
non-negotiable, negotiating from strength, moderated, bargaining power,
negotiating from weakness, demands, under duress, concede, back
down, climb down, give in, the dispute, confrontational, adversarial
Confrontation
Sometimes one side is in a stronger position than the other: they have more ... .(A). For
example, during a recent strike at Ocean Inc., the company was in financial difficulty and the
public was on the workers' side, so Ocean was... (B). The strikers' union knew this: they were
...(C).
The union made ... (D): objectives that were so important that they were unwilling to change
them. They wanted a 15 per cent pay increase. Later they ... (E) these demands, and said they
would accept ten per cent. However, their demand for a week's extra holiday was... (F): they
would not accept less.
Ocean said they were being forced to accept something that they did not want. They accused the union of making them negotiate ... (G)
Eventually Ocean.. .(H) to most of the union's demands and gave them what they wanted.
The media said that Ocean had ...(I), ...(J) and ...(K).
The feelings had been very strong on each side:.. .(L) was bitter, and the negotiations were
...(M)and ...(N).
Exercise 6.2.Use expressions from text "Confrontation" to complete the extracts (1-5).
Which expression best describes each of these statements about a miner's strike? Sometimes
there is more than one possible answer.
1. Of course, the companies had enormous stocks of coal that had already been produced but not sold and it suited them if there was no more production for six months.
Difficulties
203
2. The union wasn't in a good position. Apart from the enormous coal stocks, there
are thousands of people already out of work.
3. In the beginning, the union said they wanted a pay increase of 100 per cent,
and nothing less was acceptable, but later they realized this was unrealistic, and
said they would accept less.
4. Eventually the miners went back to work. The strike had produced nothing for them.
5. Of course, the mining company had been very aggressive towards the miners.
Exercise 7. Read the following text and choose the best word from the brackets (...) to
fill in the gap.
Confrontational negotiating tactics
Although using 1 (offers, tricks, falls) isn't recommended, there are negotiators who:
• issue 2 (threats, peaks, units), final offers or 3 (recommendations, offers, ultimatums):
they say that the other side must accept something, with very bad consequences for
them if they refuse.
• lie and 4 (slumps, nonsense, bluff): they 5 (demand, bluff, threaten) to do something that
they do not intend to do, or are not able to do.
Of course, you can always 6 (call, name, see) someone's bluff: pretend to believe them,
when you know they are bluffing.
Exercise 8. When negotiations get stuck, and don't progress, there are a number of
things you can do. Match each sentence beginning (a-e) with the correct ending (1 -5) into
a logical order.
Dealing with problems
a
b
c
d
e
1
2
3
4
5
Underline common ground:
Reassure the other side on key points that have been decided:
Be willing to compromise on your original objectives:
Identify the exact obstacles or sticking points:
Postpone discussions until later so that
each side can reconsider its position.
the problems that are causing negotiations to become difficult.
the areas where agreement has been reached.
be ready to accept less than you wanted in exchange for compromises from the other side.
confirm that you have not changed your mind.
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204
Exercise 9. Imagine that during the negotiations with famous company you are trying to
deal with some problems.
Match the expressions
(1-5) with the points
(a-e).
1 With currency values changing so
quickly, you want to think further about
the currency you want to be paid in.
a Underline common ground: the areas
where agreement has been reached.
2 If you can increase the performance of
the type of engine we're interested in,
we may be willing to pay a little more.
b Reassure the other side on key points
that have been decided: confirm that
you have not changed your mind.
3 Well, the currency for payment would
seem to be the problem here.
c
Be willing to compromise on your original
objectives: be ready to accept less than
you wanted in exchange for compromises from the other side.
4 We've reached agreement on the
number of engines you are willing to
buy, and that's very positive.
d
Identify the exact obstacles or sticking
points: the problems that are causing
negotiations to become difficult.
5
e Postpone discussions until later so that
each side can reconsider its position.
We've definitely reached a consensus on price - that much at least is
agreed.
Exercise 10.1. There is used with different verb forms in many expressions to talk about
problems. Arrange these words in the correct order to state problems of different kinds.
Here is one example.
1. There can much do about it we isn't
There isn't much we can do about it.
2. There's alternative no
3. There's to programme been change the
4. There left were seats no
5. There room not everybody for been have might
6. There time finish yesterday enough to wasn't
7. There's way be there time on no we'll
8. There trouble find be when out they what's happened will
Exercise 10.2. Use each of the expressions above to respond in these situations.
a) Did you book us on the 7.30 flight?
b) Why do you need to make an announcement?
c) Why are we moving to a different room?
d) Why are you still working on that today?
205
Difficulties
e) Are you going to give them their money back?
f) You don't seem very worried about the situation.
g) Why do you look so worried?
h) Why are you ringing them? It's only ten to.
Exercise 10.3. Rearrange these to make questions that contain there. Can you think of a
situation in which you might use each one?
1. other to there consider any are points?
2. calls me been have for there any?
3. else we there need talk to about is anything?
4. finance any there be problem with will?
Exercise 11. There are different ways of reacting to other people's opinions, depending
on how well you know the person and whether you agree or disagree.
If you want to agree with someone you can say:
That's exactly what I think.
That's a good point.
That's just what I was thinking. I agree entirely.
In my opinion, office workers
are not paid enough.
If you want to disagree with someone:
Quite right, I could not agree more.
Yes, I am all in favour of that.
I can see what you mean, but...
I don't think so, because...
I don't think it's a good idea...
Well, my opinion for what it's worth...
Maybe, but don't you think...?
That's true, but on the other hand...
Sometimes we agree by saying so directly:
I couldn't agree more.
I agree up to a point.
but we also agree by using a different expression with the same meaning or disagree by
offering an alternative.
We need to put money into our current products.
• Sorry, I think we need something new.
It s a wonderful deal.
• Excellent-our best deal forages.
Match the following statements with the responses below.
1.1 think it's a wonderful deal.
2. What we need to do is invest in the domestic market.
3. We need to borrow at least £20 million.
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206
4. This new model is a real breakthrough.
5. The marketing strategy is very fully developed.
6.1 think we should sell our Central London, office. The rent is far too high.
7. It would be better to move to a Greenfield site.
8. We need to put money into our current products.
9. We could consider a takeover.
10. The simplest answer is probably a joint venture agreement.
a
b
c
d
e
f
g
h
i
j
I agree with you up to a point but I think that's too much,
Sorry, I think we need something new.
No, I can't agree with you, I'm afraid. I think it'd be better to keep it.
Co-operation is the best solution, you're right there,
Excellent, our best deal for ages,
I'm afraid I think expanding exports would be better,
I'm in complete agreement. We need to relocate,
No, that's out of the question, I am afraid. The share price is far too high,
It's a very clear plan. I agree entirely,
Yes, I'm in total agreement with you there. It is a real innovation.
Exercise 12.1. The following are part of a business negotiation where an important
financial decision is made. Complete them using the correct form of these verbs:
seem, examine, bring, reject, give, choose, put, exclude, reach, satisfy
1.1 don't think that this will be particularly difficult because at least two of the five do not
the basic criteria for the contract.
2. So, are we all agreed that we are
proposals A and E?
3.1 personally feel that all of these are sound proposals but that of the three, proposal C
is the one we should
4. All in all*, then, I strongly believe that we should opt for C and I would, therefore, like
to
that to the vote.
5. So, we have now had a chance to
all the proposals in detail and it is now time
to come to a decision.
6. It is also the most detailed, which means we can
a number of other decisions
today, if we choose C.
7. Right. That
us to proposals B, C and D.
8. Our first task is to
any which are definitely not acceptable.
9.1 say this for several reasons, but mainly because C is the one which
to provide
the most flexibility in terms of both time and funding.
Difficulties
207
10. I'm thinking here of proposals A and E, neither of which
an unconditional
guarantee on the completion date.
*Notice All in all.. . This is often used to express a conclusion after several points for and
against have been discussed: All in all, I think we should opt for A.
Exercise 12.2.Now rearrange the sentences in the correct order. The first one has been
done for you:
5
Exercise 13.1. During the negotiation you have to emphasize a point using such modal
verbs as need, must, have to.
Remember Have to usually states what is necessary because of law, rules etc. Must is
often what the speakers thinks is necessary. Does that fit the examples above?
Notice in number 1 that the speaker gives the idea of real necessity by using have to.
Now complete the sentences using the following words and phrases below,
a essential
b over-emphasize
c more than anything else
d crux of the matter
e straight to the point
f emphasize
g important
h no doubt whatsoever
I.What I'd like to stress is, and I can't
this enough, that sales have to
improve and they have to improve now.
2.1 firmly believe that what you need
is a complete reorganisation of your
sales department.
3. It is absolutely
to have an effective sales team. And salespeople must
have had effective training.
4. The
is that you simply aren't aggressive enough in your approach to
selling. To sell you have to push and push hard.
5.1 really must stress that the most
thing at this stage is not the advertising
campaign but the way that we train our salespeople.
6. Advertising is one thing, but there is
that having good people on the
ground is the key to increased sales. You must have good people, who are trained and
motivated.
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208
7. Let me get
We need action and we need it now.
8. It's impossible to
the importance ot the role played by the sales team, and
to get the best out of them they need incentives. A bonus scheme is not essential, but
it must help.
Exercise 13.2. Find six expressions above used to introduce and emphasize the speaker's
comments,
e.g., 1. What I'd like to stress is ....
Exercise 14.1. As you know it is very important to show your partner how you are standing your ground. In these sentences you can find useful expressions to show how you will not
change your position, e.g., Take it or leave it.
Complete the sentences below using the following words:
up to a point, limit, unacceptable, final, bottom,
moving, clear, unable, leave, position
1. We've considered your offer very carefully, but I'm afraid we're
to accept it.
We're sticking to our original position.
2. I'm very sorry. This is really the
line. This is the cheapest offer I can make and
I simply can't go any lower.
3. I'm afraid that we are not able to meet the conditions that you have just outlined. We
are prepared to be flexible
but we really cannot accept those conditions.
4. I'm sorry but we can't accept that. Our
is clear and we have explained it to you
several times before. If you want these negotiations to continue, then there will have to
be some concessions on your part.
5. We have made all the concessions we can make in this matter and we can go no further. This is our
offer.
6. I'm sorry, but we're not
on this one. We have already offered you the cheapest deal possible and it's impossible, I repeat impossible, for us to offer you any more
discount.
7. We have made our position
to you on several occasions.
We are not prepared to accept a lower price. I'm very sorry but that's the way it is.
8. I'm sorry, but this is really very simple. The time clause is
to us and we are not
prepared to change our position on this.
9. Look, we can go this far but we can't go any further. We have already made several
concessions, but we have now reached the
10. I'm sorry, but this is our position. As far as I am concerned, this is non-negotiable. Take
it or
it.
209
Difficulties
Exercise 14.2. Complete the following verb + noun expressions trom the sentences above.
1. make an
2.
the conditions
3. offer a
4
fi
... concessions
... your position
... a discount
7. accept a
8. continue
9. consider an
Exercise 15.1. When responding to questions at this stage of the negotiation it is important to distinguish between answers which give factual information and those which are
more non-committal.
Questions for information
Factual answer
Roughly how much titanium dioxide do you normally order in a
year?
About 4,000 metric tons.
Questions about emphasis
Factual answer
Non-committal answer
Non-committal answer
It's our top priority. It isn't important to us.
How important is the environmental issue to you?
Non-committal answer
Well, it's certainly something that we can't
afford to ignore (we have to take into consideration).
So, when answering questions about your needs, you can either
• give a factual answer or
• avoid committing yourself.
Now read the following extracts and answer the questions. Put " + " in one column.
Extract 1
Leo Fried: Well, first of all, roughly how much titanium dioxide do you normally order in
a year?
Tom Hall: About 4,000 metric tons - that's overall. So, round 800 tons for the export
market at present. Probably more next year.
Extract 2
Leo Fried: Can I just move to another question? How important is the environmental
issue to you?
Tom Hall Well, it's certainly something that manufactures can't afford to ignore these days.
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210
Extract 3
Tom Hall: So, what can you offer us, Leo?
Leo Fried: That would depend on several factors. Can you give me an idea of what
quantity you might be interested in buying from us?
Tom Hall: Initially, the 800 tons for the export market, and up to 20 per cent of our requirements for the US market So about 1,400 tons.
Leo Fried: Well, in that case...
Answers
Factual Non-committal
a. Leo Fried asks Tom Hall about quantities. Hall's answer is:
b. Leo Fried asks Tom Hall about the environmental issue.
Hall's answer is:
c. Tom Hall asks what Leo Fried can offer. Fred's answer is:
d. Leo Fried asks Tom Hall about quantities again. Hall's
answer is:
Exercise 15.2. The supplier will often ask questions to get more information about the
customer's needs and the emphasis placed on different factors.
Leading in to the questions
Can I just ask you a few questions about your purchasing policy?
about your basic requirements?
Can I just move on to another question?
Asking for approximate information
Roughly how much do you order in a year?
how many deliveries do you have in a year?
Can you give me an idea of what quantity you might be interested in?
how many items you might want each month?
Asking about emphasis
How important is the environmental issue to you?
What emphasis do you place on after-sales service?
Checking assumptions
Does that mean...?
When you say your prices reflect the investment, do you mean that...?
your production process is clean,
Difficulties
211
The questions and expressions below come from negotiation between a supermarket
chain and a coffee supplier. Match the questions and expressions with the purposes on
the right. Follow the example.
Questions / Expressions
a Roughly how much coffee do you buy per year?
b When you say a number of suppliers, do you mean a fixed number of regular suppliers?
c Can I just move on to another question?
d Roughly what percentage of your annual requirement is for premium coffee?
e Can I just ask you about your buying policy?
f What emphasis do you place on quality in relation to price?
Purpose
1. Leading in to the questions.
2. Asking for approximate information.
3. Asking about emphasis.
4. Checking assumptions.
Exercise 15.3. These are ten exchanges from the negotiation between the supermarket
chain and the coffee supplier. Put them in the correct order.Follow the example.
Note: There are phrases from the negotiation.
a. Can I just move on to another question? What emphasis do you place on quality in
relation to price?
b. Around 1,000 tonnes in total from a number of suppliers.
c. Roughly what percentage of your annual requirement is for premium offee?
d. Yes, of course.
e. I see. When you say a number of suppliers, do you mean a fixed number of regular
suppliers?
f. It depends on which target group we're aiming at. Quality is our top priority if we're
buying for the premium coffee market.
g. Can I just ask you about your buying policy? (1) (START)
h. In the region of 10 percent,
i. Roughly how much coffee do you buy per year?
j. No, but there are some which we do use regularly.
Exercise 16. You are responsible for logistics and distribution in your company. You are
having a meeting with a computer expert who is interested in selling you a new data processing system for your warehouses. Her part of the conversation is in the picture. Study
the interaction plan below and prepare what you want to say.
212
Unit 11
YOU
The computer expert starts YOU
Asks for information.
Asks for information.
<
Give factual answer: approximately 50,000.
-<
Give non-committal answer: not same for all
product lines.
Asks about emphasis.
Give non-committal answer.
COMPUTER EXPERT: So, you told me before that you've got 20 warehouses. Can you give
me an idea of how many items you have in stock at any given time?
YOU:
COMPUTER EXPERT: And is that distributed evenly over the entire country?
YOU:
COMPUTER EXPERT: I see. And another thing. How important is system security to you?
YOU:
REPLIES
1. - Well, it's certainly something that we can't afford to ignore.
2.-Yes, about 50,000 items.
3. - That depends on the product line.
When you are ready, complete interaction using the replies in the box and play the role
of the Distribution Manager.
Difficulties
213
Exercise 17.1. Below are two advertisements, one for an American airline, and the other
for a German airline. These advertisements reflect certain cultural orientations. Read the
advertisements and then answer the questions below.
JUST BECAUSE YOUR SEAT HAS A NUMBER.
DOESN'T MEAN YOU SHOULD BE TREATED LIKE ONE.
'Use Passenger Names'
This reminder appears on virtually every page of the Delta Air Lines Stewardess Training
Manual.
We believe a cup of coffee leaves a nicer taste in your client's mouth when it's given to
them by name.
It's just one of the personal touches we encourage from everyone at Delta, from the
ground staff to the Captain in command of your client's flight.
Of course, caring and consideration can't be taught. It's something you either have or
you haven't.
We think it helps that our home is Atlanta. People from the South tend to have a lot of
outmoded ideas about service.
They haven't yet learnt how to fake a smile. They haven't cultivated the attitude that by
serving you they're doing you a favour.
But don't take our word for it. Any airline can claim service. At Delta we have the facts
to support it.
Delta has been number one in passenger satisfaction among major US airlines for the
past 15 years.
However, in-flight service and experience don't count for much if the plane isn't going
where your clients want to be.
Delta has non-stop flights each day from London Gatwick to Cincinnati and Atlanta. Our
US gateways arc so convenient your clients will literally fly through customs and immigration.
Unit 11
214
Before we buy a new plane, we improve it. Lufthansa.
LUFTHANSA
Many people feel that the term "German engineering", and the perfection that goes
with it, is somewhat overstated. But that is one accusation we've always been happy to
accept when it comes to our aircraft and your peace of mind. Because that's an area
where we refuse to overlook even the slightest detail. Take, for instance, the new Boeing 747-400. We've invested more than 20,000 engineering hours in it. A long list of
fundamental features, such as the cockpit concept, can be traced back to our recommendations. And altogether over 400 detailed improvements are the result of our close
cooperation with the manufacturer. But even that isn't enough: on the new 747-400,
our technical teams carried out over 1,000 additional checks on top of the manufacturer's own quality control. There's probably no other airline in the world which inspects
and controls its technology, its equipment and its aircraft systems more meticulously
than Lufthansa. For example, Lufthansa was the world's first airline to practice a radical
and far-sighted technology that checks the health of our engines every second they're
in flight. And every new piece of knowledge is immediately translated into new improvements, which add up to our philosophy of uncompromising quality and perfection.
Perhaps we really are too exacting, but we believe we owe that to you and our good
name.
Exercise 17.2. Read the texts again and answer the questions below. Compare your
ideas with those in the key.
a. What is the basic difference
in advertising
approach?
b. What are the implications of this difference for the questioning stage of a negotiation?
Exercise 17.3. Read the following text and complete interaction from the box.
service, advertisement, questions, customer, international, presentation,
technical, emphases, personal, features
Different national cultures place different ...1
on the main selling features of a
product or...2.. . The advertisement for the American airline, Delta Airlines, which was
designed for a British target audience, stresses
3.... service and benefits to the
customer. The ....4.... for Lufthansa, the German airline, talks about
5.... features
and exemplifies these features by quoting relevant facts.
Clearly, when preparing for an
6.... negotiation, it is important to take into account
differences of this kind. This is particularly important when working out the focus of ..7....
215
Difficulties
to establish... 8.... needs. An American or British buyer may expect lots of questions from
the seller before any ....9.. of benefits is made. A German buyer may expect a clear and
factual presentation of technical ....10.. supported by concrete examples but relatively
few questions about needs.
Exercise 18. a) First complete the explanations by filling in the missing prepositions,
b) Match the decisions with the explanations.
DECISIONS
1. After due consideration, we have decided to give the job to Ms Brookside.
2. We have finally decided to locate the new factory in Southampton.
3. We regret that we have no option but to close our office in Brussels.
4. We have reluctantly decided to dispense with the position of Marketing Director,
Northern Europe.
5. Unfortunately, we have had to take the decision to terminate our contract with you.
6. Some difficult decisions have had to be made and we feel that it is in our best interests to abandon the JZ research project.
7. We have decided that the best option is for our two companies to merge.
8. We are delighted to announce that the shareholders have decided to accept our offer.
EXPLANATIONS
a. This is due to the sharp downturn
the market, particularly in Scandinavia, and
also to the fact that a streamlining of our European operations will mean that we will
need fewer people
this sector.
b. They took the decision
the basis of an improved offer that made our package
impossible to resist. We are sure that this decision will benefit all concerned and that
the new, enlarged company will go
strength
strength,
c. We felt that she was the most able of the candidates
the short list and it is clear
that she has skills
precisely the areas we need.
d. Despite our long co-operation
you, we have grown increasingly dissatisfied
the quality of the goods you have been supplying and, as a result, we have been
forced to seek an alternative supplier.
e. We took this decision because we felt that it had considerable advantages
the
other possible sites
the first place, it is centrally located. Secondly, transportation links are good, and, thirdly, it is the cheapest alternative.
f. The decision was taken
the basis of economic factors. Rents are increasing all
the time, and we recently received a demand for a 30% increase for the next 5-year
lease. This is simply not justifiable
financial terms.
216
Unit 11
g. We felt that it was becoming more and more expensive and it was difficult to see
when we would get a return
our investment. The project is still several years
the development stage and we feel that it is now time to cut our losses.
h. The reason for this is that we are currently competing
each other in a shrinking market. To retain our market share we need to co-operate
each other and
improve the quality of our products.
Exercise 19. a) Complete the sentences below using the following words:
satisfied, specific, frank, dissatisfied, happy, impressed,
appalling, surprised, helpful, unreliable
SALES REPRESENTATIVE
1. As I said, this is very unusual. I'll have to check this when I get back.
2. I'm sorry to hear that. Can you say why you are
?
3. I'm very surprised. Most of our customers say how
they are.
4. Only 'reasonably satisfied'. It sounds as if you've had some problems. We don't get
many complaints about our products.
5. One of the main reasons for my visit here today is to get some feedback so, first of all,
can you tell me if you are
with the products and service we provide?
6. Really? I'm very
to hear that. Could you be more?
CUSTOMER
7. Well, to start with, your back-up and maintenance is
8. To give you one example, whenever we contact you to call out a maintenance engineer,
we find the staff very unhelpful.
9.1 think you should, because we are very
with most other things but we have
had problems with maintenance visits.
10. No, I believe you. Our problem is with the quality of your service and, to be absolutely
we are not
with it.
11. That's not our experience. It's very difficult to fix an appointment, and the engineers
are often extremely
They simply don't turn up and we have to go through the
whole process again.
12. Reasonably satisfied, I suppose.
b) Now rearrange the sentences above to make a complete dialogue between the Sales
Representative and the Customer.
217
Difficulties
Exercise 20.1. Complete the questions below, using the following words:
|
clarification, particular, exactly, clear, precisely, specific
|
1. Are there any
regulations we need to know about?
2. Could you be more
in particular, the amount of investment you expect from us?
3. We would also like some
of the time scale you envisage.
4
how many people will be involved at our end?
5. What
do you want? I mean, you haven't actually said what sort of return you're
expecting.
6. One final point. We are not
about the total amount of money needed to finance
the project. Are you sure that there are no hidden costs here?
Exercise 20.2. Complete the sentences below using the following words:
answer, concerned, simply, precise, exact, need
a. Well, I'll be as
as I can at this point. We anticipate that the whole project will
be completed by the end of next year at the very latest.
b. As far as we are
everything has been cleared with customs and our lawyers
see no problems.
c. If I can be more specific, what we
is a deal which guarantees at least a 20%
return on our investment.
d. Let me give you a categorical
The total investment is £800,000 and we do
not anticipate any extra costs.
e. To put it
we will need just two people - the Financial Director and the Project
Manager.
f. If you want an
figure, we would expect your investment to be no less than 25%
of the total investment in the project, i.e. £200,000.
Exercise 20.3. Match the questions in Exercise 20.1 with the answers in Exercise 20.2.
Exercise 21. a) Make complete sentences from the following notes:
1. if / price of oil / rise / price of petrol / usually / rise / too
2. if / price of petrol / rise / transportation costs / also / rise
3. if / transportation costs / increase / price of consumer goods / tend to go up
4. when / price of consumer goods / go up / inflation rate / also / rise
5. if / inflation rate / rise / bank / tend to raise / interest rates
6. when / bank / raise / interest rates / value of pound / tend to / increase
7. if / pound / rise / value of dollar / tend to fall
8. if / value of dollar / fall / government / receive / less income / North Sea oil
218
Unit 11
b) Look back and find a verb which is used 4 times in the examples to say what usually happens. It is a useful word in business; because it leaves you room to change your position a
little in a discussion:
If a public holiday falls on a Thursday, people (tend to) take the Friday off and make a long
weekend.
Exercise 22. Decide whether these sentences represent a rise or a fall, and whether that
rise or fall is small or large. The first one has been done for you.
In conditional sentences, note that will is very rare in the if-clause.
1. The price of oil shot up recently, large rise.
2. Share prices on the London Stock Exchange slipped back a little yesterday.
3. The price of gold has slumped in recent weeks,
4. Shares soared when news of the takeover bid was made public.
5. There has been a slight increase in sales during the past six months.
6. The share price plunged when the takeover bid was rejected,
7. Commodity prices rallied slightly last week.
8. The pound was slightly stronger yesterday.
Exercise 23. Read the following text and answer the questions after the text.
How to avoid difficult situations in negotiating
Most negotiations are conducted with a view to reaching a compromise agreement.
Both parties together move towards an outcome which is to mutual benefit.
This is a range of tactics which can help conduct negotiations.
It's no use immediately discussing business matters. The topic at the outset of negotiations should be neutral, non-business. It could be immediate experiences, the sort of
journey the visitor has had; football, ice hockey, the morning's newspaper headlines, common interests, etc.
Five per cent of the negotiating time is devoted to breaking the ice. The two parties
adjust their thinking and behaviour - to one another.
If you want to follow the reaction of your visitor introduce in your speech the question "Agree?"
At the very beginning of the talks gets agreement covering the purpose, plan, and
agenda of a meeting.
Here is some advice to a negotiator.
1. First discuss major items, then minor items,
2. Follow the headlines of the plan one by one.
3. Come over to the next point after you have resolved the previous one.
There are always differences of view between the parties.
Difficulties
219
Here is some advice on problem-solving tactics.
1 Present a problem in general and obtain the other party's view on it.
2. Look together at the possibilities of joint advantage.
3. Suggest practical actions to resolve a problem.
If negotiations are difficult and you are in a deadlock, take time-out. It'll help you build
bridges between yourself and your partner when you resume negotiations. And if you want
to avoid mistakes in negotiating, ask some help from people involved in negotiating:
Team leader
Production people
Financial managers
Commercial managers
People with technical expertise
Questions
1. What is the purpose of business negotiations?
2. What should be the topics at the outset of negotiations?
3. Why is it important to break the ice?
4. What are the tactics of conducting negotiations?
5. How should parties come out of a deadlock situation?
6. What would you say to your partner at the very first moment of the talks?
7. How would you break the ice if
- you see your visitor for the first time?
- your visitor is your long-standing partner and you know his family and his hobby?
8. What would you say at the close of the talks if
—you have come to a compromise?
-you've failed to reach a compromise?
Exercise 24.1. Imagine that you are listening to the negotiation. Here are the participants
of the negotiation.
The negotiation
Andrew Carter
Karen Black
Flora Quaintly
Sean Morrissey
is Export Sales Manager for Okura IT. He
starts to feel his position is under threat.
is a Project Manager
at Okura IT. She is
beginning to get a bit
frustrated with Scan
and even sometimes
with Andrew.
is the current IT Manager at Leaven. She
wants to make sure
a positive atmosphere is maintained.
is from Leaven's Chicago office. He thinks
the negotiation is getting stuck and plans
to shake it up.
Unit 11
220
They are discussing the issue of identifying what is support work and what is project
work. If Leaven opt for a Level B contract, additional project work will be invoiced on top
of the basic contract. Leaven feel that it is open to abuse and would like to drop the idealogging additional project work.
1) So, read dialogue 1
a) from the beginning to the point where Karen and Andrew leave the meeting room and
answer the following question:
Why does Karen call for time-out?
b) from the point where Karen and Andrew leave the meeting room to the end, answer the
following question:
What do Francoise and Sean disagree about?
Dialogue 1
Andrew: We'll draw up a schedule of projects, which we both feel need to be carried out
over the following year. These could be introducing new software, training, hardware
upgrades...
Sean: Yeah, but how do we know when your guys are doing support work and when
they're doing project work?
Andrew: I think we will all know what type of work ...
Sean: I don't think so. It will be in your guys' interest to log support work as project work
and charge us for it at the month end,
Andrew: Sean, I'm interested in a partnership - based on trust.
Sean: Great idea! Andrew, but you won't be on site working here, will you?
Andrew: Me, personally, no. I don't see your point.
Sean: My point is that we won't know what your guys are doing.
Andrew: But we're going to appoint a manager from your staff.
Sean: Look Andrew, I've seen hundreds of these projects, and there's always room for
manoeuvre. You haven't got a whole lot of experience in this type of contract.
Andrew: Sean, I've been in this industry for fifteen years. I really don't see how you can
call me inexperienced.
Karen: Andrew, I don't think Sean was saying that. Can I suggest we take a break.
Flora: Yes. A good idea, Why don't you go next door? There is coffee if you need it,
Sean: Coffee will be the last thing he will need.
Flora: What are you trying to do, Sean?
Sean: What am I trying to do? I was just getting them right where I wanted them when
you let them call a time-out.
Flora: No. I will have to work with these people and I want a positive relationship. I don't
see what we achieve by getting personal.
221
Difficulties
Sean: It's tactics, Flora. They were getting too comfortable there. It was time to shake
them up.
Flora: That may be the way you do things, but it's not the way I run things in my department.
2) Read dialogue 2 and answer the following question:
What's the difference in Sean's approach to this time?
Then find in the dialogue the moment where Karen and Andrew leave the meeting room
to the end and answer the following questions:
What are Sean and Flora talking about?
What's the difference in their approach?
Dialogue 2
Andrew: So we'll draw up a schedule of projects, which we both feel need to be carried out over the following year. These could be introducing new software, training,
hardware upgrades...
Sean: Sorry to interrupt, Andrew, but I still need to know when your guys are doing support work and when they're doing project work.
Andrew: That does need to be clarified.
Karen: What if we put something in the contract?
Sean: That'd be a start. It's more the logging I worry about. You know if one of your guys
has spent a couple of hours sorting out a problem with one of the PCs and then an
hour back on our customer databases, won't he just think: 'Well, that's three hours
of project work'?
Andrew: I hope not, Scan. Our team will be working to your budget.
Sean: I know that, Andrew, but who's going to supervise all this?
Andrew: We have talked about taking on one of your team as our IT manager.
Sean: Yeah. But you're still gonna bill us from the UK. It'll all be down to your log.
Andrew: So it's the accuracy of the log that's worrying you?
Sean: Yeah, that and the lack of experience here. Please, don't get me wrong. It's the
people on the ground I'm worried about. We all know there can be a lot of room for
manoeuvre with these contracts,
Karen: I think I see what you're getting at, Sean. Can I suggest a break? Andrew and I
need to talk this through a bit more.
Flora: Good idea. Please use the room next door. How do you think it's going?
Sean: OK. This logging business could be a nightmare though. We've got to find some
way to make them drop it.
Flora: Their Level A option does that.
Unit 11
222
Sean: Yeah, but the cost of it. It'd be great if we could push them towards a global price
for support and minimum project work.
Flora: Could we suggest it?
Sean: No. Let's see what they come up with.
Exercise 24.2. Sean's approach is very confrontational. He comes from a business culture where aggressive tactics arc justified if they achieve their ends. Flora, on the other
hand, comes from a working culture which is much more collaborative, placing importance
on harmony. Learn about the following people and try to choose which of these negotiators
you most identify with.
Sharon Stacey works in Klein and Belaby's International Mergers and Acquisitions
group. She has a reputation for being one of their toughest negotiators. She has fought her
way up in a male-dominated world and has an assertive style of negotiating. She is very
task-orientated and pushes for results as quickly as possible.
Tom Gunnarson has a reputation for being a 'Mr. Fix-it'. He speaks six languages and
has lived in both the United States and Thailand. He is well liked by all his staff. He has
negotiated contracts for a multinational metals company all over the world. He is known for
his patience. His negotiating style is slow, deliberate, and aimed at maintaining harmony.
Patrick O'Brien runs his own multinational consultancy company. He has a reputation
as a skillful and resourceful negotiator. He always researches in depth before a negotiation
and prides himself in being as well prepared as possible. His background is in the law and
he is known to have a meticulous eye for legal detail.
Loon Hook is a successful entrepreneur based in Singapore. He always spends time
getting to know his business partners and places great value on the strength of family and
personal relationships. When it comes to negotiating, he is clear about what he wants to
achieve, and will pursue his objectives single-mindedly.
Exercise 25. Look at the picture below and find which of the following statements you
agree with.
Exercise 26.1. Read the following extracts from negotiations. In each case, decide whether the approach is confrontational or collaborative. Put (+) in the appropriate column.
extract
one
two
three
four
confrontational
collaborative
Difficulties
223
I hate it when people get aggressive in
negotiations, it's just
not...
Even when i'm being confrontational,
am never personally involved, its just
tactics.
If you've got a good relationship, the negotiation is already half way
to being successful
When people start
criticizing, its hard not
^ ^ ^ ^
to take it
personally
Being aggressive
is a perectly valid
way of getting
what you want
v
if you ve got a tough negotiation ahead, the last
thing I want is to socialize
with these people.
224
Unit 11
Extract one
A: I'm afraid we're all going to have to accept cuts in our budgets. There's no way of
avoiding it.
B: Well, you can cut my budget if you want, lust don't expect the sort of sales I've predicted, that's all I'm saying.
A: Charles, we are trying to make this decision in as constructive a way as possible.
B: I'm not being destructive. I'm just saying if you touch my budget, sales will go down.
If that's what you want, fair enough. I agree to a cut in my budget.
Extract two
A: What about you, Marta?
C: Well, I can see we need to share the cuts across the company, but we also have to
decide what is essential and what is more peripheral.
B: Well, I can't see what's more essential to the company than sales.
A: Just a moment, Charles. Let's hear what Marta has to say.
B:What she said is that we have to decide what's essential and what isn't. And it's
completely obvious that a cut in her training budget is less damaging than a cut in
my sales budget.
C: I'm sorry, but I don't see it that way. I've got a relatively small budget, but it's a key
element in the development plan.
B:Sure, sure, but some of the training you organise is hardly central. I mean, assertiveness training what's that all about?
Extract three
A: OK, Marta, let's come back to your budget.
C: Before we make a decision, I'd just like to emphasize that training has been central
to the positive changes we've made in the last couple of years.
A: Yes, you're right of course. But I think we'd all agree that a delay in some of the training programmes wouldn't necessarily be too critical to the business.
C: There may be one or two programmes we could put back, but I'm not sure...
Extract four
A: Dan, I'm afraid it's your turn. I'd like to look at the IT budget. Now, I know we've had
a lot of investment over the last few years in this area.
D: That's true, but it's very much part of a long-term plan. The upgrading of the system
as started three years ago, and we're about sixty per cent of the way through. In my
opinion, it would be disastrous to call a halt at this stage.
A: Nobody is suggesting we should call a halt. It's more a question of rescheduling.
225
Difficulties
Exercise 26.2. Look through the extracts again and fill in the gaps to complete the
sentences.
a. Extract one use of threats
If you
sales
b. Extract two balanced argument
Well, I can see
but we also
c. Extract three personalized criticism
Sure, sure, but some
I mean,
d. Extract four use of would /could/ may
But I think we'd all agree
There may be
Exercise 27.1. Modify the following remarks using one or more of the techniques in the
box about Downtoning. There may be more than one possible answer.
Modifiers
Perhaps/Maybe
Perhaps we should consider reducing...
Maybe you could cut down ...
Perhaps you have more staff than you can
really afford.
Maybe we should rethink the question of...
Use of negatives for modifying
It won't be too expensive if...
(it will be cheaper)
Cutting here will not be too critical.
(it will be fine)
It won't take so long if...
(it will be quicker)
A bit/just/a little
If you could just offer us...
That's sounds a bit too risky.
I think those figures are a little optimistic.
We need a little bit I more time/money.
Use of I'm afraid
I'm afraid your prices are a bit high.
I'm afraid we can't offer any more than
that
Use of would/could/may
Perhaps we could all think about...
Wouldn't we all agree that...?
T here may be one or two ...
Intonation plays a very important role in
Downtoning.
1. Your prices are a bit high,
(single pitch, serious)
Your prices are a bit high,
(rising intonation, positive tone)
2. Wouldn't you agree?
(falling tone, threatening)
3. Wouldn't you agree?
(rising tone, encouraging)
226
Unit 11
For example: Your labour costs are too high.
I'm afraid your labour costs are too high.
Or Your labour costs are a bit too high.
a
b
c
d
e
f
g
h
We must cut the advertising budget,
PR expenditure is much too high,
You need to analyse your costs in more detail,
There is no room for any cuts in my budget,
Don't you agree we should cut this budget?
You should read the proposal properly,
Look at page thirty-two of the document,
How can you make such a poor offer?
Exercise 27.2. Use opposite adjectives to soften the following remarks.
For example:
This is a very unproductive meeting.
This meeting could be a bit more productive.
a
b
c
d
c
f
This is the worst food I've ever tasted,
Don't be so late tomorrow,
How can your forecasts be so unreliable?
You really are very inexperienced,
Your quotation is much too expensive,
Your financial position is insecure.
Exercise 30. Work with a partner to write a dialogue using the prompts below. There is a
conflict between the Production Planning Department and the Purchasing Department due
to a large surplus of expensive electrical components lying in the warehouse. Use as many
modifying structures as you can to downtown your language and defuse the conflict.
Student A
You are responsible for Production Planning. You cannot understand why your department is paying storage costs for a large quantity electrical components you do not need.
Due to a cancellation of a customer order you recently had to reduce production and you
have used fewer components than originally predicted.
Student B
You work in the Purchasing Department. You are responsible for ordering these electrical
components, but you calculated the side of the order according to the output schedule
Difficulties
227
given to you to in Production. You always order extra and a long time in advance because
these particular components are difficult to get and the orders take a long lime to arrive.
Student A
Student B
1. Too many components. B over-ordered.
Purchasing Dept. is badly organized.
3. Losing money now for storage-expensive
because components are fragile and must
be kept in special conditions. Warehouse
is crowded. No room for other orders.
5. Purchasing is badly informed. Large
customer order was cancelled. Production had to reduce output.
7. Purchasing is unresponsive. Production did not know if the message was
received or not.
2. Production Dept. is badly informed. Ordered extra because there are problems
in supply. Long delays waiting for orders.
The company loses money,
4. Surplus because Production has not used
as many components as it predicted. A's
predictions for this year inaccurate.
6. Purchasing received this information too
late. Production is too slow at giving information.
8. Production and Purchasing must think of
ways to improve communication.
UNIT 1 2
Closing the negotiations
The gains ofa successful negotiation can diminish ifthe negotiation
is not concluded effectively. This final unit aims to raise awareness
of the issues that need to be covered when concluding a negotiation,
and to equip you with the skills and language to do so competently
and confidently.
This unit looks at vocabulary and structures for summarizing and
agreeing follow-up action - two important steps — in the effective
conclusion of a meeting. It is concerned with two very different
common negotiating philosophies. One sees the negotiation
as an end in itself, the other treats negotiations as the starting
point for a longer-term relationship between the supplier and
customer.
Before doing this unit, try to answer these questions:
1. What can cause negotiations to fail?
2. How important is it to maintain a positive tone throughout the meeting?
3. What should happen at the end ot a negotiation?
4. What issues do you need to agree on before closing the meeting?
Exercise 1.1. At this stage of the negotiation it is important to summarise what agreements have already been reached and what responsibilities have already been assigned. It
is also important to identify any areas which have not yet been agreed on and any further
action which needs to be taken. Finally, any points to be dealt with at the next meeting
should be summarised, and a date fixed. It is also helpful to check that there is nothing
else which the other side wishes to add.
Now read and learn the following in the table below.
Introducing the summary
Perhaps I could just summarise our
conclusions
agreements
decisions
so far.
Closing the negotiations
229
Summarising agreements and responsibilities agreed to...
You've
We've
agreed to...
As we agreed,
we'll
you'll
take care of...
be responsible for...
deal with ...
Identifying the areas which have not yet been agreed on
There are
a couple
of some outstanding points.
The question of... remains to be clarified.
Identifying action to be taken
We'll
You'll
set up a meeting ...
get further information about...
By our next meeting you'll have worked out the joint programme ...
modified the technical drawings ...
Summarising points and setting a date for the next meeting
We'll discuss the questions of... at our next meeting on ...
Checking
Have I covered everything?
Is there anything else you'd like to add?
Exercise 1.2. Read the following extracts and complete the missing words in them.
Notes will help you to do this exercise.
agreed to, summarise our conclusions, outstanding points, remains to be
clarified, from our side, we've agreed to, As we agreed, we'll take care of,
we'll set up, you'll have worked out, we'll discuss, Have I covered
Galina: Perhaps I could just
1
so for. You've 1) Introduces the fact she
wants to summarise
2
purchase a factory building of 3,000 m 2
in the Freeport area, and to employ 500 people in this 2) Summarises the agreements made by AG
factory, starting in October of next year.
company
Schüler: That's correct, yes.
Unit 12
230
Extract two
Galina: Fine. And
3
give you a capital grant 3) Summarises the agreements mady by the TT
of 45 per cent towards the purchase of the factory.
company
,...4
the infrastructure, and the factory will be
4)
Recaps on the TT's
fully serviced with telecommunications, electricity, waagreed responsibility
ter and soon. We're also pleased to note that you've
reached a separate agreement with Irish Electrical Systems for the supply of components.
White: Yes, we're very satisfied with the result of that negotiation.
Galina: Good. So, there are a couple of
5
The
question of the Irish contribution to the training programme ....6
In order to do this, ...7... a meeting
for you with representatives of the government training
authority, so that by our next meeting
8... the joint
programme and we'll then be able to make a final offer
on the training grant.
5) Introduces the areas
which have not yet
been agreed upon
6) Identifies the first area
7) Identifies an action point
8) Identifies an action point
to be completed before
the next meeting
Schuler: Yes, that would be very helpful. One other thing - we haven't talked in any
detail about recruitment so far. Can you offer any help with that?
Galina: That is a good point. 1 could also arrange a meeting for you with staff at the
Regional Technical College where young technicians are trained. In fact, it might
be a good idea if you had a talk with them before you met the government-training
experts. Shall 1 arrange that?
Schuler: Yes, that seems like a good idea. Thank you.
Galina: Fine. So, ...9... the questions of training, re- 9) Summarises the points
cruitment, and also the trade union, in greater detail
to be discussed and the
at our next meeting on the third of February. ...10...
date for the next meeting
everything?
10) Checks that nothing
has been left out
White: Yes, that seems to be all.
Galina: Well, in that case, let's go and have a drink together before lunch.
Exercise 2. You are working in a big company. Your company and company ABC are
reaching the negotiation about setting up a production plant in Ukraine. As you know at the
end of a negotiation the participants usually summarise what has been said.
Closing the negotiations
231
Write what you would do if you have to:
Instruction 1: Introduce the summary.
Instruction 2: Summarise the agreement on orders.
Instruction 3: Summarise the agreement on investment in production equipment.
Instruction 4: Identify the action to be taken concerning production equipment.
Instruction 5: Summarise the agreement on training.
Instruction 6: Identify the area which has not yet been agreed on.
Instruction 7: Summarise the points and set a date for the next meeting.
Instruction 8: Check that there is nothing else which ABC company wants to add.
Exercise 3. Read the following text, then complete the extracts using word combinations
from this text.
Agreements and contracts
An agreement of any kind is a deal. When you reach an agreement, you can talk about
clinching a deal or closing a deal.
A bargain is also an agreement reached through negotiation. People who get what they
want in a negotiation are said to drive a hard bargain.
An agreement may be in the form of a contract.
'Contract' is used in these combinations:
A/An
employment
labour (BrE)
labor (AmE)
oral / verbal
binding
legal
commercial
contract
1. Buyer and seller enter into a legally
2. This company is bidding for a
•
is about what someone has to do in their
job, or about what a particular group of
employees have to do.
• is not written down.
• forces both sides to carry out the actions
that they had promised
•
to carry out by law.
is about buying or selling a product
contract once an offer has been accepted.
contract to supply cars to Bristol.
3. If two people have agreed on something and signed a sheet of paper, is that a
contract?
4. Peters claimed that Stuffer was only an employee in his company, but Stuffer asserted
that an unwritten,
contract made them partners.
5. She had an
contract due to expire later in the year and wanted to take time
off work to have children.
232
Unit 12
Exercise 4. The negotiations are ending. Read and learn the following statements.
Checking the deal
It's important to check the points of an agreement to avoid misunderstandings. You
could say:
• Let me just go / run over (repeat and summarize) the main points.
• On A, we agreed that...
• As far as B is concerned (in relation to B), we agreed ...
• We still have the question of C to settle (decide and agree on).
• And there's still the outstanding (remaining undecided) issue of D.
• We'll send you a written proposal.
• We'll draw up (write) a contract based on those points.
• I think that covers everything.
Now arrange the phrases the negotiator uses to close negotiations in the correct order.
1 Let me just run over the main points. On engine quantities,
2.1 think that covers everything.
3. If you agree to the proposal, we'll draw up a contract based on those points.
4. Payment to settle, and there is also still the outstanding issue of documentation.
5. We agreed that you would improve the power of the engine by ten per cent.
6. We agreed that you would supply us with 120 units over four years. As far as performance is concerned,
7. We still have the question of the currency for
8. We'll send you a written proposal on these last two issues.
Exercise 5.1. Read the following text and complete it.
mediator, stalemate, deadlock, mediation, settlement,
irreconcilable, differences, arbitration, cooling-off
Deadlock and mediators
Every year in Baseland there are negotiations between the baseball players' union and
the baseball team owners about pay and conditions for the coming season. Last year, after
months of negotiations, there was ...1...: the negotiations broke down. Some commentators said there was . . . 2 . . . ; an impasse: a situation where no progress could be made.
There were ...3... between the two sides and it was impossible to reach an agreement.
The baseball players went on strike.
The two sides agreed to bring in a ... 4..., someone from outside to help restart the negotiations and bring the two sides closer together in a process o f . . . 5 . . . . The person they chose
Closing the negotiations
233
was a respected retired politician. He recommended a
... 6... period where each side would take no action.
The players ended their strike for the time being.
Another month passed, and still there was no
progress. The two sides agreed to accept an agreement imposed by an arbitrator. A judge was chosen.
She looked at the claims of each side and imposed a
...7... or resolution to the dispute, fixing the salaries
and the working conditions of the players, In this case,
...8... had settled the dispute.
Exercise 5.2. Read the text again (Exercise 5.1.)
and say if these statements are true or false. Put"+" in
the appropriate column.
Statements
True
False
1. Someone who helps two sides to reach an agreement is an arbitrator.
2. If two sides in a dispute use arbitration, no outsiders are involved.
3. It's not usual for mediators to impose agreements.
4. If you're in an impasse, you think that progress is possible.
5. If negotiations break down, they stop.
6. Irreconcilable differences are not important.
7. If the two sides agree on a cooling-off period of one week, negotiations continue the next day.
Exercise 6.1. You are one of the participants of the negotiation. But you have partners of
the negotiation. You can see them at the table. You have reached agreement about staffing
and tha level of support. There remain some questions about which staff are to be hired
and also the contingency sum, which will be used to fund special projects. Karen would
also like to clarify the payment terms.
The negotiation
You*
t
Karen Black
Flora Quaintly
i%r
\
Sean Morrissey
234
Unit 12
You* ...
Karen Black
Flora Quaintly
Sean Morrissey
is Export Sales
Manager for Okura
IT. You are keen to
get home, having
achieved some sort
of agreement.
is a Project Manager at Okura IT. She
feels there are still
some issues which
need discussion.
is the current IT
Manager at Leaven.
She has a dinner
engagement and
having achieved
most of their objectives, wants to end
the meetings quicly.
is from Leaven's
Chicago office. He
feels Leaven have
got a good deal. As
far as he is concerned, there are
just loose ends to be
tied up by Karen and
Flora at a later date.
* Put your name.
1. So, read dialogue 1 and answer the following questions:
2. What should Flora have done in this final session?
3. Why is Karen so angry with you? Are you really so happy to leave?
Dialogue 1
flora:... And you have agreed to take on all four members of our existing IT Department.
We have confirmed the appointment of Bernard Lagisquet as your on-site IT manager,
k a ren: Wait a minute, Flora. This isn't confirmed. We want to see if he's the right
person.
flora: He is the best candidate,
sean: He's the only candidate.
karen: And he'll been Okura employee, so we'd like to interview him.
flora: OK. Yes. A contingency sum will be agreed at the beginning of the year for urgent
IT projects and I will be responsible for authorizing any spending,
karen: Will this be in the contract?
sean: No. I guess that about does it. It's been a very productive day - a definite result,
flora: I'm very pleased we managed to solve my staff problems. I don't think there's
anything more...
kare n: I think there are a couple of things: a system for payment and employment
contracts.
sean: You and Flora can do that by phone. How about we order you a taxi?
karen: Could we just...?
You: Thanks, Sean. If we go fairly soon, we can get the earlier flight.
karen: What are you doing? There's no way we're finished here.
You: Come on, Karen, let's just cut our losses and go home while we've still got something.
235
Closing the negotiations
sean: You should make that dinner. Ten minutes.
You: Excellent.
flora: I'm afraid I have to go.
You: Likewise,
karen: Flora, I really think...
flora: Karen, I will call you tomorrow. I think we have made excellent progress today.
sean: We should be going too.
You: Yes, let's go. Karen?
karen: Yes, we can't do any more here, can we?
2) Read the next dialogue and determine how Flora handles the closing session. Flora is
businesslike and polite in making her apologies for leaving so quickly. Pick out these moments:
- she summarizes;
- she agrees action;
- she apologizes
for leaving quickly.
Dialogue 2
flora:... And you have agreed to take on three of our existing IT Department: two, permanently, and one, on a short-term contract. Is that correct?
karen: Yes. We do understand you feel that Bernard is front runner for the job of IT
manager. We would like to arrange an interview with him. Can we do that on the
twentieth?
flora: That wouldn't be a problem. He will be working for you after all.
karen: Good.
You: Can we just clarify this contingency sum for urgent projects?
flora: Yes. Karen and I will agree a sum before the contract starts. I will sign for any
expenditure.
You: Will it be the contract?
sean: The actual sum won't be.
You: I see.
sean: Let's put a clause in which details the contingency option without saying how
much it'll be. We don't want any delays while we sort out the actual amount,
flora: We do want this to be up and running by the start of next year.
You: That sounds good.
flora: So, we have agreed an initial one-year contract on the basis of full support and
minimal project work. We will meet again here to interview Bernard and you will fax
us your standard employment contract for the two permanent staff. Can we leave it
here for today?
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236
karen: Could we discuss payment terms?
flora: Can we delay that until the next meeting? I'm afraid I have to go now.
sean: Fax us a proposed schedule and we can talk it through in two weeks.
karen: That'll be fine.
flora: I'm sorry I have to leave so abruptly. Sean will arrange a taxi for you.
karen: Thank you. See you in two weeks.
flora: Yes, you must stay the night and see more of Brussels.
You: That would be great.
flora: Goodbye then. I hope we both got the deal we wanted.
karen: I think we did. Goodbye.
Exercise 6.2. Nowadays the win-win philosophy of negotiating tends to dominate most
business practice. However, the business world remains extremely competitive and for
every successful deal there are many more failures. It is important not to get too carried
away with the win-win ethos. Negotiators need to recognize the right moment to pull out
as well when to concede in order to get the deal. Win-win does not mean avoiding tough
negotiations.
Here are two texts below. You should read them and prepare a summary of the texts.
The win-lose philosophy
In Dialogue 1 Sean concludes: 'It's been a very productive day - a definite result'.
Leaven have got what Sean wanted. Okura have agreed to take on four members of
staff- two more than they wanted. They have also been pushed into offering an alternative
level of support - one which they may find hard to service. Karen is trying hard to compensate for her 'defeat' by keeping them talking about payment and contingency sums.
And you want to 'cut your losses' and run! Karen is left with a sense of disappointment
and failure.
The win-win philosophy
In Dialogue 2, Flora ends on a different note: 'Goodbye then. I hope we both got the deal
we wanted.' And Karen replies: 'I think we did.'
"Okura have agreed to take on three members of staff and they have conceded on the
support contract. But a positive, collaborative approach has dominated throughout. Flora's
philosophy has won the day: 'I will have to work with these people and I want a positive
relationship".
A cultural clash occurs when these two negotiating philosophies meet. The win-lose approach treats the negotiation as an end in itself, forgetting that it only serves as the starting
point for a longer-term relationship between supplier and customer.
237
Closing the negotiations
Exercise 7. You have learned that the knowledge of culture and tactics in negotiating
is very important for negotiators. Below you can see the following tactics. Which do you
agree with and why? What other advice would you give?
a Never negotiate a single issue,
b Always bargain from a position of strength,
c Don't let your negotiating partners feel too comfortable,
d Identify and reinforce the weak point in their argument,
e Never show your real feelings,
f Keep your strongest cards up your sleeves.
Exercise 8.1. This exercise looks vocabulary and structures for summarizing and agreeing follow-up action - two important steps - in the effective conclusion of a meeting. You
can see the main points of Concluding and closing of the negotiations. You should complete these points using appropriate expressions.
Main points
Language focus (expressions)
Closing signal
Progress made
Summarizing
Checking and confirming
Follow-up documentation
Next meeting
Closing
1. On the... front, we agreed...
As far as... is concerned, we agreed...
2. Is that an accurate summary?
Does that reflect what we said?
Is there anything you want to add?
3. Would you like that in writing?
We'll put together a written proposal.
We'll let you have a detailed summary.
Can you draft that before the next meeting?
4.1 suggest we meet on / at...
Could you manage...?
Shall we say four o'clock?
r.
Unit 12
238
5. I'm sure we would all agree that we have had a successful meeting.
It remains for me to thank you for coming and...
6. We've taken a major step forward.
We've made excellent / good / some progress.
We've taken a step in the right direction.
We didn't get as far as we hoped, but...
7. More formal Less formal
That brings us to the end of...
I think we have covered everything.
I think we can call it a day.
I think that covers it.
Let's stop there.
8. Let's go over the main points again.
Can I just run over the main points?
We've agreed the following...
There's still the question of... to resolve. Outstanding issues are...
Exercise 8.2. Complete the sentences with the appropriate words and expressions from
the Language focus section.
a
b
c
d
e
f
g
h
i
Let me just
the main points.
I think that just about
it.
It
say how much we appreciate your contribution.
Does that accurately
what we agreed during the meeting?
Could you
a written proposal before the next meeting?
I
, we meet later at the week. Would that suit you?
As
payment
, there are still some
issues to resolve.
I am afraid we didn't
as we hoped.
Let's
day.
Exercise 9.1. Read the closing stages of four negotiations. Put (+) the stages they go
through.
Extract
a Summary of points of agreement / disagreement
b Follow-up action
e.g. minutes of the meeting, further contacts
c Positive ending
one
two
three
four
239
Closing the negotiations
Extract one
A: So, I think we can call it a day. Unfortunately, we didn't get as far as we would have
liked to, but we've taken a step in the right direction. Now, can I just run over the
main areas of agreement and those that are still left open? Firstly, we've agreed to
limit the territory to the UK and France. That means that either side can negotiate
other licence deals outside these countries. However, we've committed ourselves to
informing each other of any further licence agreements. Is that right?
B: Yes, also I just like to add the terms of any subsequent licence deal are entirely up to
the licensing party.
A: Of course. Now the other item we were able to agree on was royalty fees and we have
written those down for inclusion in a draft contract. Patrick, can you draft that and
circulate it before the next meeting?
C: Certainly.
A: Now, that leaves two outstanding issues: firstly, payment terms, and secondly, a penalty clause. I suggest we go away and put together a written proposal on these. We'll
aim to let you have our ideas by the beginning of next week. Is that acceptable?
B: Absolutely. I think that would be very helpful.
A: Good. So it only remains for me to thank you for coming over. It's been a very productive meeting. We'll look forward to seeing you here again on the fourteenth, and let's
hope we can reach agreement on everything else.
Extract two
A: Let's stop there. It's getting late, and I've got an early meeting in the morning. Could
you manage tomorrow afternoon?
B: Umm ... yes, later on. Say, four o'clock?
A: Right I'll get the minutes typed up so we both know what turn has agreed so far. Is
there anything you want to add?
B: I'd just like to clarify the delivery terms again.
A: Could we leave that until tomorrow afternoon?
B: Oh, Let's do that.
A: Well, thank you for coming over. I think we have made very good progress. I'll see
tomorrow at four.
Extract three
A: So, let me just run over that again. We've agreed a two per cent cut on the main product line next year, with a slight increase -just one per cent - on the two other lines. We
expect delivery times to be as before and payment will be tightened up - not later than
thirty days in future. Well, I think that just about covers it. Would you like it in writing?
Unit 12
240
B: Yes, if that's OK. I think you've got a very good deal there.
A: I would have liked more, but you've been a very reliable supplier for a long time, and
we've all got to make a living, haven't we?
B: It's getting harder and harder. Anyway, we look forward to another good year.
Extract four
A: So, just before we finish, could we go over the main points of the agreement?
B: Certainly. We've reached agreement on the three main issues - that is personnel,
finance, and marketing. On the personnel front, we have agreed to provide three
project members each. For finance, we've agreed to publish monthly accounts and
to use an external auditor to go through the figures on a six-monthly basis. Now, as
far as marketing is concerned, we've agreed to combine our efforts, especially in this
first important phase. Does that reflect at all what we said?
A: Yes, it does. I just wanted to add that we hope to have a detailed marketing plan ready
by the end of the month, and that would then be an opportunity to see how we can
best pool our resources.
B: Good. That sounds great. So, Anna has been keeping copious notes. She'll let you
have a detailed summary. Now, we still need to look at the project management side,
so I suggest we meet again. How about this time next week?
A: Just a moment... Yes, that looks fine. In the meantime, I'll send you a copy of the
project management system we use. Perhaps you can have a look at it before the
next meeting.
B: I certainly will. So, that's a major step we've taken. Let's hope the project itself goes well!
A: I'm sure it will.
Exercise 9.2. Read the extracts again and identify the expressions used to:
a indicate the end of the meeting:
Extract one .... Extract two ....
b introduce a summary:
Extract one .... Extract two .... Extract three .... Extract four....
c talk about follow-up action:
Extract one .... Extract two .... Extract three .... Extract four....
d end on a positive note:
Extract one .... Extract two .... Extract three .... Extract four....
Exercise 10. a) At the end of a negotiation we often make a remark about the meeting,
e.g, That was a very positive start. I look forward to our next meeting.
Closing the negotiations
241
Find the positive adjectives we use to talk about meetings and negotiations from these
nouns.
e.g, product - productive (The meeting was extremely productive.)
Complete the table below.
a
fruit
b
help
c
use
d
information
e
stimulant
f
interest
b) To further intensify these adjectives, we use words like: extremely, really, very
e.g, That was really useful.
Now look through the following remarks and respond with a positive comment on the
meeting. In each case, combine a modifier (words above-mentioned) and an adjective,
a Thank you very much for coming over today.
b I hope you found the meeting worthwhile.
c I am delighted we had a chance for this preliminary meeting.
d It was good of you to give up your time today.
e I think we covered the most important point.
f In terms of our objectives, I think we did a good job.
Exercise 11. a) Read the following text and determine what main points the negotiators
should consider at the end of a negotiation.
b) Then divide the text into four paragraphs.
c) Give the title to each paragraphs.
Attitudes towards the importance of written documentation vary widely. While most cultures expect to sign a written contract at the close of a negotiation, in some cultures written
records will be produced and signed at earlier stages. For example, after initial proposals
have been made at the bidding stage. In some cultures a verbal agreement carries a lot of
weight, and a contract only ratifies things. In others, a verbal agreement can be changed
overnight and nothing is sure until there is a signed contract. In cultures in which a lot
of emphasis is placed on written agreements, negotiators tend to rely heavily on the use
of legal experts throughout the negotiation. This is particularly true of American negotiators. In many cultures the giving of gifts is seen as a way of helping the negotiation to run
smoothly, but in others it may be interpreted as corruption or bribery. While the exchange
242
Unit 12
company gifts, such as inscribed pens or lighters, is acceptable in most cultures, other
gifts or complimentary services could lead to problems. It Is better to research the attitudes
to gifts in any given country before entering into negotiations there.
of
Exercise 12. You have reached the end of the first stage of a negotiation about the supply
of electronic components. The meeting has been successful, and you have managed to agree
about a number of important issues. You are chairing the meeting. Go through the following
stages to bring the negotiation to a close,
a Suggest your end of the meeting,
b Ask if he / she would like a summary,
c Introduce three subjects for summary,
d Mention one or two issues not yet agreed,
e Check summary is OK.
f Comment on progress made,
g Suggest another meeting,
h End on a positive note.
Exercise 13. A lot of negotiations take place between someone trying to sell something
(the salesperson) and someone who wants to buy something (the purchaser). Which of the
following statements do you agree with and why?
1. The purchaser should first offer less money than he / she really wants to pay.
2. The salesperson should first ask for more money than he/she really wants.
3. The purchaser should try to get a better price by saying he/she has a smaller quote
from another company, even if it isn't true.
4. The salesperson should always criticize companies who are in competition with his/
her company.
5. The purchaser should never say, Til ask my boss'.
6. The salesperson should never be aggressive.
Exercise 14.1. Mayday Publications, a London-based company specializing in highquality colour art books, are currently looking for a suitable printer for their next series of
books on twentieth century painters. The series will comprise ten titles with a print run of
10,000 for each title. The purchasing manager, Tony Davies, is soon going to negotiate
to get the printing done at the best price, but before that he must get some competitive
quotes from four companies.
a) Tony is explaining to his publisher, Mike Stanley, what he has done. Read their conversation and find the following information about each company: name, location, quote.
Tony: Right, here are the four quotes I've got. First of all there's Parker's in Winchester.
They've quoted £30,000 for the first title. Then, if we use them for the rest of the
Closing the negotiations
243
series, they'll give a 10 per cent discount on each title. Then there's Montgomery's in
Reading. They quoted for the whole series: £275,000 for all ten titles.
Mike: What if we use them for one title?
Tony: I asked them that, they're not interested.
Mike: Well, if they're not interested, we'll go somewhere else. Next?
Tony: There's a company in Italy, in Milan, Conti they're called. They quoted £29,000
per title.
Mike: What about delivery?
Tony: if they produce the whole series, they'll deliver them all free. If they only print one
title, they'll charge us for delivery.
Mike: OK. Who's the last one?
Tony: A company called Orion in Hong Kong.
Mike: Hong Kong? I think that's a bit far away.
Tony: They're very cheap. Only £21,000 per title.
Mike: Yes, but what if something went wrong, what would happen then? We'd have to
fly over there and it wouldn't be so cheap. No, I'm not happy about that.
b) Find in the dialogue what Tony says about Conti and delivery charges, and what Mike
says about Orion and something going wrong. Then complete the following:
Tony: If they
the whole series
them all free, if
only
one .. fly over there
title,
for delivery.
Mike: Yes, but what if something ... what
then?...and it
so cheap. No, I'm not
happy about that.
c) Answer the following questions:
1. Is it probable that Conti will print the whole series?
2. Is it more or less probable that something will go wrong with Orion?
3. Which of the four companies would you choose?
Exercise 14.2. Tony and Mike decide to go back to both Parker's and Conti to try to
negotiate better prices. Tony flies to Milan and meets the sales director of Conti, Paola
Donatti. Read the part of the negotiations and answer the following qustions:
1. Can you notice the difference between the language the salesperson (Paola) uses
and the language the purchaser (Tony) uses?
2. What different attitudes does this show?
P: As I said to you on the phone, if we only print the first book in the series, we'll charge
you for delivery, but if you give us the contract for the whole series, delivery will be free
of charge.
244
Unit 12
T: Yes, well, if we gave you the contract for the whole series, that would be a big commitment for us. I mean, we don't know your work...
P: I can give you plenty of testimonials and references.
T: Yes, I understand that, but even if you had the best references in the world it's still
possible that something could go wrong and we would be in a difficult position.
P: I'm sure nothing will go wrong. But you must realize that if you give us your commitment for ten titles, we'll be able to give you a better price for the job.
T: What if we gave you the contract for the first title then, if that was satisfactory; we
could give you the contract for the next one and so on?
P: What if you give us the contract for the first title then, if that's satisfactory; you can
give us the contract for the whole series?
T: OK. What about delivery?
P: We'll charge you for delivery on the first title and it'll be free of charge on the other titles.
T: How about charging us for delivery on the first title, but, if we gave you the contract
for the whole series, you could credit us for that delivery charge?
P: OK. Can we complete the paper work now?
T: Ah, I'm afraid I've got another printer to see first, but I'll contact you next week.
P: As an added incentive, I'll offer you 5 per cent discount on the first title, if you sign the
contract by the end of next week.
T: That would be interesting! I'll certainly come back to you at the beginning of next week.
Exercise 15. Look at these three sentences:
1. When you sign the contract, we'll give you a discount.
2. If you sign the contract, we'll give you a discount.
3. If we signed the contract, you'd give us a discount.
Which of the following is most like Sentences 1, 2 and 37
a) Sentence
is probable - you will probably sign the contract.
b) Sentence
is 100 per cent definite - you will sign the contract.
c) Sentence
is possible - you might sign the contract, or you might not.
Read and learn the chart below.
If
you sign the contract now,
we'll
give you a good price.
If
you don't sign the contract now,
we won't
give you a good price.
Closing the negotiations
245
If
we give you a discount,
will you
sign the contract now?
If
we signed the contract now,
we'd
get a good price.
If
we didn't sign the contract now,
we wouldn't get a good price.
If
we signed the contract now,
would we
get a good price?
The first three types of sentence are used when something is probable (imagine Paola
saying them), the second three are used when something is less probable (imagine Tony
saying them).
Now match the following pairs of sentences. There is often more than one possibility.
1.
2.
3.
4.
5.
6.
If we sign the contract next week
If we accept your proposal
If we decided to choose your company
If we ordered more than 5,000
If we give you an order for 10,000
If you delivered them free of charge
a) we'd get a discount of 5 per cent.
b) we'd give you the contract.
c) you'll deliver them free of charge.
d) we can sign the contract next week.
e) we'll get a discount of 5 per cent.
f) we'll give you a further discount.
Exercise 16. Match these phrases which are used in the negotiation to their main points
in negotiating (Proposing, Reacting, Bargaining, Ending).
a) Can I just begin by outlining our proposal?
b) The advantages of our proposal are ...
c) One of the problems I can foresee is...
d) I can see the advantages, but from our point of view...
e) It's difficult for us to ...
f) Maybe we could increase the size of our order. Could you reduce the price by...?
g) Delivering by May 30 is difficult for us. Maybe we could ship in two batches?
h) We do need to get it installed by the end of May. Could you do it on the 28th?
i) That seems fine. We seem to be agreed.
j) I'll put something in writing by the end of the week and send it to you.
Exercise 17. Decide which of these negotiations you would like to take part in:
•
•
•
•
•
•
buying something in a market
a commercial business negotiation
buying / selling something second-hand
persuading a co-worker to help you with a time-consuming task
convincing your office manager to give you an extra bookshelf or new computer
asking your manager for a day off at short notice
Unit 12
246
Negotiating Written and Oral Practice
Exercise 18. Work with a different partner. You and your partner should play the role
of a seller or a buyer. Both the SELLERS and BUYERS work for firms negotiating with a
foreign firm to finalize a deal on the sale or purchase of a product. Your main task is to
agree on:
1. a product
2. a realistic price
3. quality you can supply
4. size of orders you can fulfil
5. delivery times you can offer
6. length of guarantee to be offered
7. amount of discount
The SELLERS send a copy of the product and its price and other specifications to the
BUYERS. The SELLERS work with the product specification, deciding on their specifications
and margins, as a team, for the negotiating process. They speak first in the negotiation sessions.
Meanwhile... the BUYERS work with the product specification they have received, deciding
how far they can move in their demands for price, quantity and delivery dates in the negotiating process. They also decide how much discount they will ask for, etc. When the negotiation is
over, all the SELLERS and the BUYERS should meet in separate areas and report back to each
other on their results. If no satisfactory result has been achieved, discuss what to do next.
After the simulation you should do the following task:
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Closing the negotiations
If you are SELLERS: Draft a report of the negotiation for head office. Summarize the
progress and the results that were reached. What recommendation will you make?
If you are BUYERS: Draft a report of the negotiation for head office. Summarize the progress and the results that were reached. What recommendation will you make?
Exercise 19. Imagine that you and your parther take part in negotiating. It should be
on the closing phase (however, you can not have a closing phase unless you have gone
through something substantial before).
1) After-sales support contract
a) Negotiation 1
BACKGROUND
Modular HI-FI, Ltd. sell customized sound systems to discerning customers at the top
end of the market. All their products come with a three- or five-year guarantee. Last
year, Modular contracted Customer Care PLC to look after their after-sales and customer support programme. Customer Care provide a Monday-to-Friday helpline plus
a repair call-out service. Over the last few months there has been a sudden increase
in the number of calls and repairs. Six months ago Modular launched an aggressive
marketing campaign and won a lot of new customers. But whereas most of their previous customers had been HI-FI enthusiasts, most new customers have no interest in the
technology - they have bought Modular systems because they are sophisticated and
non-standard. Because of the increased workload, Customer Care have called for a
meeting to renegotiate the terms of the contract.
Modular HI-FI, Ltd
Until recently, you have only sold your sound systems to HI-FI enthusiasts. Now your
market has expanded, and you have a new type of customer - wealthy but not remotely
interested in the technology. Customer Care PLC took over all your customer support and
repair work last year - a major relief to the company. You agreed to pay a fixed rate per
support call ($3.50) and per repair call-out ($45.00). It was estimated that there would
be about twenty telephone calls per week, and maybe two repair call-outs per week. You
understand that they have asked for this meeting because the support telephone calls are
requiring much longer than expected, and the repair call-outs are more frequent and more
complex than anticipated. There is six months to run on the existing contract and you don't
want to modify it. However, you understand that there may be a need to do so for next year.
You certainly want to keep Customer Care working for you, as you don't have the staff to
do the after-sales work, especially now that sales have increased so dramatically. Perhaps
the answer is to renegotiate the package for next year, building in more flexibility in the
charging rates.
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Unit 12
Possible roles: Sales Manager Finance Manager
b) Negotiation 2
BACKGROUND
Modular HI-FI, Ltd. sell customized sound systems to discerning customers at the top end
of the market. All their products come with a three- or five-year guarantee. Last year,
Modular contracted Customer Care PLC to look after their after-sales and customer support
programme. Customer Care provide a Monday-to-Friday helpline plus a repair call-out service. Over the last few months there has been a sudden increase in the number of calls and
repairs. Six months ago Modular launched an aggressive marketing campaign and won a
lot of new customers. But whereas most of their previous customers had been HI-FI enthusiasts, most new customers have no interest in the technology they have bought Modular
systems because they are sophisticated and non-standard. Because of the increased workload, Customer Care have called for a meeting to renegotiate the terms of the contract.
Customer Care PLC
Modular HI-FI, Ltd. is quite a small client for you. You provide an after-sales service for
them consisting of two elements: (1) a telephone helpline for installation and technical
problems, and (2) repair call-out for problems which cannot be solved over the phone.
Based on your experience with similar clients, you charge Modular $3.50 per support call
and $45.00 per repair call-out. Following a very successful marketing campaign, Modular
has gained a lot of new customers who need a high level of technical support, and both
telephone calls and repair call-outs are taking twice as long as you expected. You calculate
that your costs are 35% higher than forecast. You have signed a one-year contract and legally have no right to change it. However, you know that Modular were very relieved to hand
over after-sales care to you, and you feel they should be flexible this year if they want to sign
another contract next year. You could propose a two-level support charging system. For longer telephone calls or call-outs you would charge more, enough to cover your higher costs.
If you don't get agreement on this, you may not want to continue working with Modular.
Possible roles: Client Relations Manager Sound System Advisor
c) Negotiation 3
Employee representatives
BACKGROUND
Mappington Breweries is a producer of traditional beers, based in the north of England.
The management of Mappington's have always prided themselves on good labour relations. Some employees are members of the Brewing Trade Union, but many are not.
Closing the negotiations
m
Every year, one employee is elected to sit on the Board of Directors to represent the
interests of the workforce. Last week there was a Workers' Council Meeting, at which
two major issues were raised:
1. The ending of the tradition of providing a free barrel of beer (twenty-four liters) every
month to every employee.
2. The introduction of a productivity bonus as part of the annual wage settlement - in
effect, performance-related pay.
Many employees are very upset by the removal of this 'fringe benefit'. It was part of the
tradition of the brewery. It may be true that some employees have been selling beer at
half price, but that can easily be stopped by talking to the local clubs, and in any case, you
don't believe it is a significant problem.
The employees do not like the idea of a productivity bonus which only some workers
would be eligible to receive. Salary rises and bonuses have always been given to all employees. If there is extra money available, the employees would like a higher overall salary
increase. Alternatively, a productivity bonus payable at the end of the year and spread
equally among the whole workforce would be acceptable.
BACKGROUND
Last year, Kate Morris was promoted to Key Account Manager at Posthlethwaite, Kenner,
and Baldly (PKB), a medium-sized advertising agency. She had previously worked on
the creative side of the business. Her new job means looking after one particular client,
Cooper Lilly, a healthcare company. She works mainly with Cooper Lilly's Advertising
Manager - her job is to build the business and ensure that Cooper Lilly is completely
satisfied with the campaigns that PKB designs for them.
Over the last six months, the Cooper Lilly account has grown and client satisfaction
has been high. However, within PKB, Kate has caused a lot of unrest. She is meant to
leave the creative side of the Cooper Lilly campaigns to the Creative Director and his
team. In fact, she has been working closely with Cooper Lilly's Advertising Manager on
all aspects of the account, but particularly on the creative side. PKB's Creative Director
thinks she is not doing her job. She is meant to handle the business side of this account
(billing, costing, new projects, etc.) and not the creative side. A meeting has been called
to discuss the situation and to try and reach an acceptable solution.
Possible roles: Employee Board member Staff representatives
d). Negotiation 4
"A Manager's Role"
Possible roles:
Kate Morris
Kate Morris's boss
Now choose the roles.
If you are Kate Morris.
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Unit 12
You have always enjoyed the creative side of advertising. You were concerned that, when
you were promoted to Key Account Manager, you would have to leave that side to the agency's
Creative Department. However, you have formed a very good relationship with the Advertising
Manager at Cooper Lilly, who has welcomed your input on the creative-side. You know that
your main task is to build the business, and to ensure that existing business is well-managed,
but you feel you are doing this in an indirect way. You leave a lot of the administration of the
account, such as billing, to your secretary. You really can't see what the problem is.
If you are Kate Morris's boss. You find that Kate has become rather arrogant since
she took on her new job. Above all, you feel that her client, Cooper Lilly, is only getting
the creative input from one member of the agency - Kate. T hey should be getting the full
support and creative work of your team. You realise that Kate has a good relationship with
the client's Advertising Manager, and that is good for business at the moment. However,
in your experience, people move on, and then the future of the account depends not on
personal relationships, but the quality of the campaigns and the results they achieve. You
feel that Kate does not have enough experience to realize this. You have also heard Kate's
secretary complain that she is doing much of Kate's job for her.
e. Negotiation 5 It's a role-play for small group (of four people). The task below involves three short negotiations. Carry out the negotiations. Make sure you close the
meetings effectively. There are four roles: Negotiator 1, Negotiator 2, Negotiator 3,
Negotiator 4. Read the following background and choose your role.
If you are Negotiator 1. You are the Sales Manager for Chigger International. You are
planning to run a sales conference at a hotel. You have invited three possible hotels to
come and discuss the offers they have made. Your objective is to decide which hotel to
choose (the best value for money). Read the requirements below and then prepare for
each meeting by reading through the offer the hotel has made.
Requirements
Conference rooms
plenary room - to hold forty delegates
syndicate rooms - three, to hold ten per room
Accommodation
forty double rooms
Full board service
breakfast, lunch, and evening meal (plus coffee breaks)
Facilities
leisure facilities would be an advantage
Dates and duration
two days (two nights) in March: over a weekend
Budget
delegate rate (to include all above costs):
£100 - £120 per person per night
total budget: max. £ 10,000.
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Closing the negotiations
If you are Negotiator 2. You are in charge of conferences at the Park Hotel. Following
a phone call, you have prepared the following quote. In order to get the business, you may
be willing to reduce your prices slightly.
PARK HOTEL
Dear Sir,
Please find below our preliminary offer in response to your request. As stated on the
phone, we would be willing to negotiate the final package and look forward to meeting
you on Monday 4th February at 14.00.
Client
Conference
dates
Delegates
Facilities reserved
Delegate rate
Saturday 14th and Sunday 15th March (arr. Friday evening)
approx. forty
plenary room, plus three syndicate rooms
thirty double rooms with bathroom, ten single rooms (shared facilities)
Saturday; breakfast, lunch, and dinner
Sunday: breakfast, lunch
tennis and golf grounds
£89 per person per night
If you are Negotiator 3. You are the owner of the Hotel Grand. You could just accommodate Chigger International for a conference in March. You are trying to break into the
conference market and are willing to negotiate on price to get the business.
HOTEL GRAND
Dear Ms Harris,
It was a pleasure to talk to you on the phone yesterday. Below you will find our offer for
you planned sales conference in March.
We look forward to discussing it further next week.
Conference specification for: Chigger International.
Dates
Delegates
Facilities reserved
Delegate rate
Saturday 14th and Sunday 15th March (arr. Friday evening)
approx. forty
plenary room, plus three syndicate rooms
thirty double rooms with bathroom,
ten single rooms (shared facilities)
Saturday: breakfast, lunch, and dinner
Sunday: breakfast, lunch
tennis and golf grounds
£89 per person per night
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Unit 12
If you are Negotiator 4. You are the Manager of Hotel Maxim. Forty delegates are more
than you could normally take. However, you are converting an annex to the hotel and this
will be ready by March. The conference rooms are comfortable and attractive, but will be a
bit small for such a large group. On the other hand, you can assure Chigger of a very warm
welcome and excellent service.
HOTEL MAXIM
Dear Sirs,
We have great pleasure in sending you the following offer and look forward to our meeting next week.
Conference details
Dates
Saturday 14th and Sunday 15th March
approx. forty
Delegates
Facilities
re- board room, plus three meeting rooms twenty-five double rooms
with bathroom in main hotel, fifteen in annex
served
Delegate rate
Saturday: breakfast, lunch, and dinner
Sunday: breakfast, lunch
billiard table, games room
£88 per person per night
Exercise 20. a) Choose one negotiation from Exercise 19 and write a report about it.
b) Then answer these questions:
1) What happened in your negotiation? What concessions did you make?
2) Did both sides leave the negotiation feeling satisfied? If not, why not?
3) What are some of the differences between a real-life negotiation and the role play?
Exercise 21. This report on the Tokyo Round of Multilateral Trade Negotiations by the
Director-General of GATT, Mr. Olivier Long, was published toward the end of April 2003.
Read the following report and make up your own short summary of it.
REPORT
Earlier that month, on 12 April, a Process-Verbal, in which were listed texts embodying
results of the Negotiations, had been approved by the Trade Negotiations Committee - the
body responsible for overall supervision of the Tokyo Round - and opened for authentication of the texts by signature on the part of governments.
There were, however, some notable exceptions. On these items negotiations, continued over the following months, with attention particularly focussed on the unresolved
problem of safeguards; reconciliation of the divergent views on certain aspects of the
Closing the negotiations
253
Codes on Customs Valuation and Anti-Dumping; and completion of a number of bilateral
negotiations on tariffs and on tropical products. The further development of active cooperation in the agricultural sector within an appropriate consultative framework and the
existence of two alternative texts of the International Dairy Arrangement were also matters still outstanding.
At their Session in the last week of November 2003 the Contracting Parties to the GATT
had before them the final results of the Multilateral Trade Negotiations. They took such decisions as were necessary formally to incorporate within the GATT framework all elements
negotiated in the course of the Tokyo Round.
1. TARIFFS
At the time of the meeting of the Trade Negotiations Committee on 11-12 April 2003
twelve countries had drawn up, and submitted to the GATT secretariat, comprehensive
records of agricultural and industrial tariff commitments negotiated in the Tokyo Round.
These records, subject to technical verification including, if necessary, correction of inadvertent errors, and supplemented by the results of any further negotiations that might be
undertaken, would be used for the establishment of Schedules of Concessions.
The point reached in the negotiations - as described above - was reported in a document listed in the Process-Verbal approved by the Trade Negotiations Committee at its
meeting on 11-12 April 2003.
A. TARIFFS NEGOTIATIONS: CONCLUSION
The opening in the second half of 2003 of two legal instruments for acceptance by
governments marked the formal conclusion of the Tokyo Round tariff negotiations.
The first of these instruments - The Geneva (2003) Protocol to the General Agreement
on Tariffs and Trade - was opened for acceptance on 11 July 2003.
Attached to the Protocol were Schedules of Concessions setting out in full detail tariffcutting commitments made in the Tokyo Round by the following: Argentina, Austria, Canada,
European Communities, Finland, Hungary, Iceland, Jamaica, Japan, New Zealand, Norway,
Romania, South Africa, Spain, Sweden, Switzerland, United States and Yugoslavia.
The second instrument was The Protocol Supplementary to the Geneva (2003) Protocol
to the General Agreement on Tariffs and Trade which was opened for acceptance on 22
November 2003.
This Supplementary Protocol embodies the results of negotiations continued into the
later months of 2003. As a result of these negotiations, countries already with Schedules
of Concessions attached to the Geneva (2003) Protocol made certain further concessions,
bringing some improvements in benefits to developing countries, while additional developing countries also entered into tariff-cutting commitments.
Schedules of Concessions for the following are attached to the Supplementary Protocol;
Australia, Brazil, Canada, Chile, Dominican Republic, Egypt, European Economic Commu-
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254
nity, Haiti, India, Indonesia, Israel, Ivory Coast, Korea, Malaysia, Pakistan, Peru, Singapore,
Spain, Uruguay, and Zaire.
Bulgaria took part in the tariff negotiations and was one of the twelve countries that submitted in April 2002 records of tariff commitments. As Bulgaria is not a contracting party to
GATT, its Schedule of tariff concessions could not be incorporated in a GATT Protocol but
was instead annexed to a separate legal instrument that was drawn up at the same time
as the Geneva Protocol.
Three countries - Colombia, Mexico and the Philippines - carried out tariff negotiations
in connexion with their accession to GATT within the framework of the Tokyo Round. The
Schedules of Concessions of these countries are, or will be, annexed to their Protocols of
Accession. The text as adopted is at Annex A.
II. TARIFF NEGOTIATIONS: ASSESSMENT
The Director-General's Report of April 2003 gave a preliminary assessment of the results of the tariff negotiations. On the basis of the final Schedules of Concessions that
became available later in 2003, a further assessment was made. The main points which
emerged are set out in the following paragraphs.
Concessions by the European Communities and eight industrial countries (Austria, Canada, Finland, Japan, Norway, Sweden, Switzerland and the United States) covered imports
valued at $141 billion, $127 billion in agriculture and $127 billion in industry. Concessions
by other developed countries affected imports valued at $0.1 billion in agriculture and
$2.7 billion in industry.
Imports into the nine markets from developing countries affected by m.f.n. tariff concessions amounted to nearly $10 billion; $12 billion in agriculture and $28 billion in industry. In
agriculture, tariff action on products of interest to developing countries has been taken mainly
in the form of improvements of the Generalized System of Preferences (GSP) in the framework
of tropical products negotiations. Concessions on an m.f.n. basis in agriculture resulted in the
decline of the weighted average tariff for developing countries from 8.1 to 7.1 per cent.
The nine m.f.n. tariffs facing developing countries' exports of industrial products will be
reduced by 27 per cent based on the weighted average tariff and by 38 per cent based on
the simple average tariff.
The effect of m.f.n. concessions on the GSP is difficult to assess in view of the imprecision underlying GSP statistics. Products entitled to GSP represented $4.6 billion or 23
per cent of dutiable imports of agricultural products, and $22.5 billion or 65 per cent of
dutiable imports of industrial products. GSP contributions would increase the GSP product
coverage by $0.9 billion in agriculture, and in industry they would nearly compensate for
elimination of GSP preference resulting from m.f.n. concessions at zero rates. The GSP
preferential margin would be slightly increased in agriculture as m.f.n. concessions were
more important on non-GSP products. In industry, where the GSP coverage is more exten-
Closing the negotiations
255
sive especially in processed goods, the GSP preferential margin shows a not unexpected
decrease as a result of the application of the tariff-cutting formula on where GSP admission was free of duty.
III. AGREEMENTS ON NON-TARIFF MEASURES
Some unfinished business relating to certain Agreements on particular non-tariff measures remained to be completed in the months following the April 2003 meeting of the
Trade Negotiations Committee.
The Agreements concerned were the Customs Valuation Code, which had been under
negotiation in the Tokyo Round, and the Anti-Dumping Code, which had been negotiated in
the course of the Kennedy Round. In the case of each of these Agreements, two texts were
listed in the Proces-Verbal before the Trade negotiations Committee.
1. Resumption and completion of negotiations
During the summer of 2003, bilateral and plurilateral negotiations continued, both in
Geneva and in capitals. From the beginning of September negotiations were intensified,
culminating in an informal meeting of all the principally interested countries - developed
and developing - early in October.
Throughout, interested developing countries pressed for acceptance of the ideas and
purposes underlying their proposed additional elements. A principal preoccupation continued to be transactions between "related persons", and here they wished their Customs
Administrations to preserve the necessary authority to offset any potentially unfair advantages that might result for exporters and importers that are "related". They also wished the
definition of "related persons" to include sole agents and sole distributors. With agreement
reached on the Protocol, both the text of the Agreement and of the Protocol have been
opened for signature by governments.
2. The Protocol: main features
The Protocol, which is deemed to be part of the Agreement, respectively interprets,
modifies or waives certain provisions of the Agreement. In particular it provides for:
a) deletion of a provision, under which the Customs Administration was obliged to accept
the transaction value in a sale between related persons if the importer had demonstrated that this value closely approximated the transaction value in sales between unrelated
persons of identical goods except for having a different country of production.
b) sympathetic consideration to be given by the Parties to the Agreement to a request by
a developing country for an extension of the five-year delay in the application of the
provisions
of the
Agreement.
c) reservations enabling developing countries to retain minimum values, on a limited and
transitional basis, under such terms and conditions as may be agreed to by the Parties.
d) reservations, by developing countries, which vill be accepted by other Parties to the
Agreement.
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256
e) recognition that the price actually paid or payable includes all payments actually
made or to be made as a condition of sale.
IV. AGRICULTURE
The establishment of a multilateral agricultural framework was one of the matters referred to in the Process-Verbal approved by the Trade Negotiations Committee at its meeting on 11-12 April 2003.
There followed over the ensuing period informal bilateral and plurilateral consultations
among delegations on the form the framework should take, on the principles that should
govern its operation and on the powers that should be vested in it.
In the event, the sensitivities and deeply-entrenched problems and attitudes - political
and social as well as economic - that invariably bedevil the negotiation of international
commitments on agriculture, stood in the way of reaching agreement on the establishment
of a formal mechanism.
No country, however, disagreed that improved international co-operation in the agricultural sector was necessary and desirable. Those countries in particular whose exports
were predominantly agricultural products wished to see this matter carried forward in the
most practical and effective way possible. At the same time, these countries stressed the
disappointment with which they viewed the lack of progress on this subject and some of
them, more generally, their dissatisfaction with the results of the Tokyo Round agricultural
negotiations as a whole.
At the meeting of the GATT Council it was agreed that, in the light of the recommendation put to the Contracting Parties by the Trade Negotiations Committee at its meeting
concerning the further development of active co-operation in the agricultural sector, the
Director-General should be requested to consult with interested countries on this matter
and report to the next regular Session of the Contracting Parties.
Arrangements on bovine meat and on dairy products were negotiated in the course of
the Tokyo Round.
The Arrangement Regarding Bovine Meat was listed in the Process-Verbal approved
by the Trade Negotiations Committee at its meeting on 11-12 April 2003. It is open for
signature and acceptance by governments.
V. MULTILATIRAL SAFEGUARD SYSTEM
The Tokyo Declaration provided that the Negotiations should "include an examination of the
adequacy of the multilateral safeguard system, considering particularly the modalities of application of Article XIX, with a view to furthering trade liberalization and preserving its results".
Early in 2003, participants had accepted selectivity as a working hypothesis. However,
considering that they had made a major concession in the interest of reaching a mutually
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258
In the second they took note of the various Agreements and Arrangements that had been
negotiated. In so doing, they brought the results of the Tokyo Round as embodied in these
instruments within the framework of the GATT.
Secondly, by their adoption of the relevant formal texts relating to the framework for the conduct of international trade, they took the action necessary for the entry into effect of these texts.
Thirdly, with the Tokyo Round negotiations concluded, the Contracting Parties were
called upon to deal with any unfinished business left over from the Negotiations - in particular safeguards and the multilateral agricultural framework.
In preparation for the Session there had been intensive consultations between delegations on the issues mentioned in Chapter VI that would be before the Contracting
Parties.
The texts adopted by the Contracting Parties were the outcome of these consultations and
of discussions at two meetings of the GATT Council in November. They were intended to
provide the necessary clarification, refinement or reassurance to meet the preoccupations of many countries on a number of sensitive points. They represented compromises,
whereby the normal process of give and take enabled a country, by conceding something
on one text, to get what it wanted on another.
There was a close link and relationship between the texts, to the point where it could not
be considered that there was agreement on one text until there had been agreement on
all the texts. In other words, the whole was a package, no part of which could be decided
upon in isolation. The Decisions on safeguards and on the examination of cases of future
protective action against imports from developing countries can be quoted as an example
of this interrelationship.
CONCLUSION OF THE TOKYO ROUND
The formal actions by the Contracting Parties described above marked the conclusion
of the Tokyo Round.
What has been successfully negotiated, however, now needs to be implemented. The
Tokyo Round chapter is closed, but the essential task of implementation of the results and
follow-up remains. There is also important work to be done on certain unfinished business in particular the unresolved problem of safe-guards - carried over from the Tokyo Round.
The Contracting Parties were fully aware of this when they adopted a proposal put forward by the Director-General of GATT for a future work programme. The Director-General's
proposal, as approved by the Contracting Parties, is at Annex G. While it gives top priority
to implementation of the Tokyo Round results, it also provides for new tasks to be taken
on. It will form the basis for the common effort in the period ahead.
A final judgement on the Tokyo Round cannot yet be made. Its real success requires the
resolute implementation of the results, and a continuing demonstration by governments of
the will to extract the maximum benefit, in terms of international trade and trade relations,
from this great effort of international co-operation.
259
Closing the negotiations
ANNEX
1. The CONTRACTING PARTIES note that as a result of the tariff negotiations in the Multilateral Trade Negotiations, the Geneva Protocol to the General Agreement on Tariffs and
Trade and the Protocol Supplementary to the Geneva Protocol have been drawn up.
2. The CONTRACTING PARTIES adopt the following decision: In respect of the concessions specified in the Schedules annexed to the Geneva Protocol to the General Agreement
on Tariffs and Trade and the Protocol Supplementary to the Geneva Protocol, a contracting
party shall, when the question arises, be deemed for the purposes of the General Agreement to be a contracting party with which a concession was initially negotiated if it had
during a representative period prior to the time when the question arises a. principal supplying interest in the product concerned. This decision does not affect initial negotiating
rights which are the result of bilateral negotiations and which have been duly notified.
ENGLISH - UKRAINIAN
VOCABULARY
adj. - adjective прикметник
adv. - adverb прислівник
ant - antonym антонім
n - noun іменник
prep ~ preposition прийменник
pi. - plural множина
sing - singular однина
syn - synonym синонім
smb - somebody хтось
smth — something щось
v — verb дієслово
-Aabbreviation, n - абревіатура, скорочення; abbreviated
ability to convince - здатність переконувати
ability to employ a basketful of bargaining ploys - здатність застосовувати весь спектр прийомів ведення
переговорів
ability, п - вміння
abolish, v - відміняти
absence, п - відсутність
absolutely, adv. - зовсім, абсолютно
abstentions, n (рі.) - стриманість, утримання
abuse, п - зловживання
abuse, v - погано поводитися (звертатися), грубити, зловживати; ~ of
taxation - зловживання оподаткуванням accept an offer - прийняти
пропозицію
accept, v - приймати; визнавати, допускати, погоджуватися; ~ that брати гроші, подарунки від когось;
~ smth; ~ smth from smb
амер. американський (варіант)
брит. британський (варіант)
див. дивись
офіц. офіційний вираз
перен. переносне значення
розм. розмовний вираз
грам граматичне значення
acceptable, adj - допустимий, задовільний, приємний, бажаний, прийнятний; acceptable deal - прийнятна угода
access code - доступний (прямий) код
access, п - доступ
access, v - допускати, мати доступ,
працювати (в Інтернеті)
accessible, adj - доступний
accommodate, v - розмістити
accomplish, v - виконувати, здійснювати. доводити до кінця, завершувати
accomplishment, п - виконання, завершення якоїсь роботи
account, п - рахунок, розрахунок
accurate record - точний реєстр, правильний запис
accurate, adj - точний, ретельний
achieve, v - досягати, здобувати
acknowledge receipt of smth - підтверджувати отримання чого-небудь
acknowledge, v - підтверджувати
(отримання);
acknowledgement, n - визнання, підтвердження (одержання), вдячність
English - Ukrainian
vocabulary
acquaint, v - знайомити, повідомляти
acquire, v - здобувати
acquisition, n - придбання (акцій), поглинання компаній
acquit, v - звільняти від сплати податку
acronym, п - акронім
act, v - діяти; ~ of purchase - акт купівлі; ~ of sale - акт продажу
act, п - закон, акт, дія
action points - діючі пункти
action, п - дія, вчинок, діяльність
activate, v - діяти, застосовувати
actively, adv - активно, енергійно, діяльно
activity, п - діяльність
actual competition - реальна
actual facts - дійсні факти; the ~ value дійсна вартість; the ~ state of the
market - теперішня ринкова ситуація; чинний, існуючий; реальний,
наявний; ~ goods - наявні товари
actual goods - реальний товар
actual information - фактична інформація
actual, adj. - дійсний, фактичний
actually, adv. - фактично, власне кажучи
add, v - доповнювати
addendum (to the report), n - додаток,
доповнення до звіту
additions, n (pi) -доповнення; the latest
additions - останні(ші) доповнення
address book - адресна книга
adequacy, n - відповідність; ~ of
model - відповідність моделі
adequate,
adj. -
адекватний
adherence, n - дотримання
adjourn, v - відкладати, відстрочувати
(засідання); оголошувати перерву
(в слуханні, засіданні); переносити
засідання в інше приміщення
261
adjournment, п - відстрочка, перенесення, відкладання засідання; перерва (у засіданні); adjournment of
a meeting - відстрочка засідання
adjust, v - пристосовуватися
adjustment, п - регулювання, вирівнювання,
(економічне)
пристосування; ~ between demand
and supply - досягнення рівноваги
між попитом та пропозицією; ~ of
economy to monetary changes пристосування економіки до грошових змін; acquisition ~ - різниця
між ціною продажу та первісною
вартістю; income
регулювання
доходів; inventory — регулювання
запасів; price
корегування цін;
stock — корегування величини запасів
adjustment, п - регулювання, коректування
administration, п - управління, ведення господарських справ, відомство;
fiscal — податкове відомство; local
міські органи влади; personnel
— управління кадрами
admission, n (рі) - допуск, допущення,
вхідна плата
admittance, п - допуск, доступ
adults, n (рі) - дорослі
advance, п - підвищення; an ~ in the
price - підвищення ціни; аванс;
an ~ payment - авансовий платіж;
make an ~ - внести аванс; pay an
~ - заплатити авансом; grant an ~ надати аванс; stipulate an
передбачити аванс; in
авансом, завчасно, попередньо; an ~ secured on
merchandise — підтоварна позика
advantage, n - перевага
262
advantageous, adj.- вигідний
adventure, n - авантюра, ризиковане
комерційне підприємництво
adventurer, n - спекулянт, ділок
adversarial, adj - суперечливий
adversary, n - противник, супротивник
advertise, v - рекламувати
advertisement, n - оголошення, реклама; broadside ~ - широкоформатна
реклама; joint ~ -колективна реклама; transit
реклама в міському
транспорті; wall — настінна реклама; want
реклама про бажання
купити
advertising, п - реклама, рекламування; local ~ - міська реклама;
media ~ - газетно-журнальна реклама; misleading
реклама, що
вводить в оману; outdoor ~ - вулична реклама; price
реклама цін;
reminder — повторна реклама,
advice, п - порада
advise the sender - радити відправнику syn tell
advisor, n - радник
affairs, n (pi) - справи
affect, v - діяти, хвилювати, збуджувати, вражати
affirm, v - підтверджувати, стверджувати, затверджувати (рішення
тощо); affirm a decision - затверджувати рішення
age, п - вік, ера, період, тривалість роботи
agency,
п агентство,
бюро,
представництво,
організаціяпосередник; advertising ~ - рекламне агентство; insurance ~ - страхове агентство; mercantile ~ - торго-
English - Ukrainian vocabulary 262
вельне агентство; news ~ - інформаційне агентство; sponsoring
~ - організація-замовник
agenda, п - порядок денний; provisional (tentative) ~ попередній порядок денний
agent, п - агент, представник, посередник, фактор; commercial — комерційний представник; sales
агент по збуту; supply
агент по
постачанню
aggressive, adj - агресивний, діяльний,
настирний
agitate, v - хвилювати, збуджувати;
захоплено обговорювати, серйозно обговорювати, розглядати (плани тощо); агітувати; підбурювати;
замишляти, задумувати, затівати;
~ for, against - агітувати за, проти;
unions agitating for higher pay
agitated, adj. - збуджений, схвильований, стурбований
agitation, n - хвилювання, занепокоєння;
agree, v - погоджуватись; ~ with smb,
smb's opinion, point of view - погоджуватися з кимсь, із чиєюсь думкою, точкою зору; ~ to a plan, an offer,
a suggestion, a price - погоджуватися з планом, на пропозицію; ~ about
smth - домовитися про щось; ~ on
(upon) smth - з'ясувати щось; unless
otherwise ~ed (on) - якщо інше не
з'ясовано, якщо інше не встановлено (згодою сторін); syn come to
terms, come to an agreement - дійти
згоди, домовитись; ant disagree не
погоджуватись
agreeable, adj - приємний, у випадку
прийнятний
English - Ukrainian vocabulary
agreement, n - угода, договір, узгодження, злагода; контракт; agency
агентська угода; give and take
~ - давальницька угода; payment —
платіжна угода
aids, n (pl.) - допоміжні засоби
alien, n - іноземець
align, v - порівнювати (економічні показники)
alive, adj. - живий; the greatest man
найвизначніший з людей, що
живуть на світі; any man
будьяка людина; той, що існує, діє,
живе; який (що) залишається у дії;
traditions that are still
традиції,
які (що) збереглися (все ще живі);
keep ~ - підтримувати, зберігати;
be ~ to a fact (possibilities) - виразно
уявляти собі який-не-будь факт
(можливості); живий; енергійний;
такий, що розуміє, швидко сприймає, гостро відчуває
allocate the time - розподіляти (призначати) час
allocate, v - розподіляти, розміщувати
allocation, n - розподіл, асигнування,
відрахування; ~ of labour - розподіл
робочої сили; cost — розподіл прямих затрат; task ~ - розподіл робочих завдань
allot, v - виділяти, призначати; розподіляти, роздавати, наділяти; ~
credits - надавати кредити
allotment, n - виділення, розподіл,
призначення; on
під час розподілу; ділянка, що віддається в
оренду; виділення акцій одному з
пайовиків
allow, v - дозволяти, надавати дозвіл;
визнавати (справедливим, правиль-
263
ним); приймати; погоджуватися;
~ claim (an argument) - визнавати
(справедливою) вимогу (аргумент); І
— that I was wrong - визнаю, що був
неправий; ~ for - передбачати; враховувати; брати до уваги; allowing
for inflation - зважаючи на інфляцію
allowances, n (рі) - грошові допомоги,
дозволи
allude, v - посилатися; ~ to recent facts
(to a sentence, to a situation) - посилатися на останню подію (на фразу, на обставини); ~ to somebody посилатися на кого-небудь
alter, v - переробляти
alternative supplier - інший (другий )
постачальник
alternative, п - варіант
alternatively, adv - альтернативно (є
вибір)
alternatives, n (рі.) - альтернативи; вибір
amend, v - виправити помилки, коректувати
amicable, adj. - дружній
amount, n - кількість
ample, n - достатній, просторий, рясний
animation, n - анімація, жвавість, захоплення, мультиплікація
annex, п - додаток, доповнення
announce oneself promptly - відразу
відрекомендуватись; syn identify
oneself
announcement, n - оголошення, об'ява, повідомлення, оповіщення
announcer, n - вісник; той, хто оголошує (програму тощо), ведучий
annoyance, п - неприємність, досада,
роздратування
264
annual meeting (AmE)
щорічна
загальна зустріч; syn an annual
general meeting / AGM (BrE)
annual, adj - щорічний, річний
answer one's question - відповісти на
чиєсь питання
answer the / call the phone - відповісти по (підійти до) телефону
antenna, n - антена
anticipate, v - очікувати, застерігати,
робити щось, використовувати; чекати, передчувати, попереджувати
apology, п - вибачення
apostrophe, п - апостроф
appendix / appendices, n - додаток (додатки)
appointment, n - побачення, зустріч
apportioning blame - покладаючи
вину, розподілена провина (дорікання)
approach, п - підхід
approach, v - підходити, наближатися,
звертатися
appropriate, adj - відповідний, який
підходить, властивий
approve, v - санкціонувати, затверджувати; схвалювати; ~ of - вважати
правильним
arbitration, п - арбітраж
area, п - район, область, зона; residential ~ - житловий район; ~
agreement - колективний договір
між підприємцем та робітником
будь-якої галузі промисловості, що
поширюється на всіх працівників
району; depressed (special)
район хронічного безробіття; dollar
(sterling) ~ - доларова (стерлінгова) зона; сфера діяльності; ~ of
agreement - сфера домовленості
English - Ukrainian vocabulary
area code - міжміський телефонний
код
area code dial - дзвінок по коду
arena, п - місце події, сфера діяльності; in the world ~ на світовій арені; the ~ of politics політична нива
argue, v - обговорювати, доводити,
сперечатись
argument, п - довід, доказ; аргументація; дискусія, суперечка; ~ for,
against - довід на користь, проти
чогось; a strong, weak ~ - переконливий, слабкий довід; refute ~s спростувати докази; a matter of —
спірне питання
argumentation, п - аргументація, наведення доказів; суперечка
arise, v - виникати, піднімати (питання)
arrange a meeting - призначати зустріч; syn set up; fix a meeting
arrange, v - влаштовувати
arrangement, n - розміщення, організація, упорядкування, класифікація
art of negotiation - мистецтво ведення
переговорів
article, n - предмет (торгівлі), товар,
пункт в контракті
ascertain the other side's deadline встановлювати кінцевий строк іншої сторони
aspect, п - аспект
assembly, п - збори, зібрання; ~ of
stockholders - збори акціонерів;
асамблея, збори; constituent ~ установчі збори
assess, v - визначити, штрафувати
assessing power - податкова влада
assessment, п - оцінка
assets, n (рі.) - активи, цінні якості
English - Ukrainian vocabulary
assistance, n - допомога, співпраця
assistant, n - помічник, референт;
selling ~ - продавець
associated, adj. - об'єднаний, дочірній
assort, v - сортувати, підбирати (товари)
assorted, adj. - підібраний, відсортований
assortment, n - асортимент, сортування
assumptions, n (pi.) -припущення
assure, v - запевняти
astonished, adj. - здивований, вражений
at best - за найкращими цінами
at hand - під рукою, близький
at the latest - самі останні
at the juncture - данного підрозділу, в
данному підрозділі
atmosphere, n - середовище
attachment, n - прикріплення
attend a meeting - відвідати засідання
(зустріч); syn - go to a meeting
attend to, v - приділяти увагу, слухати
attend, v - відвідувати
attendance time - робочий час
attitude, n - ставлення, відношення до
чогось
audience, n - аудиторія, слухачі, публіка; perform before a large - - виступати перед великою аудиторією
audit, v - перевірити; syn test
Australia - Австралія
Austria - Австрія
authentication, n - ідентифікація
authority limits - повноваження (межі)
влади
authority, n - влада, повноваження
automatic (trunk) telephone - автоматичний (міжміський) телефонний
зв'язок
265
automatic telephone exchange - (автоматична) телефонна станція
automatically, v - автоматично
availability, n - придатність
available, adj. - придатний, доступний
avoid listening to smb's conversation уникати слухання чиєїсь розмови
avoid making a fuss - не піднімати галасу
avoid upsetting - уникнути сварки
avoid, v - уникати, ухилятися, сторонитися, відміняти, анулювати
avoidance, п - ухиляння; tax ~ - ухиляння від сплати податків
- В back down, v - відступити
back, n - підтримувати; ~ a plan/a draft
resolution, an appeal - підтримувати
план, проект резолюції, заклик;
субсидувати, фінансувати; ~ down
відступати, відмовлятися; ~ out of—
ухилятися від; ~ up - підтримувати;
~ the wrong horse - прорахуватися,
помилитися, поставити не на того
коня
background, п - план (дій), основа
balance, п - рівновага; стан рівноваги,
врівноваженість; ~ of power, ~ forces
рівновага сил; throw smb off ~ - вивести когось із стану рівноваги
balanced, adj. - обдуманий, виважений; -judgement продумане судження; гармонійний, пропорційний; ~
composition - збалансований склад
ballot, п - виборчий бюлетень; балотування; таємне голосування;
single
вибори при одному балотуванні; successive ~s - вибори
при кількох балотуваннях; to elect
266
/ to vote / by
обирати таємним
голосуванням; (амер.) голосування
(також відкрите); to take а — проводити голосування, ставити на голосування
ban, п - заборона; under а ~ - під забороною
ban,v - забороняти
bang the receiver - грюкайте трубкою,
barely, adv - тільки, просто, лише, відкрито
bargain, п - торгова угода, вигідна покупка, угода про купівлю
bargain, v - заключати торгову угоду,
торгуватися; to ~ away - віддавати
за бездінь; to make а
укладати
угоду; to ~ on price - торгуватись
щодо ціни
bargainee, п - покупець
bargainer, п - учасник угоди
bargaining power - ринкова сила на
переговорах; спроможність (сила)
ведення переговорів
bargaining, п - торги, ведення переговорів
barnstorm, v {амер. розм.) - виїжджати
в агітаційну поїздку на місця; виголошувати промови на місцевих зборах (під
barnstormer, п (амер. розм.) - кандидат на виборчу посаду, який виїхав у агітаційну поїздку по країні
barrier, п - бар'єр, застава, перепона,
завада
basis, п - основа; as a basis for - як
основа для чогось
batch (a batch of ) - кількість чогось,
пачка, купка чогось
battery, п - батарейка
be / get rid of smth / smb - збутися,
минути, уникнути
English - Ukrainian vocabulary
be a blessing-спасіння, вдалий (успішний) вихід із якогось становища
be a success - мати успіх
be available - бути вільним, наявним,
досяжним
be aware - знати, усвідомлювати; syn
know to be informed
be confident that - бути впевненим syn
to be sure
be convinced - вміння сприймати аргументацію іншої сторони
be drawn in competition - бути втягнутим у конкуренцію
be high on the agenda - бути першим
пунктом у порядку денному
be in - бути вдома
be on one's own ground - обстоювати
свою точку зору, мати свою позицію
be on trade - бути торговцем, мати
справу, торгувати; to be in
займатись торгівлею;
be out - не бути вдома
be out of order - не працює
be pursued - бути переслідуваним
be used to - звикати, стати звичайним
be with, v - мати зв'язок
bear tranquility - гра на зниження
bearer, n - подавець, пред'явник
behavio(u)r, n - поведінка
bend, v - згинатися, гнути (ся)
beneficial, adj. - вигідний, корисний
benefit - бути вигідним; benefit both
parties - бути вигідним обом сторонам
benefit (s), n (pi.) - користь, вигода,
прибутки; of benefit to - на користь
чогось
benefit from - мати користь (вигоду) від
benefit smb. - скористатися кимсь, робити щось заради користі
English - Ukrainian vocabulary
bias, n (pi.) - упередження, схильність,
необ'єктивність; cultural bias
bid for - пропозиція щодо
bid, n - заявка, запропонована ціна;
амер запрошення
bill, n - рахунок (за послуги); перевідний вексель, тратта; свідоцтво,
накладна; а ~ of exchange; syn draft;
a railway
залізнична накладна;
a way — накладна; an air ~ - авіанакладна; a ~ of lading (B/L) - коносамент
bind, v - зв'язувати, зобов'язувати (законом)
binding contract - обов'язковий контракт
binding, adj. - обов'язковий, такий, що
зв'язує, той, який зобов'язує; be ~
upon (on) smb - бути обов'язковим
для будь-кого
blade, п - лізо
blame, п - осуд, докір
blame, v - засуджувати, звинувачувати
blank paper - незаповнений документ
blocked form of layout - без абзацу
bluff, n - блеф
blunder, n - груба помилка; (розм.)
збентеження, розгубленість, смута;
it was a tactical ~ це була тактична
помилка
blunt, adj. -різкий, прямий, тупий
board meeting - засідання правління,
колегіальне засідання
board, п - орган управління, правління, рада
boardroom, п - зал засідання ради директорів, конферецзал(а)
body contact - рух тіла
body language - мова тіла
267
body of a letter - інформативна частина
bogey tactic - невидима (лякаюча) тактика
bold, adj. - курсором виділене слово
bonus, п - винагорода, премія, бонус
boo, v - шикати, базікати
book, v - замовляти
booking, п - заказ
bottom, п - найнижчий рівень
bow, п - уклін
bow, v - вклонятися
bracket, п - дужка
brainstorm, п - блискуча думка (план)
brainstorm, v - продувати, обмірковувати розм. мізкувати (метикувати)
brainstorming, п - мозкова атака
brake, п - перешкода
branch, п - галузь, філія
brand, п - якість, гатунок, сорт, торгова марка
Brazil - Бразилія
breakdown, п - поломка, аварія, знесилення, розлад
breaking the ice - налагоджувати стосунки, знаходити спільну мову,
"розбити лід у відносинах"
brewery, п - пивоварний завод
bribe, п - підкуп, хабар
bribe, v - давати хабар
bribery, п - хабарництво, підкуп
brief summary - стислий виклад, короткий (писемний) переказ
brief, adj. - короткий, лаконічний, зжатий
bring about, v - здійснювати, опановувати
bring forward a meeting - перенести
зустріч (засідання)
bring the meeting to a close - довести
засідання (збори) до кінця
268
broaden one's knowledge - розширювати знання
building in contingencies - щось робити ("будувати") в непередбачених
обставинах (випадках)
Bulgaria - Болгарія
bulk orders - багато заказів
bull tranquility — гра на підвищення;
business
господарська операція;
current—поточна операція; exchange
~s - валютні операції; floor — угода
в біржовому залі; forward — строкова угода; inventory ~s - операції
з товарно-матеріальними цінностями; monetary ~ - грошова угода;
speculating ~ - спекулятивна угода;
spot — угода на наявний товар; stock
exchange — фондова операція
bullet, v - вирізняти, встановлювати,
випускати, робити перелік, згрупувати
bullfight, п - бій биків
bully, п - хвастун, розм. хвалько, шибеник; амер. першокласний, молодець
business call (visit) -діловий візит;
business circles - торгові (ділові, комерційні) кола; ~ depression - застій
в торгівлі;
business meeting - робоча нарада
business relations - ділові відносини;
торгівельні зв'язки; ~ year - господарський (фінансовий, торговий, звітний) рік; порядок денний;
(також the ~ of the day, the ~ of the
meeting); any other business - різне,
інші питання (в порядку денному);
(розм.) відносини, зв'язки (з кимсь),
клієнтура
business, п - бізнес, справа, професія,
підприємництво, угода, економічна
English - Ukrainian vocabulary
діяльність; робота; торгівля, комерційна діяльність; a business - підприємство, фірма
buzz, п - гудок (у телефоні); дзижчання; long (short, constant) ~ довгий
(короткий, безперервний) гудок;
give smb а ~ (розм.) - подзвонити
- с -
calculations, n (рі) - обчислення, підрахунки
calendar, п - календар
call back, v - передзвонювати
call it a day - закінчувати, припинити
call on business - телефонувати у справах
call up the information - подзвонити в
довідкове бюро
call, n - заклик; ~ for peaceful coexistence - заклик до мирного співіснування; ~ to arms - заклик до
зброї, під прапори; ~ of the House виклик усіх членів парламенту (для
голосування з важливих питань)
call, v - називати; вважати; викликати,
запрошувати; ~ back - брати слова
назад; ~ forth - викликати, спричинювати; ~ off - відкликати, скасовувати; ~ to - закликати до чогось; ~
upon - надавати слово
call/phone call - телефонний дзвінок,
розмова
calling signal - дзвінок, виклик
Canada - Канада
cancel a meeting - відмінити (скасувати)зустріч; syn - not have a meeting
after all
cancel, v - анулювати, скасувати, відміняти; погашати; розривати, відмовлятися від; ~ an order (a contract) - ану-
English - Ukrainian vocabulary
лювати замовлення (контракт); ~ a
call (a L/C) - відмінити телефонну
розмову (акредитив); ~ debts - анулювати борги
cancellation, п - анулювання; розірвання; відміна; погашення
capability, п - вміння
capital letter - велика (прописна) літера
capitals, n (рі) - великі (прописні) літери
caption, п - заголовок, надпис
carriage, п - 1) екипаж; 2) виконання,
здійснення (закону, пропозиції");
прийняття (рішення тощо); ~ of а
resolution - прийняття резолюції; ~
of affairs - завідування справами
carry, v - носити
case, п - випадок
casing (for computers) - корпус, футляр, корпус
cast a vote - голосувати, подавати
(свій) голос
casual, adj - випадковий
category, n - категорія, розряд
cause, v - спричиняти, змушувати, завдавати
caution, п - застереження, пересторога, перестереження, обачність,
осторога
caution, v - зостерігати, застерігати,
перестерігати; to be cautioned - бути
обережним, зостерігати
сс (send a copy) - надсилати копію
centered, adj. - по центру
certificate, п - свідоцтво, сертифікат
cessation, п - припинення
cession, п - уступка
chain, п - мережа (магазинів), ланцюг
chair, п - головування, місце голови;
take the ~ - стати головою зборів;
269
відкрити збори; put in the
бути
обраним головою; the ~ is taken збори відкрито; be (sit) in the
головувати; leave the ~ - закрити
збори; address the — звертатися до
голови (зборів); Chair! Chair! - До
порядку!
chair, v - зводити на посаду; бути обраним головою; очолювати
chairman, п — голова (ради); syn
chairperson, chair, chairwoman; ~
of the Council of Ministers - Голова
Ради міністрів
chairmanship, n - обов'язки голови;
посада голови
challenge, v - ставити завдання, проблему
charge, п - 1) нарахування; стягнення, збір, платня; freight
платня
за фрахт; 2) відповідальність; be in
charge of a meeting - відповідати за
зустріч
charge, v - 1) призначати, встановлювати (ціну), брати, стягувати, дебетувати; ~ to smb's account - відносити на будь-який рахунок; 2) доручати, звинувачувати
charges, n (рі.) - витрати, платня; the
~ on the shipment - витрати (сплата)
на відвантажування; the importation
~ - імпортне мито; the insurance
платня за страховку, страховий
внесок; the transport ~ - транспортні
витрати; additional extra — додаткові витрати; expenses - витрати
charging rates - назначати ціни (розцінки)
charity, п - добродійний внесок, добродійність
chat, п - дружня бесіда, невимушена
розмова
270
chat, v - вести бесіду, болтати, розмовляти
check, v - перевіряти
chemist's, n - аптека
cheque, n - чек; a bearer
чек на
пред'явника
chestnut, n - каштан
Chile - Чилі
chip, n - хиба, дефект
chips, n (pi) - гроші, монети
choice, n - асортимент, вибір
choose the best course of action - вибір
кращого напрямку діяльності
chronological, adj. - хронологічний
chronology, n - хронологія
circulate, v - розіслати, розповсюджувати; рухатися по колу, бути в
обігу (про засоби), циркулювати,
поширювати(ся)
circulation, п - розповсюдження; передача (чуток і т. ін.); ~ of rumours;
тираж (газети); кругообіг, обіг; ~ of
commodities - обіг товарів
circumstances, n (рі.) - обставини;
under no circumstances - не за які
обставини (умови)
claim, v - вимагати, претендувати;
пред'являти претензію, заявляти
права на щось; ~ the goods - заявити права на товар; ~ compensation вимагати сплати компенсації; ~
damages - заявляти позов про відшкодування збитків; ~ the money вимагати сплати грошей; ~ an
insurance - заявляти права на страховку; ~ smth from smb - вимагати
щось у когось
clarify, v - виясняти, вносити прозорість (чіткість); прояснити
clarifying positions - роз'яснення позицій (положень)
English - Ukrainian vocabulary 270
clear objectives - чіткі цілі, чітка мета
clear strategy - зрозуміла стратегія
clear, adj - ясний, зрозумілий
clearly, adv - ясно, очевидно
clerical, adj - канцелярський
cliche, n - кліше
click a ballpoint pen - клацати кулькову ручку
client's requirements - клієнтські вимоги
climb down, v - спускатись вниз
clinch a deal - укласти угоду (справу)
close a deal - закрити справу (угоду )
closed, adj. - закритий
closely, adv. - близько, тісно, уважно
closure, п - заключна частина
clown, п - клоун
clues, n (рі.) - ключі до розгадки, докази
clumsy, adj - соромливий, неповороткий
co-operate with, v - співпрацювати з
кимсь
co-operative style - спільний (сумісний) стиль
code, п - код, індекс, норма, стандарт
coherently, adv. - погоджено, послідовно
coincide, v - збігатися
collaborative approach - спільний підхід
collect information - збирати інформацію
collect, v - отримувати гроші (у сплату
боргу), інкасувати; ~ debts - інкасувати борги; ~ a bill - інкасувати
гроші за векселем
collective bargaining - переговори між
підприємцями і профспілками про
умови праці, укладення колективного договору, колективна комерційна угода
English — Ukrainian vocabulary
Colombia - Колумбія
colon, n - дві крапки
combination, n - сполучення, комбінація
come back to, v - повертатися назад до
(теми)
come in, v - підійти до, увійти
come to a consensus - дійти згоди (консенсусу), домовитись
come to, v - підійти до (якоїсь теми)
come up, v - підходити
comma, n - кома
commence, v - починати щось
comment, n - примітка, коментарій
commercial contract - комерційний
контракт
commercial talks - комерційні переговори
commercial, adj. - комерційний (пов'язаний з бізнесом)
commercially, adv. - з комерційного
погляду, з точки зору прибутку;
commitment, п-зобов'язання, затрати,
передача, вручення, зобов'язання
com mitt, v - здійснювати
commodity, n - товар
common goals - загальні цілі (мета)
common ground - загальна основа,
загальний мотив; питання, з яким
згодні обидві сторони, що сперечаються;
common interests - спільні інтереси
common, adj. - спільний; in common
- спільно
commonwealth, n - співдружність
communication, n комунікація,
зв'язок
company, n - компанія, корпорація, фірма; ~ in liquidation - компанія в стані
ліквідації; to form а — створювати
компанію; affiliated (subsidiary)
271
філія, дочірня компанія; associated —
асоційована компанія; assurance
страхова компанія; bogus (bubble)—
фіктивна компанія; close — компанія
закритого типу; commission ~ - комісійна фірма; domestic ~ - вітчизняна компанія; holding ~ - холдінгкомпанія, материнська компанія;
indigenous ~ies - національні компанії; insurance - — страхова компанія;
investment (trust) ~ - інвестиційна
компанія; joint — спільна компанія;
joint stock
акціонерна компанія;
limited (-liability) — товариство з обмеженою відповідальністю; mortgage
— компанія, що займається іпотечними операціями; operating
діюча компанія; parent ~ - материнська
компанія; retailing
компанія роздрібної торгівлі; stock — акціонерна
компанія; subsidiary — дочірня компанія, філія; trust — траст-компанія;
unlimited
компанія з необмеженою відповідальністю; vendor ~ компанія-постачальник
comparable, adj. - порівнянний
compensatory, adj. - компенсаційний
compete, v - змагатися, конкурувати; ~ with;
for (in order to get
something); can't ~ with - не здатний конкурувати; ~ to do smth
competence, n - компетентність
competency, n - компетенція
competently, adv. - компетентно; володіння справою
competition, n - конкуренція, конкурентна боротьба, змагання; ~ for;
~ between; fierce / strong / tough ~
-жорстка конкуренція
competitive power - конкурентоспроможність
272
competitive trade - конкурентна торгівля
competitive, adj. - пов'язаний із жорсткою конкуренцією, конкуруючий;
it was too ~
competitiveness, n конкурентоспроможність
competitor, n - той, хто бере участь
у змаганнях, суперник; конкурент,
суперник; syn rival;
complaint letter - лист з жалобою
complaint, n - скарга, невдоволення
complementary, adj. - той, що доповнює
complete the negotiations - проведення переговорів; доведення переговорного процесу до кінця
complexity, п - складність, заплутана
справа, важкість, проблема
complimentary services - вітальні
(лестиві) послуги
comprehensible, adj - збагнений, зрозумілий, досяжний
compromise, п - компроміс; ~ between
compromise, v - піти на компроміс
concede, v - поступитися, уступати
conceding, п —допустимість, припущеність (можливості), припустимість,
доступ, признання
concept, п - поняття, концепція, принцип
conception, п - ідея, концепція, поняття
concern, п - справа, участь
concern, v - торкатися, зачіпати (питання), мати відношення
concession, п - надходження, знижка
concessions, п (рі.) - поступки, концепції
concise, adj. - короткий, чіткий, виразний
English - Ukrainian vocabulary 272
concisely, adv - чітко, кратко, стисло
conclude by highlighting the fact - підводити підсумки виявленого факту
conclude, v - заключати
conclusion, n - закінчення, висновок;
in conclusion - на закінчення, у висновку
concrete terms - в конкретних термінах (строках)
condense, v - стиснути, скорочувати,
уменшати
confederacy, n - конфедерація, ліга,
союз держав; домовленість; змова
(злочинна)
confer, v - дарувати, наділяти, надавати; ~ a diploma, a degree - присуджувати диплом, учену ступінь;
вести переговори, радитись; ~
together, ~ with
conference room - конференцзал
conference, n - конференція, нарада
confidence, n - довіра, впевненість
confident, adj - 1) секретний, конфіденціальний, конфіденційний; 2) впевнений; be ~ of smth - бути впевненим;
be ~ that... - бути впевненим, щодо
confidential information (things that
others should not know) - конфеденційна інформація
confidently, adv. - упевнено
confined, v - обмежений, тісний, вузький; to be confined to - бути обмеженим
confirm the appointment - підтвердити зустріч
confirm, v - підтверджувати, підтримувати, затверджувати; ~ a statement;
затверджувати, ратифікувати; ~ the
appointment - затверджувати призначення; ~ a treaty - ратифікувати
договір
English - Ukrainian vocabulary
confirmation, n - підтвердження, доказ, підкріплення; ~ of a statement,
news, a promise, rumours - підтвердження заяви, повідомлення, обіцянки, чуток; ~ note - (письмове)
підтвердження (угоди)
conflicting interests - конфлікт інтересів
conform, v - відповідати (умовам)
conformance, п - відповідність (вимогам)
conformity, п - схожість, відповідність, аналогічність
confront, v - стояти віч-на-віч
confrontation, п - конфронтація
conjunction, п - зв'язок, з'єднання;
in conjunction with - у зв'язку з, в
з'єднанні з, разом з
connect, v - з'єднувати
connotations, n (рі) - значення, додаткове значення
consciousness, п - свідомість
consensus, п - узгодженість, згода; ~
of opinion однодумство, одностайність
consent, п - згода; without the Sellers'
(the Buyers') — без згоди продавця
(покупця); smb's ~ to smth - чиясь
згода на що-небудь
consent, v - погоджуватись; дозволяти;
давати дозвіл
consequence, п - результат, висновок
consequently, adv. - тим часом, отже
consider a proposal - розглянути пропозицію
consider the options - розмірковувати
(розглядати) точку зору (вибір)
consider, v - вважати, гадати, розглядати, обговорювати, планувати;
брати до уваги, враховувати
273
consideration, n - обміркування, розгляд,
обговорення; send for smb's — відсилати, відправляти комусь на розгляд
(для обговорення); take into — брати
до уваги, враховувати; be under
розглядатися, обговорюватись; under
consideration - на розгляд
considered opinion - розглянута думка
(точка зору)
consignment, n - груз, коносамент, накладна
consistency, n - послідовність
consistent, adj. - послідуючий, закономірний
constant, adj. - постійний
constructive, adj. - конструктивний,
творчий
consult, v - консультувати(ся)
consultancy, n - консультація
consultant, n - консультант
consumption, n - споживання, витрати
contact, n - контакт, договір, угода;
contact, v - стикатися, встановлювати 3B^30KC0ntemplate, v -обмірковувати, роздивлятися
content, n - зміст
contestant, n - учасник змагань
context, n - контекст
contingency option - випадковий вибір; вибір непередбачуваних обставин
contingency sum - комплекс (сума) непередбачених обставин
contract, n - контракт, угода
contracting parties - договірні сторони
contraction, n - скорочення
contradict, v - спростовувати, суперечити
274
contrary, adj. - протилежний, щось
протилежне; on the contrary - навпаки, на протилежному, всупереч
contribution, n - вклад, внесок, пропозиція, сприяння, співробітництво
contributions, n (pl.) - вклади, вкладення, внески, пожертви
control, V - управляти, регулювати
controlling movement - контролюючий рух
controlling the negotiation process контроль за переговорним процесом, контролювання процесу переговорів
convene, V - скликати, збирати; ~ а
meeting - скликати засідання; збиратися (на збори)
convenient, adj - зручний
convention, n - умова, традиція, збори,
з'їзд; договір, узгодження, конвенція; multilateral ~ багатостороння
конвенція
conversation, n - розмова, бесіда, неофіційні переговори
converse, adj. - навпаки
conversion, n - обіг, перетворення; зміна думки, перехід з однієї партії до
іншої; ~ from smth to smth
convert, v - конвертувати, преобразити
convey, v - передавати ( думки)
convince, v - переконати (переконувати), довести до зізнання; ant be not
totally convinced by - бути не повністю переконаним в
convincingly, adv. - переконливо
cooling-off, n - період обдумування і
переговорів (між двома сторонами)
cope with, v - справлятись
cordless phone, cordless, n - радіотелефон, без шнуру
English - Ukrainian vocabulary
core competence - секрети фірми
correlate, v - співвідносити
correlation, п - відповідність, співвідношення
corruption, п - корупція
cost, п - вартість, ціна, собівартість;
~ price - ціна виробництва (товару); unit ~ - питома вартість, вартість виробництва однієї одиниці;
~ of living - прожитковий мінімум;
cover / meet / pay the — сплачувати
вартість
cost, v - назначати ціну
costing, n - нарахування, вирахування
costs, n (pi.) - витрати, затрати ;
production and handling ~s - витрати
на виробництво та обслуговування;
running -— витрати на експлуатацію;
at all costs - за всяку ціну
count, v - рахувати, підраховувати; ~
out - відкладати засідання через
відсутність кворуму, підтасовувати результати голосування шляхом
позазаконного анулювання бюлетенів; ~ up - підраховувати; ~ heads
(noses) - (розм.) підраховувати кількість присутніх
countable, adj. - той, що можна порахувати
counter-appeal, п - юр. зустрічна апеляція
counter-appealant, п - юр. сторона, що
подає зустрічну апеляцію
counter-reactions - протилежні відгуки, зворотні реакції
counterarguments, n (рі.) - контраргументи
counterpart, п - колега, протилежна
сторона
country code - код країни
275
English - Ukrainian vocabulary
counts, n (pi) - підрахунки
courteous, adj. - ввічливий, чемний
courtesy, n - ввічливість, чемність
covenant, v - укладати угоду, договір;
брати на себе зобов'язання згідно
договору, угоди
covenanted, adj. - зобов'язаний за договором
covenanted, п - контрагент; той,
стосовно
якого
приймаються
зобов'язання
cover costs - покривати витрати; ~ of
idleness - витрати через простій; ~
in full - повні витрати
cover expenses - покривати витрати
cover much ground - охоплювати (торкатися) багато питань
cover requirements - задовольняти потреби
cover sheet (the first page of a fax
showing who it's from, who it's t o . . . ) титульна сторінка
cover, n - сплата (по рахунку), покриття, забезпечення, страхування
cover, v - покривати, забезпечувати
(грошовим) покриттям, страхувати
coverage, п - покриття, забезпечення,
охоплення,обсяг
creativity, п - творчість, творчий потенціал, вірогідність (довір'я), авторитет
criteria, n (рі.) - критерії (успіху)
criterion, п - критерій, показник
cross-border, adj. - міжнародний
cross-cultural literacy - знайомство з
іншими культурами
crux of the matter - суть справи
cultural clash - зіткнення культур
currency, n - валюта
currently, adv - поточно
customer-supplier negotiations - переговори постачальника (торговця) і
клієнта (покупця)
customer, п - клієнт, покупець
customs, n (рі) - традиції, звичаї
cut, v - 1) вилучити; 2) зрізувати, скорочувати, знижувати, зменшувати;
~ prices - знижувати ціни; ~ the
amount - зменшувати суму (кількість); ~ (down) smb's expenses скорочувати чиїсь витрати; ~ down
the production of - скорочувати
виробництво; 3) різати, відрізати, скорочувати; ~ in — втручатися,
підслуховувати по телефону; ~ up розкритикувати; ~ loose - звільняти;
~ short - обривати, раптово перебивати; ~ a joke - утнути жарт; ~ the
record - побити рекорд; ~ a figure справляти враження; виділятися; ~
ice - мати вплив, мати значення; ~
and dried (dry) - підготовлений заздалегідь
cut off, v - відсікати, відрізати, обривати, вимикати
cut on the main product line - урізати
(відмінити) випуск основної лінії
товару (продукції)
cutlery, п - столовий прилад
—D—
daily, adj - кожного дня, щоденно
damage, п - втрата, збиток
damage, v - ушкоджувати, завдавати
збитків
darn well - добре лагодити
dash, п - тире
data analysis - аналіз даних
data, п - дата, число, термін, строк
276
deadline, n - крайня межа, крайній
(остаточний)
строк,
(кінцевий)
останній строк
deadlock, п - безвихідне становище,
застій, глухий кут, тупик
deal with, v
мати справу з; deal
with smb - мати справу з, торгувати
з, вести справу
deal, п - ділова угода; ~ with; sign а —
підписати угоду
debatable ground - суперечлива тема;
debrief, adj. - некороткий
debt, n - борг, заборгованість
decent job - пристойна робота
decision-making, n - прийняття рішення
declare, v - висловити, вимовити, оголошувати
decline, п - зниження, спад
decline, v - знижуватись
deeply, adv. - глубоко
default, n - невиконання зобов'язань,
невиконання договору; несплата; action - судова справа про несплату; ~ in delivery - непостачання; ~ in
payment - несплата; ~ risk - ризик
невиконання зобов'язань
default, v - не виконати (зобов'язань та
ін.); ~ on
defensive, adj. - захищений
defer, v - відкладати, відрізнятися
define one's objectives - визначати задачі (цілі)
define one's limits - визначити чиїсь
власні обмеження (межі)
defining issues - визначення проблем,
проблеми (випуски) визначення
deflect, v - відхилити
degree, п - ступінь
delay, v - зволікати, відкладати
English — Ukrainian vocabulary
delegate, п - делегат, представник, посланець
delegate, v - делегувати, посилати
(представником); передавати повноваження, доручати
delete, v - викреслювати, убирати
deliberately, adv. - обмірковано, обачно, навмисно
delicate negotiations - майстерні (делікатні) переговори
deliver, v - доставляти; to be delivered бути доставленим
demand(s), n (pi.) - вимога(и), потреби
demand, n - попит
department / departmental meeting зустріч відділу, збори відділу
deregulation, n - безлад, ослаблення
контролю
descriptive essays -описові есе
destroy a document - знищувати документ
destroy, v - руйнувати, знищувати
destructive, adj. - руйнівний
detect, v - знайти, виявляти
detergent, п - миючий засіб, детергент;
All-Purpose Detergent - унікальний
миючий засіб
develop, v - розвивати
device, v - винаходити
dial tone - тон (звук) з'єднання
dial, v - набирати номер (телефона);
dial, п - диск
diary, п - щоденник
diffused, adj. розповсюджений;
поширений; ~ opinion - розповсюджена думка
dig out, v - шукати щось syn look for
digest, v - засвоювати, опановувати
digit, n - цифра
digress, v - відступати (від теми)
English - Ukrainian vocabulary
digression, n - відступ, ухилення від
теми
digressions, n (pi.) - відхилення
dilemma, n - необхідність вибору; on
the horns of a ~ - перед необхідністю
вибору
diminish, v - зменьшити, занижувати,
недооцінювати
direct line - пряма лінія
directness, n - прямота, неупосередкованість
dirty tricks - брудні хитрощі (трюки,
жарти)
disadvantage, п - недолік
disagreement, п - незгода, суперечка,
розбіжність
disapprove, v - не схвалювати
disastrous, adj. - згубний, тяжкий
disconnect, v - роз'єднувати, syn cut
off
discount, n - знижка; облік (векселя)
discount, v - обліковувати (вексель,
тратту); ~ a draft - здійснити облік
тратти;
discourse, п - лекція, промова; трактат,
міркування; deliver а ~ - виголосити промову
disengaged, adj - вільна (лінія)
dispatch, v - відправляти, посилати
display, п - дисплей, показ, виставка
dispute, п - диспут, дискусія, дебати;
bitter ~ - гостра полеміка; суперечка, лайка
dispute, v - обговорювати, дискутувати; ~ a statement (a fact) - ставити
під сумнів заяву (факт); ~ an election
(a right) - заперечувати результати
виборів (право)
disrupt, v - підривати, руйнувати, зривати; - a meeting - зривати збори;
277
~ a trade union - розколювати профспілку
disruption, п - руйнування, розрив,
підрив
disruptions, n (рі) - підривання, руйнування, збої
dissect, v - (перен.) розбирати; аналізувати; розглядати критично
dissociate, v - роз'єднувати, відокремлювати
distance, п - відстань
distinction, п - різниця
disturb, v - турбувати
disunion, п - роз'єднання; незлагода,
відмінність у думках; syn disunity
divergent, adj. - розбіжний
diversified, a d j - різнобічний
diversion, n - відхилення
divert, v - відхиляти, відводити; скеровувати в інший бік; ~ a sum to
charity - виділяти суму на потреби благодійності; ~ smb from а
purpose - змушувати відмовлятися
від своєї мети
divide, v - 1) поділяти на; ~ into lots поділяти на ділянки, партії, серії
тощо; divide an estate - проводити
розподіл майна; 2) ділити, розділяти; викликати незлагоду, відмінності у думках; be ~d in opinion - розходитися у поглядах; opinions are ~d
on the point - щодо цього питання
думки розходяться; my mind is ~d
on the point - у мене сумніви (я не
прийняв рішення) стосовно цього
питання; ~ and rule - розділяй та володарюй
do about, v - виконувати щось
dodge, v - ухилятися; ~ a question/ the
issue - ухилятися від питання, від-
278
повідальності; ~ the problem ухилятися від вирішення питання
dogmatic, adj - догматичний, безапеляційний, категоричний
domestic trade - внутрішня торгівля;
ant external
зовнішня торгівля;
foreign
зовнішня торгівля; free
~ - вільна торгівля; illicit — контрабандна торгівля;
dominant factor - домінуючий чинник
(фактор), домінуючий коефіцієнт
dominate, v - переважати, панувати
Dominican Republic - Домініканська
Республіка
double rooms - номера на двох
double space, v - робити двічі інтервал
doubt, п - сумнів; doubts, n (рі.) - сумніви
doubt, v - сумніватися, недовіряти
download
information from the
Internet - взяти ("скачати") інформацію зІнтернету
downpayment, п - передоплата
draft contract - типовой контракт
draft, п - тратта, переказний вексель;
draw ~s on smb - виставляти тратти
на кого-небудь; honour а — акцептувати, сплачувати тратту, проект
draft, v - творити, складати
draw up, v складати(писати);
syn write ; ~ a contract (a plan, а
document) - складати контракт
(план, документ),
draw, v - виписувати тратту (чек), брати
гроші з рахунку; to ~ a bill - виписати вексель; to ~ a document - скласти
документ; to ~ a salary - отримувати зарплату; to in expenditure - скорочувати витрати; to ~ money from
English - Ukrainian vocabulary 278
a bank - отримувати гроші з банку;
to ~ money from an account - знімати
гроші з рахунку; to ~ up an account складати рахунок
drawn up a plan - скласти (намалювати, накидати) план
drive a hard bargain - вести напружені переговори (торги)
drop (insert) a coin into the slot - опустити монету у проріз
drop, n - зниження, падіння
drop, v - знижувати, кидати, копати
due, adj. - належний, зобов'язаний,
вчасний; in ~ form - у належній формі; the amount ~ to us - належна нам
сума; when — за настанням строку
платні; be ~ to smth - належати комусь, приходитися; be (fall, become)
— наставати строку платні
dull times - періоди спаду економічної
активності
dull, adj. - в'ялий
duly, adv.- належно, своєчасно, вірно;
~ signed - належно підписаний
duplicate, п - дублікат, копія
durable, adj. - довгостроковий
durables, n (pi.) - товари довгострокового користування; consumer ~ споживчі товари довгострокового
користування
duress, п - тиск, тиснення; under
duress - під впливом, під тиском
dutiable, adj. - той, що підлягає оподаткуванню
-Еe-mail, п - електронна пошта
earpiece, п - слухова частина (трубки)
ease, v - заспокоювати, зменшувати
English - Ukrainian vocabulary
edge around, v - уходити від теми розмови, розмовляти навколо
edit, v - випускати, друкувати
effect, v - виробляти, виконувати,
здійснювати, чинити; ~ insurance страхувати; ~ shipment - здійснювати відвантажування; - payment здійснювати платіж
effective time - фактичний час
efficiency, п - ефективність
efficient, adj - ефективний, вмілий, раціональний, доцільний
EGM: extraordinary general meeting надзвичайна загальна нарада (зустріч)
Egypt - Єгипет
elaborate, adj. - старанно, детально
розроблений, продуманий, підготовлений; ~ plan - старанно продуманий план; ~ study - детальне
вивчення; ~ preparations - старанна
підготовка
elaborate, v - ретельно розробляти,
розвивати, детально, старанно розробляти чи обдумувати
elbow, п - лікоть
element, п - елемент
ellipsis, п - еліпсис
embarrassment, п - затруднения, перепона
embody, v - втілити
emerge, v - з'явитися
emergency call - терміновий дзвінок
emphasize, v - підкреслити
empire, n - імперія
employ, v - наймати
employee, n - службовець, робітник,
працівник
employer, n - наймач
employment contract - контракт сто-
279
совно найму на якусь (конкретну)
роботу
enable, v — надавати можливість, робити придатним
enact, п - постанова, рішення
enact, v - приймати, надавати законної
сили
enclose with (the letter) - додавати до
листа
enclose, v - додавати до листа
encounters, n (рі.) - зіткнення, зустрічі
end, п - кінець; at the other end - на
другому кінці
endorse, v - підтверджувати, схвалювати
endorsement, п - підтвердження; індосамент (передавальний напис);
підпис на звороті документа;
engage in personal relationships —
вступати (втягувати) в особисті відносини
engage in small talk - приймати участь
у світській бесіді
engage, v - займати, зобов'язувати
engaged tone (BrE) / busy tone
(AmE) - сигнал "зайнято" number
is engaged зайнято, syn the line is
busy or crowded, engaged
enormous, adj. - масивний, величезний
enquire, v - запитувати, дізнаватися,
наводити довідки, навідуватися
enroll, v - вносити до списку; записувати (в члени організації)
enrolment, п - акт реєстрації, запис (у
книзі актів); прийняття в члени, запис (до організації)
ensure, v - забезпечувати, гарантувати,
страхувати; ~ a profit, income - за-
280
безпечувати, гарантувати прибуток,
дохід
ensuring implementation - гарантування (забезпечення) виконання
enter a competition - приступати до
змагання
entirely, adv. - повністю, цілком
entitle, V - надавати право; be ~ed to бути уповноваженим, мати право; syn have a right to do smth, be
authorized to do smth
entry, n - запис, помітка
environment, n - навколишнє середовище
equip, v - обладнувати; оснащувати,
споряджати, постачати; be well ~ed
for smth - бути добре підготовленим до чогось
equipment, n - обладнання
erase, v - стирати, витирати
erratic, adj. - нестійкий, несталий
error, n - помилка, відхилення
essential, adj - вагомий; невід'ємна
частина
establish some rapport - встановити
ш ш о ж ' R1GK
establishing positions - встановлення
положень (позицій)
estimate, n - оцінка, кошторис
estimate, v -оцінювати
etho(s), n (pi) - відголоси
etiquette, n - етикет, професійна етика; a breach of professional ~ - порушення професійного етикету
European Economic Community - Європейське Економічне Співтовариство
evaluate, v - оцінювати, оцінити
evasive, adj. - той, хто ухиляється
evasiveness, n - ухильність
English - Ukrainian vocabulary 280
event - подія; in the event of a tie - у
разі зв'язку, в результаті
eventual, adj. - можливий
exaggeration, n - перебільшення
exceed, v - перебільшити
exchange / telephone exchange, n центральна телефонна станція, комутатор
exchange, n - обмін, розмін
exchange, v - обмінювати(ся)
exclude, v - виключити
excuse, v - служити виправданням;
звільняти (від обов'язку, роботи);
~ smb from attendance - звільняти
когось від присутності, дозволяти
комусь не бути присутнім
execute, v - виконувати
executive power - виконавча влада
executive, п - виконуючий обов'язки,
керівник
executives, n (рі) - виконавці
exemplification, п юр. - пояснення на
прикладі, ілюстрація; засвідчена
копія документа
exhausted, adj. - виснажений
exhaustive^ adi, - вичерпний, вичерпаний, виснажений
expansion, п - поширення
expenditure, п - витрата
expense, п - витрата; syn expenditure
витрата (грошова); small (heavy,
large) expenses - невеликі (великі, завеликі) витрати; storage ~s складські витрати, витрати на складання; return ~s - витрати, пов'язані
з поверненням товару; at smb's —
за чийсь рахунок; ~s on smth - витрати на будь-що; expenses, n (рі) витрати
expensive, adj. - коштовний
English - Ukrainian vocabulary
expertise, n - досвід
explain one's vote - виступати з мотивів голосування
exploit, v - розробляти, експлуатувати
exploring ideas - дослідження ідей
(думок)
export restrictions - експортні обмеження
express an opinion - виражати думку
express annoyance - роздратовуватися, дратуватися, виражати незадоволення
express one's own intentions - виражати власні наміри
expression, n - виявлення, вираження
(чогось)
extension, п - додатковий
extensive product coverage - великий
(різноманітний) обсяг продукції
extensive, adj. - великий, просторий,
має плани на майбутнє, спрямований вперед
extent, п - ступінь, міра, сила
external, adj - зовнішній
eye movements - рух очей
-Fface to face - віч-на-віч
face, v — виходити на; бути повернутим до; повертатися (стояти) обличчям до, зіткнутися, дивитися в
обличчя
facilitator, п - помічник, допоміжний
засіб
facility, п - можливість
factors, n (рі.) - фактори
factual, adj. - фактичний
fail, v - провалити щось, невдалось
щось зробити
failure(s), n (рі) - невдачі, провали
281
failure, п - невдача; market ~s - неефективність
ринкового
регулювання
fake, v - підроблювати, фальсифікувати, фабрикувати
faked, adj. - фальшивий, підроблений
fallacy, п - помилка, хибна думка, помилковий погляд; софізм, помилковий аргумент
fallback position - уступати позиції
familiar, adj. - звичайний, близький,
знайомий
familiarity, п - звичайність, близькість, знайомство
far beyond the level of your expertise значно краще рівня вашої компетенції
Farsi - Фарси
fascinating, adj. - чарівний, очарований
fasten, v - прикріплювати, нав'язувати,
спрямовувати свої погляди
fault, п - недолік, помилка, провина
faulty, adj. - дефектний, хибний
favour, п - прихильність, смак; користь, інтерес, допомога (захист,
заступництво); in ~ of (in smb's
favour) - на чиюсь користь, на чиєсь ім'я; do smb а
зробити комусь послугу; with — прихильно,
ласкаво, доброзичливо; free of
безкоштовно; to be in — користуватися попитом
favourable, adj. - сприятливий
fax machine - телефакс (апарат)
fax number - номер, за яким ви відправляєте повідомлення (теле) факсом
fax layout - факс, план (форма) факсу
fax someone something, v - відправляти комусь щось факсом
282
fax someone, v - відправляти комусь
факс
fax something (over / across) to
someone - відправляти щось комусь факсом
fax something, v - відправляти щось
факсом
fax, n - повідомлення по (теле) факсу;
send a fax; by ~ факсом, по факсу;
fax, v - відправляти факс; syn to send
something by fax - відправляти щось
факсом
FDI (foreign direct investment) - прямі іноземні інвестиції (ПІІ)
feasibility study - вірогідність (можливість) навчання, можливість здійснювати навчання, тобто навчатися
feasibility, п - можливість, здійсненність
feasible, adj. - здійснимий, можливий,
здійсненний
feature, п - особливість, ознака, властивість
fee, п - винагорода, гонорар, внесок
feedback, п - відгук, зворотній зв'язок,
віддача, основа
feel lousy about smth - погане почуття
відносно чогось
fight, v - боротися, домагатися чогось;
fight for; ~ smb for smth
figure, n - малюнок, фігура, цифра
file, n - фаіл, документ
filing system - система файлів (папка
з файлами)
fill, v - наповнювати, заповнювати
final gambit - останнє несподіване
прохання
finalization, п - завершення
find a compromise - найти компроміс; syn to agree to a compromise -
English - Ukrainian vocabulary 282
піти на компроміс; syn to reach a
compromise
Finland - Фінляндія
fire off, v - швидко відправляти; syn
send quickly
flag, v - розміщати
flexibility, n - еластичність, гнучкість
flexible, adj - гнучкий
fluent, adj - вільний, швидкий (розмовляти)
fluently, adv - плавно, плинно, швидко
focus, n - фокус, спрямованість, поле
зору
follow-up letter - лист-нагадування,
лист-підтвердження про одержання
чогось, наступний лист
follow, v - наслідувати, стежити, слідкувати
font (style of type) -1) вид шрифту; 2)
специфіка; professional font
forbidden ground - заборонена тема;
formal meetings - офіційні (формальні) засідання
format, n - формат
former, adj. - перший, офіційний, формальний
forthcoming, n - поява, наближення
forward, v - прискорювати, пришвидшувати
framework, n - структура
framing objectives - створення задач,
визначення мети
frank, adj. - відвертий, щирий
frankly, adv. - щиро, відверто
free of duty - безкоштовний; той, ще
не підлягає обкладанню митом
Freephone number - безкоштовний
номер
frequently, adv - часто, частіше за все
fringe benefit - додаткові пільги
English - Ukrainian vocabulary
frown, v - дивитись незадовільно,
хмурити брові
fruitful discussion - плідна дискусія
(обговорення)
fruitful, adj. - плідний
frustrated, adj. - розглянутий ретельно
function, n - 1) функція, призначення; 2) урочиста церемонія; attend а
great state function - бути присутнім
на великих урочистостях
furious, adj. - розгніваний
further information - подальша інформація
-Ggain, v - добувати, перемагати, отримувати, заробляти
gains from trade - вигоди від торгівлі
gains, n (рі) - вигоди, прибутки, досягнення
gambit(s), n (рі.) - гамбіт, поступка для
отримання переваг в майбутньому
gamble, п - ризикована справа, спекуляція, гра на біржі; fair ~ чесна гра
gamble, v - ризикувати, спекулювати
gap, п - проміжок, інтервал, дефіцит,
нехватка, розрив; ~s in the market
mechanism - дефекти ринковою
механізму; to close a — скоротити
розрив; budget — бюджетний дефіцит; price — розрив у ціні; supplydemand ~ - розрив між попитом та
пропозицією; trade — дефіцит торгового балансу
gargle, v - полоскати горло
gathering, п - збори; зустріч; social
~ - збори (громади, організації);
political
політичні збори, політичний мітинг
283
gavel, п - молоток (голови зборів, судді або аукціоніста); ~ rule (амер.
жарг.) - зловживання правами голови; позбавлення головою зборів
слова небажаних ораторів
gender, п - рід (чоловічий, жіночий)
general, adj. - загальний
generate, v - породжувати
generous, adj - благородний, шляхетний, великодушний
genuine, adj. - істинний, правдивий
gesture, п - жест, міміка
get annoyed - бути роздратованим
get down to - приступити до, переходити до чогось
get down to smth - займатися чимось
серйозно; ~ to business - взятися до
справ
get frustrated, v - засмутитися, робитися засмученим
get further information about - одержати подальшу інформацію про
(стосовно) чогось
get in touch (with) - зв'язатися (з кимнебудь)
get on with - уживатися, порозумітися
з ким-небудь
get side-tracked - відійти від теми бесіди, дати перевести розмову
get somebody on the telephone - додзвонитися
get straight down to business - приступити зразу до справи
get stuck (about the paper), v - застрягти
get stuck, v - застрягти, затягнутися
get through - дозвонитися, з'єднувати
(по телефону)
gift, n - подарунок
give in, v - подавати, поступатись
give smb's name in full - дати повне
ім'я
284
give the floor - надавати слово, поступатися
give up - здаватися, відказатися від чогось, відректися
glaring, adj. - яскравий, блискучий; те,
що кидається в очі
glove(s), п - рукавичка(и)
go-slow (GB) or slowdown (US) - зниження темпу праці (вид страйку)
go / run over, v - повторити і зробити
підсумки; syn repeat; summarize
go ahead with the project - просуватися вперед з проектом
Go ahead! - Говоріть! (розм.)
go ahead, v - йти вперед, прямо
go around, v - ходити навколо, тобто
відступати від теми дискусії
go on strike - страйкувати
go on to, v - продовжити, дійти до
go over, v - охоплювати (якусь тему);
переходити, перечитувати, повторювати
goals, n (рі.) - цілі
going on strike - страйкувати
good-looking, adj - красивий, цікавий;
з приємною зовнішністю
goods, n (рі) - товар, товари
goodwill gesture - жест доброзичливості
goodwill, п -1) добра воля; 2) вартість
накопичених нематеріальних активів, умовна вартість ділових відносин
government bodies - урядові органи
grade, п - ступінь, ранг
grateful, adj - вдячний, приємний
greedy, adj. - жадний
greet, v - вітати(ся)
greeting, n - вітання
gregarious, adj. - товариський, компактний
English - Ukrainian vocabulary 284
grievances, n (pi) - образи, скарги
ground, n - причина, мотив; предмет,
тема (розмови, досліду, суперечки);
a lot of ground
grouped, adj. - згрупований
grow, v - рости, виростати, становитися
growth, n - зростання, розвиток
guarantee, v - гарантувати
guarantee, v - гарантувати
guy, n - хлопець
-Hhabit(s), n (pi) - звички
haggle, v - торгуватися
haggling - торгівля
hairdresser's, n - перукарня
Haiti - Гаїті
half-measures - половинчасті міри
half-way, adj. - компромісний; meet
smb — йти на поступки
half-yearly, adj. - піврічний; ~
meetings - збори, що проводяться
раз на півроку
halt, п - зупинка
handle, v - трактувати; розглядати, обговорювати; керувати, управляти; ~
the problem; ~ the traffic
handshake, n - рукостискання
hang up, v - покласти (слухавку)
Hansard - офіційний звіт про засідання англійського парламенту
harmonization, п - гармонізація
hasty, adj. - поспішний
have an offer pending - мати пропозицію поки (продовжуються переговори, до самого кінця переговорів)
have time to spend - витрачати час
header, n - заголовок
heap, v - наповнювати, загружати, нагромаджувати, навантажувати
285
English - Ukrainian vocabulary
hear from, v - отримувати звістку від
hearty, adj. - щирий, сердечний; give
one's ~ approval (support) to a plan щиро ухвалювати (підтримувати)
план; дружній теплий, щирий; ~
welcome - щирий (дружній) прийом
hedge, v - ухилятися від прямої відповіді, застрахуватися, відгородитися,
оточувати
hedging, п - оточення, обмеження, відхилення
help yourself - пригощатися
helpline, n - лінія допомоги
heritage, n - спадщина
hesitate, v - вагатися, сумніватися
hidden, adj. - скритий, захований, схований
hierarchy, п - ієрархія
high-powered
international
negotiations - високопродуктивні
міжнародні переговори
highlight, v - висвітлювати
highly competitive - такий що любить
конкурувати
hire new staff - найняти новий штат
(персонал)
Hold on! (Hold the line / wire!) - не
кладіть трубку
hold parley - вести переговори; конференція; syn - be in parley
holder, n - власник
holiday entitlement - право на відпустку
honesty, n - честність
horizon, n - ліміт; each party's time
horizon - ліміт часу кожної зі сторон
hospitability, п - гостинність, привітність, щирість
host a party - справляти вечірку
host country - країна - реципієнт ПІІ,
тобто країна, що отримує припливні інвестиції від іноземної фірми
host government - уряд країни
host, п - хазяїн
hotline, п - гаряча лінія
hug, п - міцні обійми
humorous, adj - гумористичний, потішний, смішний
humour, п - гумор
hyphen, п - риска між словами
-
I
-
identify, v - ототожнювати(ся), розпізнавати, упізнавати, розділяти погляди, виявляти, співпадати; identify oneself - назвати себе
idiomatic language - розмовна мова,
ідиоматична мова
illegal, adj. - незаконний
illegible, adj - нечіткий; to be illegible бути нечітким, бути незрозумілим
illustration, n - ілюстрація
image of competitive haggling - зображення конкурентоздатної торгівлі
immediate, adj. - терміновий, невідкладний, негайний
immediately, adv. - терміново, невідкладно, негайно
impact, n - зіткнення, вплив
impact, v - наносити удар
impatient, adj - нетерплячий
implement a language policy - впроваджувати, виконувати мовну політику
implement one's decision - виконувати
(здійснювати) чиєсь рішення
implement, v - здійснити; be implemented
implicate, v - залучати
286
impose, v - накладати, оподатковувати
impression, n - враження
improve, v - поліпшувати, удосконалювати
improvise, v - удосконалювати, поліпшувати
in other words - іншими словами
in the long run - у подальшому
inaugural, adj. - вступний; ~ address
(speech) - звернення (промова) при
вступі на посаду, на відкритті виставки, музею тощо; ~ ceremonies обряди посвячення у сан, посаду
тощо
incident, п - інцидент, випадок
income, п - доход, прибуток
inconvenience, п - непридатність, незручність
incorporate, v - передбачати, включати в себе
incredibly, adv. - неймовірно
indent, v - робити абзац, відступ
India -Індія
indirectness, п - ухилення, не прямота
individual, adj - індивідуальний, особливий
Indonesia - Індонезія
industrial action - виробнича (промислова) діяльність
inefficient, adj. - неефективний, нездібний
inevitable, adj. - неминучий
inevitably, adv. - неминуче
influence of national norms - вплив
місцевих норм
influencing skills - вплив навичок та
вмінь на щось, вражаюча майстерність
influential customer - впливовий клієнт (замовник)
English - Ukrainian vocabulary 286
influential, adj - впливовий, важливий,
маючий владу (вплив)
inform, v - повідомляти, інформувати
informality, adj. - неофіційний
information line - інформаційна лінія
informative, adj. - інформаційний
ingenious, adj. - винахідливий
inhabitants, n (pi) - жителі
initial offer - початкова пропозиція
innovation, n - інновація, нововведення, тобто розробка нових видів
продукції, процесів, організацій,
практики управління та стратегій
innuendo, п - непрямий натяк
innumerable, adj. - незчисленний, незліченний
inscribed pens or lighter - іменні (надписані) ручки або запальничка
inspective, adj. - інспекційний
installation , n - уведення, упровадження, установка, інсталяція
instalment trade - продаж у розстрочку
instant, adj. - терміновий, нагальний.
настійний
instruction(s), п - інструкція(ї)
instructional, adj. - інструктивний
instrument, n - документ, засіб
integrate, adj. - повний, цілий, складовий
intelligent, adj - розумний, кмітливий
intend, v - значити, призначати, намагатися
intended recipient (person who should
receive the fax) - отримувач факсу
intense negotiations - напружені переговори, інтенсивні переговори
intention, n - намір
Inter-Continental Telephone Service Міжконтинентальний телефонний
зв'язок
287
English - Ukrainian vocabulary
interact, v - взаємодіяти
interaction, n - взаємодія
intercourse, n - спілкування, зв'язок,
відносини
interest, n - відсотки, відсотковий дохід
interface, n - взаємодія
interfere, v - втручатися, перешкоджати, набридати, interfere with - заважати, втручатися
interference, n - утручання
intermediate level - середній рівень
intermediate trade - посередницька
торгівля; money
торгівля грошима; wholesale — оптова торгівля
internal, adj - внутрішній
interpersonal skills - вміння налагоджувати особисті взаємини
interpret, v - перекладати, пояснювати, тлумачити
interrelationship, n - взаємозв'язок
interrogation, n - питання
interrupt, v - заважати, переривати,
втручатися
interview, n - інтерв'ю
НИЙ
introduction letter - рекомендаційний
лист
introduction, n - вступ
inventory, n - календар, розпорядок
часу, щоденник
invert, v - переставляти, міняти порядок
investigation, n - науково-дослідна робота
investment, n - вклад, інвестиція, внесок
invoice, n - накладна, фактура
involve, v - включати, спричиняти залучати, утягувати, містити (в обі-
гу, в собі); be ~ed in smth - бути
залученим, бути зайнятим; ~ extra
expenses - спричиняти додаткові
витрати; ~ difficulties - викликати
ускладнення; ~ payments - спричиняти необхідність платні
irreconcilable, adj. - суперечливий
irrelevance, n - недоречність, недоцільність
irrelevant, adj. - невідповідний
irritate, v - сердити, анулювати, дратувати, роздратовувати
irritation, п - роздратування, подразнення
isolation, п - ізоляція
Israel - Ізраїль
issue, п - вихід, випуск, результат, вихід, спірне питання, розбіжність,
незгода
item, п - пункт (в порядку денному)
syn point
Ivory Coast - Берег Слонової Кістки
- J -
jam (about the machine), v-
зятшт-
ти, стискувати
jargon, n - жаргон
jeer, v - висміювати, насміхатися, глузувати
job, n - робота, праця, справа
joint programme - спільна (об'єднана)
програма
joint, adj. - об'єднаний
joint, v - об'єднувати, з'єднувати
judgment, n - вміння відрізняти (головне від ...)
justification, п - виправдання, реабілітація
justified, adj. - виключити (убрати)
строку; підтвердженим
justify, v - виправдовувати, вибачати
English - Ukrainian vocabulary 288
288
-Kkeen competition - гостра конкуренція
keen to get - бажаючий щось отримати
швидко
keep in touch with - мати відносини з
кимсь, підтримувати зв'язок
keep one's sanity - зберігати здоровий
глузд (розсудливість)
keep one's strongest cards up one's
sleeves - тримати кращі карти (козирі) в руках
keep smth. in mind - звертати на шось
увагу
keep someone in for observation - наглядати за кимось
keep to, v - дотримуватися чогось
keep, v - утримувати, зберігати, тримати
key-note, п - основна думка, провідна
ідея; ~ speech - основна доповідь
(на конференції тощо),
key point - ключовий пункт (момент);
key points - ключові пункти
key, п - 1) ключ; 2) тон, стиль промови
keypad, п - клавіша
kick off, v - відштовхнути, відійти від
теми розмови; амер. починати
knock at a door - стукати у двері
know in advance - знати заздалегідь
knowledgeable, adj. - обізнаний, знаючий
Korea - Корея
- Llabour-saving, adj. - такий, що полегшує працю
labour-market - ринку праці (труда)
labour contract - трудовий контракт
labour power - робоча сила
labour time - робочий час; leisure —
вільний час; life
довговічність;
payback — строк окупності
labour unions - профспілки
labourer, n - робітник
lack of - нестача
lading, n - навантаження
lamentable, adj. - зажурений, жалкий,
жалібний, плачний, плачевний, жалюгідний, мізерний
land a contract - розмістити контракт;
syn place a contract
language awareness test - тест на визначення знання мови
language training - навчання мови
lap, v - хлебтати, жадно пити
latecomer, п - той, хто запізнився
latter, adj. - останній; ant. former
launch date - призначити дату
launch, n - кінцева (остаточна) дата
випуску
lay out, v - викладати, розбивати, розмістити
layout, п - схема, зразок
lead to better decisions - вести до кращого рішення
lead to, v - вести до, проводити
leak information - пропустити інформацію, витікання інформації
leave it at - залиште, досить
leave voice messages - залишити голосове повідомлення
legal contract - законний контракт,
тобто контракт, який завірений нотаріусом (юристом)
legislative, adj. - законодавчий; ~ assembly (body) - законодавчі(ий)
збори (орган); ~ power - законодавча влада
English - Ukrainian vocabulary
legitimacy, n - законність, закономірність
leisure facilities - засоби стовно активного відпочинку
lend one's support - надавати підтримку
length, n - довжина
letter, n - лист; a forwarding — супровідний лист; a ~ of guarantee - гарантійний лист; a covering
супровідний лист
letterhead, n - дані про відправника
листа
level, n - рівень
leverage, n - підйомна сила, вплив
lick, v - облизувати
lie, v - брехати
lift the receiver (phone) - зняти трубку;
syn take the phone, pick up / take off
the receiver, take up the tube, pick
up the phone
light-minded, adj - легковажний, несерйозний
limitation, n - визначення, окреслення
limited to, adj. - обмежений до
line is clear - лінія вільна
link, v - 1) упускати; 2) єднати, зціплювати, з'єднувати, зв'язувати
list, v - мати перелік чогось
location, п - розміщення, визначення
місця
log of an executive - розклад (карта часу) керівника, виконуючого
обов'язки
log time - розподіляти час
lone, adj - одинокий
look for - шукати
look forward to - чекати з нетерплячістю
look up, v - шукати (у словнику, довіднику)
289
loose ends - досягати цілей
lose one's temper - втрачати терпіння
lose, v - втрачати, губити, упустити,
визивати втрату
— JVf" —
maintain, v - підтримувати
maintenance - підтримка, утримування, обслуговування, зберігання коштів на щось
make a concession - зробити поступку
(концепцію)
make a deal - укласти угоду, досягти
угоди, заключати угоду, домовлятися; syn do a deal
make a meeting earlier than originally
decided - призначити збори раніше,
ніж вони заплановані
таке а meeting later than originally
planned - призначити (перенести)
збори (зустріч) П І і і А \ Ш Є , НІЖ ВОНИ
були заплановані
make a point - складати, розробляти
пункт (аспект)
make an effort - робити зусилля, докладати зусиль
make an investment in the negotiation робити внесок у переговори
make sure, v
запевняти когось
Malaysia - Малайзія
management gurus - управлінські
гуру (викладачі, наставники), керівник правління
manager, п - завідуючий, директор,
менеджер
mandate, п -мандат
manpower, п - робоча сила
manual, adj - ручний, зроблений руками
margin (blank space at the side of a
page) - поля на аркуші паперу, поле
сторінки, край
290
marginal costs - граничні витрати
marginal product price - ціна кінцевого продукту
massive, adj. - масивний, солідний
master communicative competence оволодіти комунікативною компенцією, тобто вміти спілкуватися з
людьми
matrix, п - матриця
matters arising - піднімати (виникнення) питання
matters, n (pl.) - питання, справи
maturity, n - строк платежу за векселем (траттою)
meaning, n - значення
means, n (pl.) - засоби
mediation, n - посередництво
mediator, n - посередник
medium, n - з а с і б
meet with competition - зустрічати
конкуренцію
meet, v - задовольняти; ~ smb halfway - піти комусь на поступки,
на компромісне рішення; ~ smb's
request - задовольняти вимогу, прохання; ~ the specification - задовольняти вимогам, специфікації; ~ one's
obligations - виконувати обов'язки
meeting, n - засідання, зустріч;
meetings, n (pl.) - засідання, збори
memos (short for memoranda), n пам'ятка
mention, v - згадувати
merge, v - зливати(ся), поглинати
merger / takeover negotiations - переговори стосовно злиття компаній
(поглинання)
merger, n - злиття, поглинання
merging, n - злиття
mesh, n - сіть, отвір, петля
mesh, v - ловити, піймати в сіті
English - Ukrainian vocabulary 290
message, п - повідомлення, послання
messaging - прийняти повідомлення
method, п - метод, спосіб
mews, n (рі) - двори
Mexico - Мексика
minefield, п - сфера моєї діяльності
minimize, v - зменшувати, доводити
до мінімуму
minute-book, п - журнал засідань;
книга протоколів
minute, п - замітка, нарис, короткий
запис; рі - протокол; take ~s - вести
протокол
minute, v (особ. брит.) - накидати начорно; робити замітки, записувати:
~ down - вести протокол
misinterpretation(s), n (рі) - хибне розуміння
miss a meeting - пропустити зустріч;
syn not to go to a meeting
misspell, v - робити помилки в словах
misunderstanding, n - непорозуміння
MNE (multinational enterprise) - багатонаціональне підприємство (БНП).
тобто фірма, яка здійснює ділові
операції більш як в одній країні
mobile phone, mobile (BrE)/celIphone,
cellular phone, cellular (AmE) - мобільний телефон, сотовий телефон
mobile phone/mobile cell phone
(амер.) - мобільний телефон
modem, n - модем syn phone line
moderated, adj. - помірний, витриманий, зменшений
modest, adj - помірний, сором'язливий
modesty, adj - скромний
modification, n - зміна, видозміна; syn
alteration - змінювання, перероблювання
modify, v - змінити, змінювати,
пом'якшувати, видозмінювати; syr.
alter - змінюватися, перероблювати
English - Ukrainian vocabulary
monitor the effects - контролювати результати, відображати наслідки
monitor, v - керувати, управляти
monthly, adv. - щомісячний, помісячний
moot, adj. - спірний; ~ case спірна
справа; ~ point/question - спірне питання
moot, v - обговорювати, дискутувати;
ставити питання на обговорювання;
~ed question - обговорюване питання
motion, п - рух, пропозиція
motion, v - кивати, вказувати жестом
motivate, v - спонукати, мотивувати
motive power - рушійна сила
mount, v - підніматися
mouthpiece, п - мікрофон
move forward, v - рухатися вперед
move on, v - 1) пройти, іти далі, просуватися вперед; 2) підійти (перейти)
до (теми)
move up, v - піднімати (питання), просуватися далі; підсунути
moving to a new point - перейти до нового пункту
moving to a vote - перейти до голосування
Multelateral Trade Negotiations - багатосторонні торгові переговори
multerateral, adj. - багатосторонній
mutual benefit - взаємна вигода
mutual, adj. - взаємний, спільний
mutually binding contract - той, що має
взаємну обов'язкову юридичну силу
-Nnasty, adj - огидний, відштовхуючий;
мерзенний
natural, adj. - природний, натуральний, натурний; ~ gas природний
газ; the ~ weight of grain натурна
вага зернини.
291
negation, п - заперечення
negatively, adv. - негативно
negotiable instrument - оборотний документ
negotiable, adj. - 1) відчужуваний, що
може бути переданим; ~ on the stock
exchange - той, що в обігу на фондовій біржі; 2) такий, що може бути
предметом угоди; такий, що може
бути переуступлений (проданий,
куплений), оборотний (обіг); а ~
document, draft, letter of credit; оборотний документ, акредитив
negotiate, V — 1) вести переговори; ~
with smb for smth - вести переговори
з кимсь про щось; домовитись про,
отримати, укласти в результаті
переговорів; ~ a contract - укласти
угоду; ~ a sale - укласти угоду про
продаж товарів; передавати, переуступати, пускати в обіг (векселя,
чеки), отримати гроші або сплатити
(по векселю, чеку); ~ a bill - переуступити, пустити вексель в обіг, продати вексель; ~ a cheque - отримати
гроші; 2) домовлятися, вести переговори, передавати, переуступати,
to ~ a bill to a bank - продати вексель
банку; to ~ a check - отримати (гроші) по чеку, виплатити по чеку; to ~
a contract - заключити контракт; to ~
a loan - отримати позичку
negotiated, adj. - договірний
negotiating deals - (про)ведення ділових угод, обговорення угод
negotiating from strength - ведення
переговорів з силою, тобто міцно
триматися протягом переговорного
процесу
negotiating from weakness - ведення
переговорів з слабкістю
292
negotiating profits and margins - ведення переговорів про доходи і витрати, обговорення доходів і витрат
negotiating style - стиль ведення переговорів
negotiating tactics - ймовірна тактика
(в переговорному процесі)
negotiating team - учасники переговорів
negotiating, п - ведення переговорів
negotiation process - процес переговорів
negotiation(s), п - 1) ведення переговорів, переговори; by means o f — шляхом переговорів; carry on (conduct)
~s - вести переговори; продаж, передача; переуступка (векселя, чека),
облік, обіг (векселя); the ~ of a letter
of credit - виплата за акредитивом
(продаж); 2) переуступка, передача,
виплата по (чеку, векселю)
network, п - сітка, мережа
neutral agreement - нейтральна згода
noise, п - шум
nominal, adj. - номінальний, той що
має лише назву; ~ head, ~ leader; мізерний; умовний, символічний; for
а ~ fee - за мізерну платню; а ~ sum
of money -поіменний; ~ list - поіменний список
nominate, v - призначати, висувати
пропонувати кандидата; ~ smb as
smth; ~ smb for smth; ~ smb to smth
nominating convention, n (амер.) -збори для висування кандидатур на виборні посади,
nominee, п - той, хто призначений
(щодо посади, нагороди тощо)
non-negotiable, adj. - недоговірний, не
переговорний, недомовлений
nonsense, п - дурниця
English - Ukrainian vocabulary 292
nonverbal means - невербальні засоби
Norway - Норвегія
notification, п - повідомлення, сповіщення, оголошення, нотифікація
notify, v - повідомляти, сповіщати
- О object, п - мета
objective, п - ціль, мета;
objectives, n (рі.) - мета, цілі, прагнення
obstacle, п - прешкода, завада, перепона; obstacles - перешкоди
obtain, п - отримувати, добувати, діставати, бути у звичаю
occasions, n (рі.) - випадки; on all
occasions - часто, в усіх випадках
occur, v - траплятися, спадати на думку
occurring within - проходження в умовах
offence, п - порушення
offend, v - кривдити
offense, п - (право) порушення
offensive, adj - образливий, агресивний, поступальний
offer, v - пропонувати
office hours - робочі години
official record - офіційний документ
official, adj - офіціальний, службовий
official, п - посадова особа, урядовець.
відповідальний службовець
officialism, п - офіціальність, бюрократизм
old-fashioned, adj. - старий, помпезний, немодний
on-going, adj. - безперервний, постійний, вічний; the ~ restructuring перебудова, яка триває зараз
on-going negotiations - постійні переговори
on behalf of smb - від імені когось
293 English - Ukrainian vocabulary
on rare occasions - у рідких випадках
ongoing process - процес, який працює
ongoing strategy - стратегія, яка працює
online retailer - роздрібний торговець
по Інтернету
open to the firm - доступний для фірми
open, adj. - відкритий
opening, n - початок, начало листа
opinion, n - думка; in smb's ~ - за чиєюсь думкою; public ~ - громадська
думка; a matter o f — спірне питання; ~s differ - у кожного свій смак
opinions, n (рі.) - думки, погляди
opportunity, п - нагода, можливість
opposed to, adj. - протиставлений
optimal, adj. - оптимальний
option, n - вибір, опціон; We'll have
no option but - в нас не буде вибору,
крім як
optional, adj. - вибірковий, необов'язковий, факультативний, добровільний
oral / verbal contract - усний контракт; усний договір
oral, adj - усний, словесний; - treaty усна угода
oration, п - промова (особ. урочиста);
deliver an
проголошувати промову
orator, п - оратор
order(s), n (рі) - замовлення, накази
order, п - 1) замовлення; 2) порядок
ведення (зборів і тощо); правила
процедури, регламент; ~ of the day порядок денний; breach of
порушення Регламенту; rise to (a point
of)
брати слово щодо порядку
ведення зборів
organically, adv. - органічно
organize a meeting - організувати зустріч, організувати збори
origin, п - походження, джерело, початок; a certificate of — сертифікат
про походження
otherwise, adv - інакше
out loud, adv. - беззвучно, тихо
out of time - поза часом
outbargain, v - перебити ціну
outcome, n - доход, результат
outline, n - план, схема
outline, v - виділяти, визначати
outrageous, adj. - обурливий, шалений
outsiders, n (pi) - сторонні
outstanding points - спорні питання,
невиконані пункти
outstanding, adj.- несплачений нереалізований
overall costs - повна вартість
overcome, v - здолати, побороти, переборювати, перемагати
overcoming traps and gaps - подолання
пасток та розходження в поглядах
override, v - відкидати, переїхати
oversight, п - нагляд, догляд
owe smb, v - бути повинним перед
кимсь, мати (свій) обов'язок перед
кимсь
own phone number - свій номер телефону
own, adj. - власний
own, v - володіти чимось; to be owned бути власністю
owner, n - власник
-
Р
-
расе, п - крок
pace, V - крокувати, робити крок
package, v - оформлять, відрізнять,
обрамлять
294
packet, n (розм.) - групи, збори
pact, n - угода, договір, пакт
pager, n - пейджер
Pakistan - Пакистан
palaver, n (розм.) - нарада, переговори; порожні балачки
panelist, п - член спеціально підібраної групи (для участі у публічній дискусії)
paper fastener - скріпка для паперу
parameters, n (рі.) - параметри
parenthesis, п - парафраза
parley, п - переговори (звичайно військові);
parley, v - вести переговори, домовлятися; дати згоду на переговори (з
ким-небудь)
part, п - частина
partial agreement - часткова згода
partial, adj. - частковий
participant, n - учасник; (pi) - учасники
participate in, v - приймати участь
parties, n (pi.) - сторони (учасники переговорів)
pass on information - передавати інформацію
patience, n - терпіння, терпеливість
pattern, n - шаблон, модель, схема,
зразок
pay bargaining - комерційна угода (ведення переговорів) стосовно оплати
праці
payable, adj. - підлягаючий оплаті, що
залишився несплаченим (про виплати людині)
penal, adj. - штрафний
penalty-point system - штрафна система
penalty clause - пункт в контракті стосовно штрафу (пенальті)
English - Ukrainian vocabulary
per, prep - за, на, в; ~ hour - за годину,
на годину; ~ ton - за тонну (за фунт,
за кілограм); ~ unit - за одиницю, за
штуку; ~ day (per annum) - за день
(за рік)
percentage, п - процентне відношення, відсоток
perennial, adj. - який, триває цілий рік
permanent, adj - постійний, незмінний
permission, п - дозвіл
personal, adj - особистий, приватний,
персональний
personal assessment - особиста (персональна) оцінка (судження)
personal space - особистий простір
perspective, п - погляд
persuade smb, v - переконувати когось
syn convince smb of smth
persuasion, n - переконання
Peru - Перу
Philippines - Філіппіни
phone (скор.), telephone телефон;
home
домашній телефон; dial
автоматичний телефон; public
— телефон-автомат; house — внутрішній телефон; wall set — настінний телефон; hand ~ - переносний
телефон; office — службовий телефон; desk ~ - настільний телефон;
be on the — біля телефону; speak on
(over) the — говорити по телефону;
have а ~ install in one's house - встановити дома телефон;
phone, v - дзвонити (по телефону); syn
call; the (tele) phone (bell) rings дзвонить телефон
phoning scenario - телефонна інструкція
phrase, n - фраза
physical contact - фізичний контакт
physical entities - фізичні особи
English - Ukrainian vocabulary
physical, adj - фізичний
pick up on - відмічати, застерігати; syn
to notice
pick up, v - піднімати, схоплювати,
сприймати, забрати, підібрати, підвезти
pick, v - вибирати, збирати
picket, v - пікетувати, огороджувати
pin smth on a notice board - приколоти, пришпилити (прикріпити) щось
до дошки об'яв
place a high value on - високо цінувати
plain, adj. - явний
planner, n - планувальник
planning, n - програмування, планування
play a role - грати роль
play down to smb - обмірковано (обачно) розмовляти з ким-небудь; syn
deliberately talk to smth; behave
towards smb so that he does not feel
inferior, in order to win support or
favour
play smth down - умисно зменшувати
важливість чогось syn deliberately
minimize its importance
pleasant, adj - приємний, славний
pleasantries, n (pi) - жарти
plenary power - широкі повно важення
plenary, adj. - пленарний
plenipotentiary powers - необмежені
повноваження
plenipotentiary,
n
повноважний
представник,
уповноважений; ambassador plenipotentiary повноважний посол
ploy, n
прийом, діло, тактичний
хід, хитрість, улюблене заняття
plump, v - голосувати лише за одного
кандидата (при можливості віддати
голос за кількох); ~ for smb
295
plunge, v - оцінювати; plunge price
point out, v - вказувати, виділяти
pointless, adj. - безцільний, безглуздий, безтямний, нісенітний, не маючий сенсу
polite, adj - вихований, ввічливий,
люб'язний, чемний
poll, п - список виборців; підрахунок
голосів; кількість поданих голосів, результати голосування; heavy
(poor) — високий (низький) відсоток участі у виборах; populated ~ населений район; public pinion
опитування громадської думки
poor line - поганий зв'язок
positive, adj - позитивний, впевнений
positively, adv. - позитивно
positivesy, n - позитивність
possess, V - володіти
possession, n - залежність, об'єднання
postpone, v - відкладати, відстрочувати
posture, n - положення, поза
potential, adj. - потенціальний, можливий
power, n - влада, потужність, сила,
енергія, повноваження, можливість;
~ in the market - ринкова влада; ~ of
attorney - довіреність; ~ of sale - право продажу; borrowing — кредитоспроможність; borrowing — кредитоспроможність; competitive
конкурентоспроможність;
executive
виконавча влада; labour — робоча сила; motive — рушійна сила;
plenary (plenipotentiary)
широкі
повноваження; purchasing
купівельна спроможність
practical, adj. - практичний
precedent, n — прецедент, случай
precise, adj. - точний
296
predictable, adj. - передбачуваний
prefer, v - надавати перевагу
preferable to, adj. - той, що віддає перевагу чомусь, має прихильність до
чогось
preference, п - перевага, preferences, п
(рі) - переваги
prejudice, п - упередження, ставлення
під сумнів; збиток
preliminary report - попередній звіт
preliminary, adj. - попередній, заздалегідний, завчасний
preliminary, п - підготовчий загад,
перший крок, preliminary
попереднє обговорювання; агітація; ~
for, against; ~ for civil rights
premises, n (pi.) - передумови, приміщення, будинок, будівля; on the ~
of - у приміщенні
preparatory, adj. - підготовчий, попередній
prepare to, v - підготувати до
prerequisite, adj - необхідний як умова
prescriptive, adj - запропонований,
приписаний (робити щось)
present, v - представляти, пред'являти, передавати; ~ a document (а
plan, a project) - представляти документ (план, проект); ~ for payment представляти до платежу; ~ smth
to smb - представляти що-небудь
кому-небудь; являти, являти собою;
~ a good market for smb's goods представляти гарний ринок для чийогось товару; ~ difficulties - становити труднощі
presentation, п - представлення, подання (документа); ~ for payment
(for acceptance) - подання до платежу (акцепту); upon (on) ~ of а
English - Ukrainian vocabulary 296
document - за поданням якогось документа
presenting one's case - представляти
(репрезентувати у випадку)
preside, v - головувати, бути головою;
обіймати місце голови
press, v - наполягати
pretend, v - 1) робити вигляд, прикидатися; 2) симулювати, претендувати на щось, причинятися
prevent interruptions - попередити
перешкоди втручання у розмову
preventive measures - запобіжні заходи
price, п - ціна
price, v - призначати ціну
print, v - друкувати на комп'ютері
prior to - раніш, до чогось, перед
priorities, п (рі.) - пріоритети
prioritize, v - користуватися перевагами, по-першу зробити, віддати перевагу
probing, п - зондування, вміння задавати питання (протягом переговорів), щоб одержати необхідну інформацію; амер. дослідження
proceed to a vote - узятися до голосування
process of trade liberalization - процес торгової лібералізації
procrastination, n - гаяння часу, прогаяння
productive, adj. - продуктивний
productivity, n - продуктивність
professionalism, n - профессионалізм
profit, n - прибуток, вигода, користь
profitable business relationship - плідні (корисні) ділові відносини
profitable, adj. - корисний, рентабельний, прибутковий
project meeting - запланована зустріч,
збори
English — Ukrainian vocabulary
project, v - проектувати, творити
promote trade - розвивати торгівлю
promotional, adj. - просунутий, передовий
promptly, adv - швидко, проворно
pronouncement, n - об'ява, прийняття (рішення тощо); офіційна заява;
думка, висловлювання (з якогонебудь приводу)
proposal, п - пропозиція
propose a solution - запропонувати рішення
proposing, adj. - запропонований
pros & cons - докази за і проти, за і
проти
prospecting letter - лист, яке посилають, щоб знайти клієнтів
prospects, n (рі.) - перспективи
protection, п - захист, охорона (праці,
діяльності); акцептування (тратти)
protocol, п - протокол, протокольний
запис
protocol, v - протоколювати, вести
протокол, заносити до протоколу
protocols of accession- протоколи нових доповнень
protracted negotiations - тривалі переговори
provide, v - постачати, забезпечувати
provisions, n (рі) - умови
proximity, п - близькість
public telephone / payphone - автоматичний телефон, громадський телефон
publicize, v (брит. -ise) - рекламувати;
розголошувати; оголошувати, сповіщати;
punctuality, п - пунктуальність, точність
punctuate, v - правильно ставити
пунктуацію
297
punctuation, п - пунктуація
purchase, п - купівля, закупівля, купування; а ~ for future delivery - купівля на строк; syn a forward
а ~
on credit - купівля в кредит; a hire
purchase - купівля в розстрочку;
syn ~ on instalment contract; the ~
power - купівельна спроможність;
~ department - відділ постачання; ~ tax - податок на покупку; ~
allowance - знижка при оплаті покупки; ~ and sale - купівля та продаж; ~ by description, by sample купівля за описом, за зразками; ~
delivery - поставка закупленого матеріалу; ~ invoice - рахунок на придбані матеріали
purchase, v - купувати, придбати, набувати, здобувати; syn to buy
purchaser, n - покупець
purchasing assistant, n - торговий
агент, продавець
purchasing power - купівельна спроможність
purpose, n - мета, ціль, purposes, n
(pi.) - цілі, наміри, мета; at cross
purposes - протилежні наміри
push the button - натиснути кнопку
pushy, adj. - напористий, пробивний,
невідступний
put a call through to - подзвонити в
put a clause - включити (помістити)
пункт контракту
put back / postpone a meeting - відкладають (відстрочити) зустріч
put smth bluntly - різко поставити,
поставити прямо
put through with - з'єднувати (по телефону)
put to the vote - ставити на голосування
English - Ukrainian vocabulary
298
-QQuaker meeting, n (перен.) - збори, на
яких виступають мало і неохоче
quality, п - якість, характерна риса
query, п - питання
questionnaire, п - анкетне опитування
queue, v - стояти в черзі
quiet, adj - тихий, спокійний, поступливий
quiz, п - тест, квіз
quote, v - установити
- R raise awareness of - усвідомлювати
знання чогось; зібрати матеріал
стосовно чогось
raise the matter - піднімати питання
rally, n - об'єднання (зусиль, дій); збори, мітинг (особ. масовий), з'їзд
rally, v - збирати(ся), згуртовувати(ся),
об'єднувати(ся);
-ing
point
об'єднуюче гасло, принцип, провідна ідея
ramble, v - розмовляти нескладно;
блукати (без мети)
random time - випадковий час
range, п - діапазон, асортимент
rapport, п - взаємозв'язок, взаємовідносини, почуття взаємної довіри
rare, adj. - рідкісний, рідкий
rate, п - розмір, ставка, норма, величина; the ~ of interest - розмір відсотків; the ~ of freight, the shipping —
фрахтова ставка; the ~ of discount облікова ставка; at the ~ of - у розмірі, у кількості, за ставкою, з розрахунку; at current ~s of exchange курс, ціна за діючим курсом обміну
валюти, валютним курсом, курсом
переказу, вексельним курсом; the
~ for telegraphic transfers - курс телеграфних переказів; the dollar —
курс долара
rational exploration - раціональне дослідження
re-draft, v - переробити твір, тобто
можливо переписати без помилок
reach a conclusion - досягти завершення, досягти висновку
reach an agreement - досягти угоди,
досягнення угоди
reach, v - досягати, доходити, діставати, дотягатися
react, v - реагувати
read back, v — повторити записаний
текст, перечитати текст ще раз
read, v - читати, обговорювати; зачитати (публічно)
reaffirm, v - підтвердити знову
really, adv. - дійсно
rearrange, v - повторно домовитись,
перекласифікувати
reason, п - причина, привід, підстава
reason, v - міркувати, обмірковувати,
переконувати
reasonable, п - справедливий, обґрунтований
reasonably, adv. - розсудливо, помірно, обмірковано
reassure, v - завірити
recap, v - резюмувати
receive a call - отримувати дзвінок;
syn get a call; have a call
receive, v - одержувати, приймати,
сприймати
receiver, n - одержувач, телефонна
слухавка
receiver, п - трубка
recognition of status - визнання становища (статусу, стану)
English - Ukrainian vocabulary
recommendations, n (pi.) - рекомендації
reconsider one's position - переглянути прозиції
reconsider, v - переглянути
record a vote - голосувати, брати
участь у голосуванні; the vote was
unanimous - рішення було прийнято одноголосно
record, n - запис
recycle, v - переставляти
recycling, n - процес, круговорот
red herring - відволікаючий маневр
reduce, v - зменшувати, послабляти
reduction, n - зниження, вправлення
redundant, adj. - надмірний, залишковий, чрезмірний
refer to, v - відноситися до, направлений до
refer, v - посилатися, робити посилання на щось; to be referred to - бути
поданим (переданим) на розгляд
reference, п - довідка, рекомендація,
посилання
reflect, v - відображати
reformulate, v - реформувати, переробити
refreshments, n (рі.) - закуска, напій
refund, п - у плата
refund, V - повертати
refusal, п - відмова
refuse, V - відмовляти, відкидати; відмовлятися, заперечувати; syn turn
down; reject (дуже категорично)
register, v - реєструвати, вносити до
списку
regret, V - жалкувати, шкодувати про
щось
regrettably, adv. - сумно, прикро
regularly, adv - правильно, регулярно,
формально
rehearsal, п - репетиція
299
rehearse, v - повторяти, переказувати,
репетирувати
reinforce prejudice - підтримати (підсилювати) переконання (погляд),
укріпити збиток, упередження
reinforce, v - закріпити, зміцнити, підкріпляти, усилювати
reject an idea - відхилити ідею
reject, v - відкидати, відказувати, не
приймати
rejection letter - лист з відмовленням
relate, v - відноситися
relationship building - будувати (побудова) взаємовідносин(и)
relative bargaining strengths - аналіз
відносної ринкової сили
relative, п - родич
relative, adj - відносний, порівняльний
relevant information - доречна інформація
relevant, adj - доречний, релевантний,
відповідний, той, який можна віднести до справи (конкретного діла)
reliable, adj - надійний; вірний, випробуваний
relish, п - схильність, прихильність
reluctance, п - небажання, неприхильність
reluctant, adj - роблячий з небажанням
(неохотою); to be reluctant - бути неприхильним
rely on, v - покладатися на
remark, n - зауваження, remarks, n
(pi.) - зауваження, замітки, примітки
reminder, n - нагадування
remit, v - пересилати, переказувати
(поштою, залізницею); ~ money (by
post) to smb - переказувати гроші
(поштою) будь-кому
300
remittance, n - пересилка, переказ
(грошей), грошовий переказ (звичайно поштовий, чеком); a money
remittance - грошовий переказ; а
cheque
пересланий чек, грошовий переказ чеком; syn a transfer переказ (звичайно телеграфний)
remotely, adv. - віддалено
removal, n - усунення, видалення
Repair Bureau - бюро ремонту
repair call-out - викликати по телефону щось відремонтувати (стосовно
ремонту)
repair, v - лагодити, ремонтувати, поправляти, вирушувати; repair, п лагодження, ремонт
repeat, v - повторювати, говорити
напам'ять
replace the receiver (the phone) - покласти трубку, syn hang up the
receiver, replace the phone on its
cradle, put the phone back, put
down the telephone
replacement, n - заміщення, розміщення, переміщення
reply, n - відповідь
report, n - звіт, доповідь
represent, v - представляти, репрезентувати, зображувати, виконувати
роль
representative, п - представник
reprimand, v - робити догану, замітити
request, п - вимога, прохання, попит
request, v - вимагати, потребувати
requirements, n (рі.) - вимоги
research, п - дослідження
resend, v - пересилати
reservations line - замовлена лінія
reserved, adj - скритний, стриманий
English - Ukrainian vocabulary
resist the temptation - протистояти
спокусі
resolute, v - поновити резолюцію, приймати рішення
resolution, п - рішення, резолюція;
draft resolution- проект резолюції;
joint resolution - спільна резолюція;
pass (to carry, to adopt) a resolution виносити резолюцію; a resolution in
favour of - резолюція на користь
resolve one's differences - зважувати
відмінності, вирішити розбіжності
resolve, n - рішення, намір
resolve, v - постановити, вирішити голосуванням
respect, v - поважати, оберігати
respected, adj. - шановний
respond to various bargaining ploys відреагувати на різні ходи в процесі
переговорів
respond, v - відповідати
response, п - відповідь, реакція
restart, v - перерозпочинати, розпочинати з початку
restrict trade - звужувати торгівлю
result, п - результат, наслідок
result, v - випливати, походити, виникати, мати результатом, закінчуватись
resume, v - підбивати підсумки, поновлювати, продовжувати; підводити підсумки
retail trade - роздрібна торгівля
retain, v - утримувати, підтримувати
reticent, adj. - стриманий, скритий;
syn shy, reserved
retired, adj. - звільнений; відставний
retrieve, v - виправляти помилку, відновлювати, відтворити
reveal, v - суперничати з, показати, виявляти, викривати, відкривати
English - Ukrainian vocabulary
reveal, v - показати, відкривати, виявити
reversed charges call - заздалегідь
оплачена міжміська розмова
review, n - перегляд, огляд
review, v - переглянути, розглядати
revision of the boundaries - перегляд
кордонів (меж)
revive trade - відновлювати торгівлю
ridiculous, adj. - смішний, забавний
rim, n - край
ring back, v - передзвонити; syn call
back / phone back
ring off, v - давати відбій, вішати трубку
rivalry, n - суперництво; ~ between;
intense / fierce — суворе суперництво;
roll up one's sleeves - закачувати рукава
root, n - коріння, roots, n (pi) - корені
roughly, adv. - грубо, неделікатно
round, n - цикл, коло, раунд
royalty fees - доходи від продажу патентів, ліцензій і технічного досвіду (роялті)
rude, adj - грубий, брутальний, неввічливий
rudeness, п - грубість
ruin, v - руйнувати
rules, n (рі.) - правила; conversational
rules
rumour, n - слух, плітка
run a meeting - головувати, проводити
засідання; syn chair a meeting
run through, v - переглядати
run, v - керувати, управляти; to be run
by - під керуванням, бути керованим
rush, v - швидко переходити до чогось
301
-Ssafeguards, n (рі) - гарантії
salary negotiation - переговори щодо
зарплатні
sales force - сила продажу, вплив продажу, розпродаж
sales letter - комерційний лист
sales, n (рі) - розпродажі
salutation, п - привітання
same, adj. - такий же, той же самий,
однаковий
sarcasm, п - сарказм
satisfaction, п - задоволення; to smb's
full satisfaction and advantage - до
чийогось повного задоволення та
вигоди (користі)
satisfactory, adj. - задовільний
satisfy, v - задовольняти; be ~ed with
smth - бути задоволеним чимось
save time - економити час
scared, adj - наляканий; to be scared бути наляканим
schedule, n - графік, план, розклад,
список
scheduled, adj. - запланований
schemes, n (pi) - схеми
scope, n - границя, масштаб, простір,
розмах
script, n - рукопис, сценарій
secretariat, n - секретаріат
secure, adj. - безпечний, надійний; be
~ - бути в безпеці (бути захищеним
від невиконання партнером своїх
обов'язків); on ~ ground
secure, v - забезпечувати, гарантувати,
отримувати, здобувати; ~ peace забезпечити мир; ~ tonnage - забезпечити тоннаж; ~ credit - отримати кредит; ~ an order - отримати
замовлення; ~ profits - отримувати
прибутки
302
sederunt, n - засідання законодавчого
органу, збору; список присутніх на
нараді, зборах, засіданні
see one's point - розуміти бачити суть
справи (точку зору, позицію)
seek a solution satisfactory - шукати
задовільного(е) рішення
seek agreement - шукати можливість
укласти (прийняти) угоду
selective measures - обрані (добірні)
міри (заходи)
self-evaluation, п - самооцінка
self-possession, п - самовладання
seller's bid - пропонована ціна продавця
semi-colon, п - крапка з комою
sender, п - відправник факсу
seniority, п - старшинство
sensitive, adj. - нестійкий
sensitivity, n - чутливість, врахування
sequence, n - узгодження
sequent(ial), adj. - послідовний, послідуючий
serve, v - обслуговувати, подавати на
стіл; to be served - подаватися (блюдо) чи бути обслугованим
service trade - галузь обслуговування
services - послуги
session, п - засідання, збори, нарада;
extraordinary session - надзвичайна сесія (парламенту, суду); plenary ~ - пленарне засідання; private
(secret) session - закрите засідання;
be in session - засідати; go into secret
— обговорювати на закритому засіданні
set a date - назначати зустріч
set aside, v - відкласти
set one's mind at rest - висловити чиюсь точку зору (думку) нарешті (з
рештою)
English - Ukrainian vocabulary
set up a meeting - назначити зустріч
setting positions - урегулювання (установка) позицій
setting the agenda - встановлення денного розпорядку
setting the climate - установка гарного
настрою (атмосфери), врегулювання клімату (умов, оточення)
settle, v - регулювати, приводити в порядок, утрясати
settlement, п - урегулювання, вирішення (питання); проведення розрахунку, оплата; terms of ~ - умови
угоди; ~ of a claim - урегулювання
претензії
severely, adv. - рідко
sexist, adj. - той, що відрізняється по
полу (тобто чоловічій або жіночій
РІД)
shake hands - потиснути руки
shaping a firm's approach - формування підходу компанії до
share one's opinion - розділяти чиюсь
точку зору (думку)
share smb's view (офіц.) - погоджуватися з чиєюсь думкою
share, v - ділитися, розділяти, мати
частку, брати участь
shareholder, п - акціонер, пайщик
sharp, adj - гострий
shifting, n - переміщення
shifts, n (pi) - зміни
shipment, n - завантаження, відвантаження, відправлення; against
— проти відвантаження; for (with)
immediate — з негайним відвантаженням; part (partial)
часткове
відвантаження; вантаж, партія (відправленого товару); in several ~s декількома партіями
English — Ukrainian vocabulary
show, v - показувати, проявляти
shy, adj - обережний, нерішучий
sidewalk, n - тротуар
sigh, v - зітхати
sign a contract - підписати контракт
sign a deal - підписати угоду
sign an agreement - укласти договір
sign of good breeding - ознака доброго
виховання
signal, n - сигнал, знак
signal, v - сигналізувати, подавати знаки
signature, n - підпис
significant, adj. - суттєвий, істотний;
significant problem - значна проблема
simplicity, n - простота
simplify, v - спрощувати
since - оскільки, через те, що; syn as,
because, for - через те, що, тому що
sincere, adj - щирий, справжній, правдивий
Singapore - Сінгапур
singular, adj - єдиний
sitting, v - засідання, сесія
skill, п - уміння, майстерність
skillful, adj. - кваліфікований, майстерний
skip the formalities - пропустити формальності, перестрибнути через
якусь тему в розмові
skip the formality of small talk - упустити світську бесіду, тобто вести
ділову (бесіду, розмову) без дотримання етикету спілкування
skip, v - перестрибувати (через пункт
у порядку денному на засіданні)
slang, п - сленг
slash, п - знак "/"
slight increase - легке зростання; невелике збільшення
slight misunderstanding - легке непорозуміння, невелике непорозуміння;
303
slip back, v - знизити; slip back price
slow down, v - уповільнюватися, спускатися далі (нижче)
slump, n - різкий спад
slump, v - різко спадати; slump price
smack, v - присмоктувати, смоктати
small talk - світська бесіда
smoothly, adv. - гладко
sniff, v - нюхати, нехтувати
soar, v - ділитися, розподіляти; soar
shares
sociable, adj - комунікабельний, товариський, компанійський
softening neutral disagreement
пом'якшення нейтральної розбіжності
softening strong disagreement
пом'якшення сильної розмови (суперечки)
solid, adj. - твердий, міцний
solve this problem - вирішити цю
(дану) проблему
something is wrong on the line - на лінії щось трапилось
sophisticated, adj. - складний; ~ technology - складна техніка, технологія; ~ buyers - кваліфіковані
покупці
sort out, v - відбирати, сортувати
sound cool - звучати класно
sound, п - звук, шум, дзвін
sound, v - звучати, лунати
Spain - Іспанія
speak clearly - говорити чітко
speaker, п - той, хто виступає (на зборах тощо), оратор
speech, п - промова, виступ (оратора)
spell, v - розбирати по літерах (складах)
spelling, п - правопис
spoil, v - псувати(ся)
304
sponsor, v (амер.) - пропонувати, вносити (проект резолюції), висувати
(проект, кандидатуру)
spontaneity, adj. - мимовільний, безпосередній
spontaneous, adj. - неупосередкований, природний; syn automatic,
natural
staff, n - штат, службовий персонал;
~ potential - кадровий потенціал; ~
training - підготовка кадрів
staffing, п - укомплектування персоналом
stage, п - фаза, стадія, ступінь, етап,
черга (будівництва); the second —
equipment обладнання другої стадії
оброблення; ~ improvement - поетапне удосконалення
stance, п - позиція, платформа
stand up, v - підніматися
standard, adj. - стандартний, типовий,
нормативний; загальноприйнятий,
звичайний; ~ contract - типовий
контракт; ~ terms - стандартні умови договору
standard, п - норма якості (про якість
товару), норма, стандарт, стандарт
сорту (або ґатунку), тип; стандартний зразок, зразок стандартного
сорту; above (below) the
вище,
(нижче) норми, стандарту якості,
стандартного сорту; be up to — відповідно до стандарту, відповідати
стандарту; accepted ~ - загальноприйняті норми якості; the ~ of
living - життєвий рівень; the ~ of
wellbeing - рівень добробуту
startling, adj. - здивований, неочікуваний; syn surprising
step backwards - зробити крок назад
English - Ukrainian vocabulary
stereotype, n - стереотип
stick to the point - дотримуватися точки зору
stick to, v - дотримуватися
sticking points - опорні точки, моменти, яких треба підтримуватися (враховувати), пункти зіткнення
stimulant, adj. - збудливий
stimulating, adj. - той, хто стимулює
stipulate, v - обумовлювати, застерігати
stock, п - запас, що є у запасі; stock,
v - обладнувати, постачати
storage time-термін зберігання; usable
— термін експлуатації
store, v - накопичувати, запасати, містити (в собі), уміщати, забезпечувати, наповнювати
straightforward, adj - прямий, ідущий
прямо вперед; спрямований вперед
strained, adj - натягнутий, напружений
strategic options - стратегічні варіанти
strategy, п - стратегія
strict, adj. - суворий, чіткий, визначений;
~
liability
безумовне
зобов'язання; ~ observance суворе
виконання, додержання,
strike, п - страйк
stroll away - відходити, відступати
strong agreement - сильна згода, одноголосна згода
strong disagreement - велика (сильна)
розбіжність, різка незгода
structure a deal - розробити (структурувати) угоду
structuring the negotiation process структурування процесу переговорів
style, n - стиль, жанр
305
English - Ukrainian vocabulary
subheaders, n (pi) - підтеми
subject box - тема, предмет, сюжет
subject, adj - підпорядкований
subject, n - предмет, сюжет
subject, v - підпорядковувати, піддавати
subjective, adj. - суб'єктний, називний
відмінок
submit a report - представити звіт (доповідь)
submit, v - доказувати, затверджувати,
подавати на розгляд, підкорятися
subordinate, п - підлеглий, субординатур
subordinate, adj. - другорядний, підрядне речення
subscriber, п - абонент
subsequent licence - наступна (подальша) ліцензія
subsequent, adj. - подальший
subsidiary, n - філія
suffer from indigestion - страждати
від розладу шлунка
sufficient, adj. - суттєвий, достатній
suggest, v - пропонувати (радити, рекомендувати); ~ alterations - пропонувати зміни; ~ amendments пропонувати поправки; syn offer
(goods, services) - пропонувати (товари, послуги)
suggestion, п - пропозиція, порада, рекомендація; suggestions (pi.)
sum up the arguments - підсумовувати аргументи; підвести підсумок
sum up, v - підсумовувати, резюмувати; syn state
summarize, v - підсумовувати, обґрунтовувати
superior, adj - вищий, кращий; старший
supervise, v - здійснювати нагляд і
контроль; слідкувати, спрямовувати
supervision, n - спостереження, нагляд, керівництво; ~ of erection контроль, інспектування, перевірка спорудження (монтування); ~ of
accounts - контроль рахунків
supplier, n - постачальник
supplies, n (pi) - запаси, постачання
supply and demand - попит та пропозиція
supply a round-the-clock - постачати
цілодобово (безперервно)
support, n - підтримка
support, v - підтримувати
suppress, v - ховати; syn hide
surreal, adj - сюрреалістичний
surveillance arrangements - міри для
спостереження за...
survival guidelines - провідні вказівки
survive, v - виживати, вижити, зберігати
Sweden - Швеція
switchboard, n - комутатор
Switzerland - Швейцарія
systematically, adv. - систематично
-
Т
-
table a discussion - анулювати (відміняти) дискусію (обговорення); syn
postpone a discussion
table manners - правила поведінки за
столом
taboo, n - табу, заборона
tactful, adj - тактовний
tactfully, adv. - тактовно
tactic, n - тактика
tailor, v - витримувати, упустити, скоротити, викреслити, урізати
306
take-over, n - злиття компаній, приєднання, приймання
take (someone) through, v - амер.
включити когось (у список)
take a break - використовувати благополучні (сприятливі) обставини
take a vote - проводити голосування
take a vote on the question - ставити
питання на голосування
take down (write down) phone number - записати номер телефону
take hold, v - уловити, ухопити
take in, v - приймати когось, включати, займати (територію)
take into account - взяти до уваги
take messages - прийняти повідомлення
take minutes, v - враховувати хвилини
take over, v - приймати від іншого,
вступати для володіння чогось
take place, v - мати місце, займати
щось
take turns in floor-holding - виступати
по черзі; повертати на свою сторону тему розмови
talk against time - говорити з метою
затягнути час
talk with time - намагатися дотримуватися регламенту
talkative, adj. - балакучий, говіркий
talks, n (рі) - переговори, бесіди
tap fingers - стукати пальцями
target, п - мета, ціль, завдання; планова, контрольна цифра; export
контрольні цифри з експорту;
~ costs - заплановані витрати; ~ market - цільовий ринок; ~
productivity, profit - планова(ий)
продуктивність, прибуток; ~ rate/
standard - запланована норма
English - Ukrainian vocabulary
target, v - ставити за мету, намічати
контрольні цифри
tariff-cutting formula - формула щодо
зниження (скорочення) тарифу
tariff, п - тариф, прейскурант
tariffs, n (рі) - тарифи
team meeting of employees - командні
збори працівників
technical data - технічні дані
technical drawings - технічні креслення (малюнки)
technical support - технічна підтримка
technical verification - технічна перевірка
techniques, n (рі.) - технічні прийоми
teleconference, п - телеконференція
telephone answer machine - автовідповідач
telephone booth, syn (public) call-boxтелефонна будка, телефон-автомат
telephone directory syn (розм.) phone book - телефонна книга
telephone operator - телефоністка
telephone subscriber, n - абонент
temporarily, adv. - тимчасово
tend to, v - мати тенденцію до, направляти
tend, v - мати намір
tendency, n - схильність, тенденція
tends, n (pi) - тенденції, наміри
tenor, n - сенс, зміст; tenor of a speech зміст промови; of the same tenorОДНОТИПНИЙ
tense negotiations - напружені переговори
tentative agreement - попередня домовленість
tentative, adj - пробний, експерементальний, попередній, тимчасовий:
tentative decision - попереднє рішення
English - Ukrainian vocabulary
terminate, v - закінчувати, проводити
границю між чимось
testify, v - урочисто заявляти; виявляти,
висловлювати (бажання тощо); ~
concern - виявляти занепокоєність
thesaurus, п - тезаурус
think twice, v - обміркувати двічі
thoroughly, adv - ретельно, до кінця,
цілком, зовсім, пильно
thoughts, n (рі.) - думки
threat, п - погроза
tight, adj - напружений, тісний
tilt, v - критикувати
time-taking, adj. - трудомісткий
time log form - календар, розпорядок
часу
time, n - час, період; in due — своєчасно; in good time ~ своєчасно; time in
service - тривалість експлуатації; ~
taken - фактичний час; to be ahead
of — випереджати; to be behind —
запізнюватись; ~ to run - термін погашення; останні відомості (дані)
timed, adj. - спланований
timekeeper, n - лічильник часу
timetable, n - розклад
tip-top, n - найвищий ступінь
tip, n - конфіденційна інформація
tipping, n - чайові
title, n - 1) заголовок; 2) право на майно, право власності, право (на майно, товар), титул; the full ~ of the
goods - повне право на товар; the ~
and possession of the goods - право
власності на товар; a document of ~
to the goods - товаророзпорядчий
документ
token, n - символ, знак; ~ of value знак вартості
tolerable, adj. - допустимий
tolerance, n - допуск, терпимість
307
tolerate, v - терпіти, зносити; витримувати, переносити; syn (розм.) put
up with smth; live with smth, make
the best of it
toll-free number - безкоштовний міжміський номер
tone, n - тон
tool, n - інструмент
topic sentence - основне речення
topper, n - товар найвищого гатунку
total budget - весь (повний) бюджет
totalitarian, n - тоталітарний
totality, n - сукупність
totalize, v - підсумовувати
totally, adv. - взагалі, спільно
touch-and-go, adj. - критичний, ризикований
touch pad, n - клавіша (в телефоні)
touch, n - дотик, контакт
touch, v - торкати, доторкатися
tough negotiator - упертий, непоступливий учасник переговорів
tough, adj. - упертий, непоступливий
township, п - містечко
trace of competition - слід змагання
(конкуренції)
track of the conversation - хід розмови
track, n - курс, шлях, рейковий шлях
trade, п - торгівля; barter ~ бартерна торгівля; brisk
жвава торгівля; cash
торгівля за готівку;
compensatory trade — компенсаційна
торгівля
trade, v - торгувати; ~ in commodities торгівля товарами; ~ is depressed торгівельний спад; ~ is slack - торгівля йде мляво
trade-in, п - зустрічна торгівля
trade-off, п - компроміс, альтернатива,
вибір, протиріччя
308
trade mark - торговий знак, фабрична
марка
trade negotiations - торгові переговори
trade unions - професійні союзи,
профспілки
tradespeople, n (pi.) - купці, торгівці
trading cards - торгівельні картки
trading, n - торгівля
trading, adj. - торговий
train, v — навчати, тренувати
training, n — навчання
traits, n (pi) - риси ( обличчя, характеру )
tranquility, n - ведення справ, угода, операція; accounting
бухгалтерська операція
transact, v - вести справу, провести
transfer, п - передача, трансферт, переказ (грошових сум), перерахування
(сум); a telegraphic (cable) — телеграфний переказ; a telex ~ - переказ
телексом
transfer, v - передавати, віщати
transferable, adj. - що припускає передачу, перевідний, трансферабельний;
а ~ ruble - перевідний карбованець;
а ~ letter of credit - перевідний акредитив; not — без права передачі
transmit, v - відправляти , посилати,
надсилати, передавати
transportation, п - транспортування,
перевезення; means of ~ - транспортні засоби; ~ charges - видатки
на перевезення
treasure, п - скарб, цінність
treat negotiation - проводити переговори
trend, п - тенденція
trend, v - мати тенденцію
trick, п - трюк, виверт, жарт
English - Ukrainian vocabulary 308
Trunk-Call Office (The Trunk-Call
Office) (брит.) - переговорний
пункт; there is no reply - не відповідають
trunk call (брит.), long distance call
(•амер.), n - виклик по міжміському,
міжнародному телефону; make a
book a
set up a (trunk) call, put in a
long-distance call - встановити телефонний міжміський зв'язок
trunk operator, long-distance operator - телефоніст(ка) міжміської (або
міжнародної) телефонної станції
Trunk Service ( The Trunk Service), n
(брит.) - міжміське і міжнародне
обслуговування; syn The Long-Distance Telephone Service (амер.);
truthful, adj. - правдивий
turn to, v - повертатися до
type size - розмір шрифту
typography, n - типографія
-Uugly, adj. - бридкий, потворний
ultimate, adj. - останній, остаточний,
ultimatum, n - ультиматум
unacceptable, adj - неприйнятний
unanimous, adj. - одностайний; ~ decision, ~ vote, ~ verdict; ~ that
unceremonious, adj. - простий, неофіційний; unceremonious gathering неофіційна зустріч
underestimate, v - недооцінювати
underlined, adj. - підкреслений
understanding, n - розуміння; згода, взаєморозуміння; домовленість, угода
understate, v - применшувати
undue, adj. - непідходящий, неправильний, такий, що не відповідає
своєму призначенню; надмірний:
English - Ukrainian vocabulary
~ delay - непотрібна затримка; ~
preference - необгрунтований привілей; ~ severity of competition надмірна конкуренція
unfortunate, adj - невдатний, невдачливий; to be unfortunate - бути несчасливим
unfriendly, adj - недружній, непривітний, неприязний
unique, adj - індивідуальний, єдиний
собі подібний, унікальний, особливий, винятковий; ~ production виготовлення унікальних виробів
unit, п - одиниця (виміру), штука, єдине ціле, агрегат, вузол, елемент; ~
of account - розрахункова грошова
одиниця; per
на одиницю; питомий; ~ replacement - заміна агрегатів; ~ value / cost - ціна, вартість
одиниці товару; ~ weight - об'ємна
вага; ~ profit - прибуток на одиницю продукції
unproductive, adj. - непродуктивний
unprofessional, adj - непрофесійний
unsophisticated, adj. - простий, наївний
uphold, v - морально підтримувати,
підбадьорювати; схвалювати, затверджувати; ~ a decision
Uruguay - Уругвай
usage, n - звичай; ~ of trade - торговий
звичай
use a telephone - користуватись телефоном
using adjournments - користуючись
відстрочкою,
використовування
відстрочень
- V valid, adj. - дійсний, діючий; докладний, обґрунтований, переконливий;
309
be ~ for some time - бути дійсним
(діяти) протягом певного часу; be ~
until a certain date - діяти до визначеної дати; ~ claim - обґрунтована
претензія; ~ contract - чинний договір; ~ proof - переконливий доказ;
~ in law - чинний, такий, що має
законну силу
validity, п - дійсність, законність
valuation, п - оцінка
value systems - системи цінностей
value, п - цінність, вартість (в грошовому вимірі); the total ~ of the
contract - загальна вартість товару
за контрактом; in terms of — у вартісному виразі; the ~ of - вартістю
vantage, п - перевага
variation, п - варіація, різновид
variety, п - різноманітність, безліч; а
~ of smth - ряд чого-небудь; syn а
number of smth
vary, v - змінювати, змінюватися, урізноманітнювати, варіюватися
vast, adj - величезний, численний, в
великій кількості
venue, п - місце зустрічі (для переговорів), місце збору
verbal warnings - усні попередження
verbally, adv. - усно, на словах; ant in
writing, in written form - письмово,
у письмовій формі
verification, n - перевірка
versus control - проти контролю, проти управління; протидіяти
via, prep - крізь, через, по шляху
vicious circle - порочний (злісний)
круг(гурток)
videophone, п - відеотелефон
view, п - вид, думка, точка зору
visible trade - видима торгівля
English - Ukrainian vocabulary
310
visualization, n - наглядність, візуалізація, уявлення
vital, adj. - життєвий, життєво важливий, суттєвий
voicemail message - голосове повідомлення
voicemail, n-електронна система, яка дає
змогу записувати з голосу інформацію по телефону, автовідповідач; syn
answering machine, answerphone автовідповідач, мовна пошта
vote, n - голосування;
voting consensus - одностайність голосування, консенсус голосування
wing, v - прискорювати
wink, v - моргати
wipe, v - витирати
wisdom, п - мудрість визначення
work out, v - розробити, вирішити
work against time - намагатися виконати щось в зазначений термін
workable solution - здатність приймати ріщення; реальне рішення
workforce, п - робоча сила
working-to-rule - діючий (працюючий) по правилам
write down, v - записати
written proposal - письмова пропозиція
-W-
written, adj - письмовий
wrong number - неправильний номер,
тобто неправильно набрати номер
wage bargaining - переговори щодо
підвищення заробітної платні, переговори стосовно заробітної платні
wage(s), п - заробітна плата; wages реальна заробітна плата
walk-out, п (розм.) -демонстративне
залишення (зборів тощо); вихід з
організації (на знак протесту)
WAPphone (WAP-wireless application
protocol) - телефон з інтернетом
warehouse - товарний склад
warn, v - попереджати; to be warned бути попередженим
washbasin, n - таз для миття, раковина
waste of time - витрата часу
waste time - марно втрачати час
webcam - мережа зв'язку, вебком
whistle, v - свистіти
white space - пусте місце (простір) на
аркуші паперу
widespread, adj - широко розповсюджений
wiggle out, v - ворушитися, ворушитися, рухатися
—Y—
yawn, v - позіхати
yield, п - прибуток, дохід, виручка; ~ to
mature - прибуток, що отримується
до строку погашення облігації; ~
on bonds - відсотковий прибуток за
облігаціями; ~ of capital investments фондовіддача; current
поточний
дохід; effective
реальний дохід;
gross — валовий дохід; interest —
відсотковий дохід; marginal — граничний дохід; net ~ - чистий дохід:
tax — податковий дохід
yield, v - приносити дохід; ~ on capital - дохід на капітал; ~ on shares виплата по акціям; to ~ a loss - приносити збиток
-ZZaire - Заїр
Навчальне видання
Оксана Павлівна Биконя
ДІЛОВА АНГЛІЙСЬКА МОВА
навчальний посібник
англійською і українською мовами
Редактор С. І. Мазур
Комп'ютерна верстка: Д. Г. Мацяка
Підписано до друку 16.03.10. Гарнітура Helvetica.
Формат 70* Ю01/16. Папір офсетний. Друк офсетний.
Ум. друк. арк. 25,35. Наклад 2000 прим. Зам. № 1050.
ПП "Нова Книга"
21029, м. Вінниця, вул. Квятека, 20
Свідоцтво про внесення до державного реєстру видавців, виготівників і
розповсюджувачів видавничої продукції
ДК № 2646 від 11.10.2006 р.
Тел. (0432) 52-34-80, 52-34-82 Факс 52-34-81
E-mail: info@novaknyha.com.ua
www.novaknyha.com.ua
Віддруковано з готових позитивів
ДП «Державна картографічна фабрика»
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Свідоцтво про внесення суб'єкта видавничої справи
до Державного реєстру видавців, виготівників
і розповсюджувачів видавничої продукції.
Серія ДК № 869 від 26.03.2002 р.
