Deliveries and Suppliers

Susan: Doug, can I talk with you for a moment?

Doug: What can I do for you Susan?

Susan: I'm concerned about the delays we're experiencing with some of our

suppliers.

Doug: We're doing everything to get back on schedule.

Susan: Could you give me an approximate timeline?

Doug: A number of deliveries are arriving tomorrow. Unfortunately, this time of

year is often troublesome.

Susan: That's not good. We can't make excuses to our clients. Are all shipments

affected?

Doug: No, but it is summer and some companies are cutting back until September.

Susan: Where are most of our suppliers located?

Doug: Well, most of them are in China, but there are a few in California.

Susan: How does that affect deliveries?

Doug: Well, there are weather delays and shipment delays due to reduced

production. Sometimes, larger packages are delayed because of a bottleneck at

the distribution point.

Susan: Is there any way around these delays?

Doug: Well, we often work with delivery services such as UPS, Fed ex or DHL for

our most urgent shipping. They guarantee door-to-door deliveries within 48 hours.

Susan: Are they expensive?

Doug: Yes, they're very expensive at that cuts into our bottom line.

V. Match the definition with the words on the left

delay----------------------- a wrapped or boxed object

supplier------------ the line in a financial statement that shows net income or loss.

to get back on schedule-----------affect

timeline----------- a point at which supplies are broken down for distribution to subordinate units

delivery------------return to your usual routine

shipment------------- a point or an area of traffic congestion.

to cut back------------------- postpone until a later time

to make excuses------------- a schedule of activities or events

package--------------------- someone whose business is to supply a particular

service or commodity

bottleneck------------------ something delivered, as a shipment or package.

distribution point------------ a quantity of goods or cargo that are shipped together

bottom line-------------------return to the previous condition

to cut into --------------------apologize

Multiple Choice Comprehension Questions

1. Why is Susan concerned?

a) They're delaying shipments to suppliers.

b) They're experiencing delays from suppliers.

c) They're back on schedule.

2. What are they doing?

a) Trying to get back on schedule

b) Not worrying about the problem

c) Taking legal action against the suppliers

3. Which excuse does Doug give?

a) That the suppliers are unreliable.

b) That the time is year is often troublesome.

c) That they changed suppliers.

4. Where are most of the suppliers located?

a) In California

b) In Japan

c) In China

5. Which is NOT a reason given for the delays?

a) Weather delays

b) Reduced production

c) Payment difficulties

6. How do they sometimes resolve these problems?

a) They change suppliers.

b) They use delivery services.

c) They manufacture their own products.

Talking point

I. What do you do when you are nervous?

Everyone has different reactions to nervousness. By being aware of your particular nervous mannerism, you can work to overcome them.

Here are some common mannerisms exhibited when giving a speech.

Do you do any of them?

Bite your fingernails

Tap your feet

Wave your hands/arms

Play with your hair

Move around a lot

Speak too fast

Speak too slowly

Become stiff

Shake/Shudder

Play with objects in pockets, etc.

Make strange facial expressions

Say "uh", "uhm"

Tap on the table/podium

Repeat yourself

Breathe heavily

Sweat

Giggle

Pause inappropriately

Clam up/Become speechless

Shift your eyes

Move your head around

Gesture inappropriately

If you do any of the above, it can be distracting to your audience. Being aware of what you do is the first step to overcoming the habit. Watch a video of yourself, or have a colleague or friend watch you make a presentation and then give you feedback on your good and bad points. He/She can also point out if you are using any of the above nervous mannerisms.

II. Comment on the following quotations:

“A wise man speaks because he has something to say, a fool speaks because he has to say something.” Plato

“There is no such thing as presentation talent, it is called Presentation Skills” David JP Phillips

“A theme is a memory aid, it helps you through the presentation just as it also provides the thread of continuity for your audience.” Dave Carey

“There are always three speeches, for every one you actually gave. The one you practiced, the one you gave, and the one you wish you gave.” Dale Carnegie

“No one can remember more than three points.\”/ Philip Crosby

“Ask yourself, \”If I had only sixty seconds on the stage, what would I absolutely have to say to get my message across.\”/ Jeff Dewar

“If the speaker sends a message that the receiver does not understand – then who needs to change?\”/Unknown

“If you present yourself as perfect – we will not believe you and we will hate you. We like you when we see that you are imperfect like we are.\”

/Unknown

“The only person who listens to every word of your speech is you.\”

/Unknown

“Don’t sell what you don’t believe in – we will see through it. If you don’t believe in your message don’t attempt to sell it.\”/Unknown

“Rhetoric is the art of ruling the minds of men.\”/Platon

“It takes one hour of preparation for each minute of presentation time.\”

/Wayne Burgraff

“A theme is a memory aid, it helps you through the presentation just as it also provides the thread of continuity for your audience.\”

/Dave Carey

“Top presenters have total control of their fears. They make fear their slave, not the master.\”

/Doug Malouf

“The success of your presentation will be judged not by the knowledge you send but by what the listener receives.\”

/Lily Walters

“Speak clearly, if you speak at all; carve every word before you let it fall.\”/Oliver Wendell Holmes

” The most precious things in speech are the pauses.\”/Sir Ralph Richardson

“Talk low, talk slow, and don’t talk too much. \”

/John Wayne

” Extemporaneous speaking should be practised and cultivated. It is the lawyer’s avenue to the public….\”

/Abraham Lincoln

“Make sure you have finished speaking before your audience has finished listening.\”

/Dorothy Sarnoff

“Broadly speaking, the short words are the best, and the old words best of all.\”

/Sir Winston Churchill /

SUPPLEMENT

The Meetings

Starting the meeting

Language frame

Signalling the start

Clear signals are needed to focus the attention of those involved and to indicate entry into the meeting structure.

I think we should begin. Right, shall we begin? Let's start.

Setting the agenda

The agenda is the map of the meeting and should be clear and concise.

The agenda this morning consists of two items. There are three main topics on the agenda. First,.... there are three things we 've got to discuss today.

Assigning roles

All participants should know what they are expected to do.

Mr. A is going to outline the problem. I'd like you, Mr. B, to summarize the financial position. Could you, Mr. C, tell us about the X situation?

1.4. Updating

All participants should be given the latest relevant information as early as possible.

News has just come in that.... Well just heard that... It's being confirmed that....

....there is been a new bid.

Setting objectives

The target of the meeting should be clearly stated.

Our aim this morning is to... Our objective today is... The main thing we've got to do today is to...

Giving opinions

How you give an opinion may decide how others react to it.

I think that...I believe that...It seems to me that... My view is that......we 've got to move fast.

Agreeing and disagreeing

Again, how you agree and disagree may decide how others react to you.

I go along with that. You 're right. I couldn 't agree more.

I disagree. I can’t agree with you. I 'm not sure I agree.

Moving and discussion forwards

As you move through the agenda, give clear signals of intention and position.

Let's go on to... Can we deal next with... Let's turn our attention to...... the financial aspects.

Asking for opinions

Encourage contributions and involve others.

What's t your view on this,...? How does Marketing see this,...? How do you feel about this,...?

Conceding and making points

Agree before you disagree. The Yes, but... technique is common in English-speaking meetings.

That may be. I still think, though... You could have a point. On the other hand,... You may be right. But you mustn 't forget...

Getting to the main business

Language frame

Signaling - a new topic

Announce your arrival at each new item on the agenda.

Right then. This leads us on to... OK. This brings up the problem of...... the X- programme.

Reporting the present situation

Use the present continuous tense to describe events happening now.

The present situation is that the share price is falling. What's happening is that competition is increasing,

Identifying the central issue

If a situation is unclear, signal the need to get to the root of the problem.

Let's get to the bottom of this. Let's try to identify the main problem here. What's the underlying issue here?

Making a promise

Persuade participants by assuring them of positive action or outcome.

If you drop your quote by 10%, we '11 give you the contract. You 'II have a rise after six months as long as your performance is satisfactory.

Expressing doubts

Doubts may be genuine reservations or disguised disagreement.

I have some reservations about that. That's oversimplifying it. 1 'm not so sure,

Warning

Persuade or dissuade by predicting a negative outcome.

Unless we improve training now, we'll fall behind our competitors. Act now or it'll be too late. Our business will suffer if the U.S. raises protectionist barriers.

Interrupting

Intervene positively but politely.

Excuse me, May I come in here? May I interrupt? Before you go on, could I say this? Just a minute. Can I say something here?

Summarizing an argument

The rule is, say what you have to say, then say it again in summary form.
What I'm trying to say is that... What I'm getting at is that... In a nutshell,
what I am arguing is that...... there is no longer a European solution.

Debating the issues

Language frame

Developing an argument

Signal clearly the different stages of your argument.

Let's look now at... This raises the question of... This brings up the matter
of … collaboration.

Forcing the issue

Be firm and insist on an answer if someone is being evasive.

You're avoiding my question. Let me repeat my question to you, I think you misunderstood my question.

Evaluating the options

Demonstrate objectivity by comparing different possibilities.

Make sure everyone knows exactly what is being proposed at every stage the negotiation.

Could you clarify one point for me, please? I'm not sure that I fully understand you. I'm sorry, but I want to get this quite clear. What exactly do you mean by...?

Defining a proposal

Say what your proposal includes and what it does not include.

It involves...It covers......training costs.

It excludes...It does not cover...It leaves out........... Co. X.

Widening the discussion

Broaden the discussion smoothly to associated topics.

Can we go on from here to talk about... Well, this leads us on to the subject of
Could we now turn our attention to the matter of … … patents.

Asking for an explanation

There is no loss of face involved in saying that you do not understand something.

Excuse me, could you explain that? I 'm afraid I don't follow you. I 'm sorry, I'm not with you.

Reassuring

Take every opportunity to calm the other side's anxieties.

Please let me put your mind at rest on this. You have no need to worry about this. Don't worry. We 'we taken care of...

Exploring the zone of bargaining

Language frame

The long- and the short-term

Show the other side that conditions change with time.

Eventually... At the outset...In the long run...In the short run... During the first phase,... In the final phase,...

Confirming negotiating positions

Say what you think the other side's position is and ask them to confirm it.

Is that an accurate summary of where you stand? Does that present the picture fairly? Is this your final offer?

Yes, that is our present position. Yes, that's as far as we can go at present. Yes, that's our final offer.

Probing

Tactful guestions are needed to find out how far the other party is willing to go in making concessions.

Just for the sake of argument, what if...? Can we sound you out on another idea? Supposing that...?

Bargaining

Language frame

Signalling the start of bargaining

Indicate clearly that you are ready to deal.

We'we studied your proposals and... We’ve looked at what you have

proposed and … … we're ready to respond. I'm pleased to say we are now able to

respond to your proposals in detail.

Responding to proposals

Refer to specific proposals and outline your differences.

If we offer the sales force the usual incentives, well get the usual results. If we offered them an incentive scheme with holidays as prizes, results would improve dramatically.

Dealing with interruptions

Stop any interruption firmly but politely.

Hold on. Let Mr. A. finish. Could I just finish what I’т saying? Just a moment. I haven't finished.

Indentifying a course of action

For maximum impact signal your idea before you express it.

In my view, there are two things we can do here. I see two ways around this. There are three possibilities here.

Weighing the arguments

Present the pros and cons before you state your preference.

The major benefit is... The attraction of this is... On the positive side, there is
...the low price. The main disadvantage is... The drawback is... On the negative side,
there are … … the high running costs.

Presenting a counter-argument

Present disagreement as a logical position rather than an emotional response.

On the other hand,... If you look at it from another angle... Looking at it this way...

Disagreeing politely but firmly

If there is strong disagreement, minimize conflict by using signals of respect.

I 'm sorry, but I can't agree with what you 're saying. Your argument overlooks an important point.

Ending the meeting

Language frame

Signalling the close

Signal completion of business or time constraints to justify ending.

I'd like to wind the meeting up now. I think that's as far as we can take it today. It's time we finished. We 're running out of time.

Summing up

The summary is the final 'packaging' of the meeting's achievements. Give clear signals and enumerate the points.

Let me summarize what we 'we agreed. Let's go over what's been decided. Let me recap on what we 'we decided.

Raising final questions

The chair should provide an opportunity for final remarks.

Does anybody have anything else to say? Is there any other business? Has anyone got any further points to bring up?

Making a final point

Final interventions may be tactically important because they are remembered.

Can I just say one last thing? May I bring up the question of research before we end? Could I just remind you all about...?

Suggesting and recommending

Suggestions for implemetation of decisions usually end the meeting.

I believe we must... I recommend that... 1 propose that...

Ending the meeting

Signal the close clearly and elegantly.

Isuggest we finish. Can we end here? OK, let's call it a day

The negotiations

Opening the negotiations

Language frame

Welcoming

It is vital to establish a good atmosphere in the crucial opening moments of the negotiations.

May I begin by welcoming you to... I'd like to welcome you to... Welcome to..

Suggesting a procedure

Provide a structure for the negotiations and present an early opportunity for agreement.

I think we should start by drawing up an agenda. We 'd like to propose the following procedure. Firstly,...

Checking agreement

Establish a pattern of cross-checking early on.

Is there anything you 'd like to change? Can we agree on this? Is this OK with you?

That's acceptable to us. That 'sfme with us.

Handing over to a colleague

Hand over to other team members smoothly.

I 'd like to pass you over to Mrs. A. Can you answer this, Mr. B.? Over to you, Mr.C.

Identifying proposals

With tact and diplomacy find out what is being offered.

What exactly are you proposing? What, in general terms, are you looking for here?

Outlining proposals

Say what you are looking for as concisely and as early as possible.

What we're proposing is... What we're hoping for is... Our overall objective is... Our long-term aim is...

Dealing with digressions

Control the directions of the negotiations with polite and tactful signals.

May we leave that till later and look first at... Can we deal first with... We'd

prefer to start with … … the present situation

2. Clarifying the proposals Language frame

Defining the meeting

Make sure the other side knows what is going to be discussed.

We 'd like to see this as a preliminary discussion. We 'd like to restrict this meeting to a discussion of... We 'd like to see this as the final negotiatiating session.

Putting forward possibilities

In the creative phase of the negotiations, talk about possibilities rather than targets.

We envisage... We foresee...We are talking about............. two centres, one in

Europe, one in Japan.

Clarifying

As far as your proposals are concerned, this is where we stand. Regarding your proposals, the way we see things is as follows. Our basic position is this.

Restating a position

Repetition, review and restatement allow both sides to build up a picture of the differences between them.

As I pointed out earlier,... As I have already said,... Let me repeat what I said before,...

Indentifying bargaining points

Define tha obstacles with precision.

One obstacle we see this. One main problem for us would be this. One difficulty could be...

Making concessions

Make concessions provisional upon the offer of a quid pro quo.

We 'd be prepared to... We'd be quite happy to... We 're willing to … … offer

you special terms here.

Qualifying a concession

Define the limits of a concession precisely.

There would be one condition, though. There is one proviso here, however. But this would be on the following basis.

Making counter-proposals

Rather than say no to a proposal, make a counter-proposal.

May we offer an alternative? We 'drather... We'd like to make an alternative proposal. Our preferred approach would be...

Entering the critical phase

Language frame

Identifying obstacles

If negotiations get bogged down, identify the obstacles that is blocking progress.

The main sticking point seems to be... The main hurdle is clearly... The thing
that's getting inthe way of a solution is … … the price.

Analysing an obstacle

Having identified the obstacle, signal the need to analyse it. What's the underlying problem here? Let's get to the root of this problem. What's the key to this problem?

Asking the concessions

Signal the need for movement from the other party to overcome an obstacle.

We would expect you to reciprocate here? Let's get to the root of this problem. What's the key to this problem?

Declining an offer

Justify a rejection with tact and sensitivity.

We're grateful for your offer, Unfortunately, it doesn't go far enough. I'm afraid this doesn't solve our problem. I'm sorry but I don't think we could agree to that.

Threating

Disguise or soften any 'leverage' that has to be used.

In this case, we would have no alternative but to... I'm sorry but, in that event, we would be forced to... It's in all our interests to avoid a situation where we would have to...

Mediating

The 'honest broker' in the team may have to intervene to suggest a bridge between positions.

I 'm certain we can find a way to reconcile our differences. I 'm sure we can find a compromise here. I think both sides have got to give a little ground here.

Asking for the further information

Ask the other side to expand on things they may have said.

Could you expand on what you 'we just said? Would you like to explain that in more detail? Could you develop that idea a little, perhaps?

Closing the deal

Language frame

Checking

The cross-checking process in a negotiation reaches a critical point when the details of the contract are discussed.

Shall we just go through... Can we just check... Why don't we run through...... these points once more.

Avoiding commitment

Signal the limits of negotiating brief either as a tactic or as a fact.

I cannot make a decision on this. I 'm not in a position to answer that once. I 'm afraid that’s outside my brief I must refer this to my board.

Delaying

Buy time to think or plan a response.

We '11 have to refer back on that. We ' d have to give us more time on this one. Can I give you an answer later?

Self Assessment Test

Exercise 1. Translate the following sentences from Ukrainian into English

1. Виділяють наступні основні задачі ділових нарад:

1) З'ясувати, проаналізувати стан справи; обмінятися інформацією з обговорюваних питань, скоординувати зусилля і зробити організаційні висновки.

2) Проінформувати колектив про пошуки в рішенні проблем, про новий досвід і можливості його впровадження, переконати співробітників у правильності проведеної господарської політики.

3) Знайти колективне рішення проблеми, зібрати ідеї ("мозкова атака").

4) Відібрати і прийняти конструктивні рішення. Це задача зборів - прийняття рішення.

5) Дати учасникам необхідні знання, підвищити їхню кваліфікацію.

2. Протокол зборів - це первинний офіційний документ, на підставі якого карівник має право вимагати від працівників виконання доручених ним завдань. Секретар фіксує в протоколі найбільш важливі моменти: основні положення, висловлені ораторами, досягнення мети наради, прийняті рішення, їхніх виконавців і терміни виконання.

3. Зовсім не обов'язково на кожну нараду запрошувати керівників усіх підрозділів. Залучаються звичайно ті посадові особи, що найбільш компетентні у обговорюваній проблемі.

4. Усі співробітники повинні бути завчасно ознайомлені з темою, метою, порядком денним і необхідними матеріалами, документами.

5. Закінчуючи збори головуючий може закликати усіх до виконання тих планів, програм, до досягнення тих цілей, до яких прийшли в підсумку; коротко резюмувати хід обговорення; похвалити найбільш вдалі ідеї, ділові виступи; подякувати усім за продуктивну роботу.

Exercise 2. Do the quiz below and tell whether you are an effective chairperson.

Effective Meetings – a Chairperson’s self test

You can tell how good a chairperson you are by responding to the following statements. Be as honest as you can. If your answer is ‘never’ mark option 1; if it is ‘always’ mark option 4 – and so on.

	I begin each meeting at its scheduled start time
	I ensure that participants understand the minutes of the previous meeting
	I follow the approved agenda for each meeting
	I explain the purpose of each meeting clearly to all the participants
	I allow all points of view to have a fair hearing
	I am aware of each participant’s motives and hidden agendas
	I ensure that all participants are fully involved in each meeting
	I make sure that I am thoroughly prepared for each meeting
	I refer to a meeting procedure guide before each formal meeting
	I make sure that full and accurate minutes of each meeting are taken
	I ensure that participants know what action to take before the next meeting
	I ensure that participants know the time and place of the next meeting
	Sub Total scores
	Total score

The higher your score the more effectively you will run meetings.

What are your particular strengths and weaknesses?

Which particular activity will you try to improve in the meeting you are to chair?

Exercise 3. Do the quiz below and tell whether you are a masterful meeting participant

ARE YOU A MASTERFUL MEETING PARTICIPANT?

The Quiz

	A	B	C	D
1. If the meeting has not started at the scheduled time, most often I...	Wait patiently for the meeting to begin.	Talk with other participants about business or unrelated topics.	Ask the group to set a time limit, after which the meeting starts or is canceled	Leave the meeting because I have more productive things to do.
2. If a meeting starts without a clear purpose or agenda, most often I...	Say nothing since most meetings start this way.	Listen attentively in hopes that the purpose and agenda will be identified.	Ask the meeting leader to give the purpose and the agenda.	Remind the meeting leader of the correct way to start a meeting.
3. During discussions, most often I...	Listen unless asked a question.	Speak up when an issue impacts my area.	Share my views and ask others to share theirs.	Speak the most because other people are quiet.
4.When someone makes a recommendation with which I disagree, most often I …	Wait to see if someone else objects.	Speak up if I believe the person is open to critical comments.	Ask the person to explain why he or she supports the recommendation and then share my thoughts.	Tell the person what I believe and why.
5. When a person with higher authority disagrees with a view I expressed, most often I...	Remain silent since the person will take the action he or she desires.	Acknowledge the person's right to disagree with me.	Ask the person to explain why he or she disagrees and then share my thoughts.	Tell the person what I believe and why.
6. When a person who is a subordinate or peer disagrees with a view I expressed, most often I...	Remain silent to avoid offending the person.	Acknowledge the person's right to disagree with me.	Ask the person to explain why he or she disagrees and then share my thoughts.	Tell the person what I believe and why.
7. If the discussion goes off topic for several minutes, most often I...	Stay quiet to avoid adding to the time spent in the off-topic discussion.	Try to steer the conversation back to the main point.	Ask that we record a reminder to discuss the topic later so we can get back to the main point.	Tell the group that we need to stay on topic.
8. If the discussion leads me to an important thought for the team that is off topic, most often I...	Make a mental note to mention the thought at another time.	Jot the thought down so I don't forget it.	Ask that we record a reminder to discuss the thought later so we can stay on the main point.	Tell the team about the thought and engage in a discussion about it.
9. If I feel the meeting is wasting my time, most often I...	Show respect by trying to stay tuned in and listening.	Start doing other work during the meeting to try to be productive.	Let the group know of my concern and ask if anyone else has this same concern.	Leave the meeting because I have more productive things to do.
10. When I believe I have a solution that can help the team, most often I...	Wait to see if someone else offers the solution.	Speak up if I believe the team is open to solutions.	Offer my solution and invite people to discuss strengths, weaknesses and other alternatives.	Tell the team what I believe and why.

Scoring

Add the number of responses in each of the four categories and record below. Then multiply the number of responses by the multiplier to arrive at four sub-totals. Finally, add the sub-totals to arrive at a total score.

Total Number of Responses in each Category	A:______	B:______	C:______	D:______
Multiplier	x 1	x 2	x 4	x 2
Sub-Totals
Total Score

Evaluation

Use the guide below to interpret your score.

30-40	You generally are a masterful meeting participant. You contribute when needed, you move the meeting toward constructive discussion, you help resolve conflicting views.
20-29	While there are times when your participation is masterful, there are also times when you may stifle your own participation or the participation of others. You may find it helpful to speak up more or to invite others to speak up. Seek win-win solutions to conflict by encouraging others to explain their views.
10-19	You can contribute much more to meetings than you currently do. By speaking up, masterful meeting participants help create an environment in which meetings are productive, effective, and engaging.

VOCABULARY

UNIT 1

formal and informal meetings - формальні і неформальні збори

membership - учасники зборів, кількість членів

to carry out goals - досягати цілей, виконувати поставлені завдання

to preside- головувати, очолювати збори

to state/make a motion- виступити з пропозицією,внести пропозицію

to take the vote - проводити голосування

to obtain the floor - отримати запрошення виступити,бути запрошеним до слова

to debate - обговорювати, дискутувати

to be restricted to - бути обмеженим чимось

to discuss an issue - обговорити проблему

to be scattered across the globe - бути розкиданими по всьому світу

to conduct meetings - проводити збори

to evaluate - дати оцінку

provision - положення.

to adopt rules of order - приймати правила щодо порядку проведення

to handle the debate - вести керовану дискусію

nine out of ten - дев’ять з десяти

to be wasted - бути змарнованим, марно витраченим

according to the same boring pattern - за тою ж самою нудною схемою, відповідно до визначеного шаблону

set-up - система, налаштування

amusing side - забавний бік (проблеми,ситуації)

at either side of a table - по обидва боки столу

the issues at stake – питання, які обговорюються,які підняті до розгляду

to make a point- доводити положення, висловлювати думку з питання, що запропоноване до розгляду

to get off the point- відступати від теми дискусії

to hold to the items listed on the agenda - дотримуватися пунктів порядку денного

to speed up - пришвидшуватися

to keep sb to the point - слідкувати, щоб виступаючий дотримувався теми

to be watered down - втрачати силу, пом’якшуватися, згладжуватися

to fall by the wayside - зупинятися на півдорозі, терпіти невдачу, відійти на другий план

to cover a lot of ground - охоплювати великий обсяг матеріалу

to recap the main points - резюмувати, підсумовувати основні положення

to takes minutes - вести протокол

to wrap up- завершувати, приводити до кінця, робити короткий висновок

to shake hands - вітатися за руку, потиснути руку

brainstorming session - мозковий штурм

status updates - інформування про внесення змін

damage control - обмеження згубного ефекту, мінімізація негативних наслідків

personnel meeting - збори, де вирішуються кадрові питання

pitch sessions - презентація товару,чи послуги

shareholder meetings - збори акціонерів

to court new clients - прагнути прихильності, шукати популярності серед нових клієнтів

"dog and pony show"- "показуха", робота на публіку

razzle-dazzle - суєта, метушня

vendors - постачальники

items of business – питання, що включені до порядку денного, ті, щo потребують вирішення

routine business – поточні питання

any other business – різне (на зборах)

in advance – заздалегідь

business – тут: справа, що потребує вирішення, врегулювання

to conduct business – врегульовувати,обговорювати питання

to go out of control – вийти з під контролю

to achieve its purpose –досягнути мети

to call the meeting – скликати збори

items to be discussed – питання, що будуть обговорюватись

a notice – оголошення

annual General Meeting – загальні щорічні збори

accounts – рахунки

auditors – аудитор(людина,що здійснює фінансовий контроль)

to declare a dividend – оголошувати суму (висоту) дивіденду

to fix the remuneration – визначати винагороду

to transact business – робити справи

topic expert – людина, яка краще інших володіє ситуацією

allotted time – відведений час

to wrap up – тут: закруглятися

follow-up – послідовне виконня

takeaways – тут: доручення

manageable – той, з яким можна легко впоратися

to veer off track – відхилитися від теми (курсу)

overview – швидкий огляд

confab – базікання, тут: збори

If I could just come in here? – чи міг би я лише зробити ремарку /зауважити?

How are we doing for time? – як ми вкладаємося за часом?

to cut it short – коротше кажучи

to butt in – перебивати, безцеремонно втручатися (у розмову)

to differ on this point – мати різні думки з певного питання

to take a short-sighted view on – бути недалекоглядним в у чомусь

to control the meeting – слідкувати за перебігом, контролювати збори

to achieve one’s purpose – досягати мети

to begin and end the meeting on time – починати та закінчувати збори рівно о призначені годині

conduct business – вести бізнес, тут:вирішувати справи

to list the order of the main points to be discussed – перелічувати в списку основні питання, винесені на обговорення

to make the purpose of the meeting clear – чітко донести, в чому мета зборів

to start moving off the topic – почати відхилятися від теми

to bring up irrelevant issues – виносити на обговорення неважливі питання

to bring the discussion back to the point – повернути дискусію в належне русло

to move on to the next point – перейти до наступного пункту

views and ideas on the point discussed – погляди і обміркування з теми, що обговорюється

to be in the chair - головувати

to control people who talk too much – присікати тих, хто надто захопився балаканиною

to keep the discussion to the point – слідкувати за належним перебігом дискусії

to preside over the meeting – головувати на зборах

to keep the discussion moving – вести дискусію

to cut off conversation – перервати,припинити розмови та пусту балаканину

areas of agreement – точки дотику, питання, в яких знайдено консенсус

to chair a meeting – головувати на зборах

to lead the discussion – бути відповідальним за хід обговорення питань

to summarize the decisions taken – підводити підсумок прийнятому рішенню

to make the meeting a success – провести збори успішно і продуктивно

Mr Chairman – Пане головуючий

Madam Chair – Пані головуюча

With the Chair’s permission – з дозволу голови

to run a meeting – вести збори

to get a word in edgeways – вставити ремарку

gift of the gab – ораторський дар

to come to the point – дійти до суті

to wind up – завершувати, закруглятися

to kick around – обговорювати

to take smb up on that – вводити в курс справ, інформувати

to throw a wet blanket on – сповільнювати, ставитися без ентузіазму

to be hard up – бути дуже неохочим щодо, не бажати

to be in the same boat – бути в однаковій ситуації, положенні

start from scratch – почати з нуля

to keep several points in mind – пам’ятати кілька питань

to achieve the objective of the meeting – досягfти цілі зборів

to collect all information – збирати всю інформацію

to take an active part in the meeting – брати активну участь в зборах

to show initiative – проявляти ініціативу

to present your opinions – висловити,ознайомити з своїми думками,поглядами

important points – важливі питання

ideas may be lost – думки загубляться, втратять актуальність

It is more effective to – більш ефективно, доречніше

to support your opinions with smth – підтримати свою думку чимось

to agree to something or with somebody –погодитись на щось (чи з кимось)

to disagree to something or with somebody – не погоджуватись на щось (з кимось)

comments on the issue – коментарі, зауваження з певного питання

members’ views – погляди учасників

to present ideas – представляти свої ідеї

to consider opinions – розглядати позиції, точки зору

to change your position – змінювати своє ставлення, свою позицію

to present strong arguments – надавати мотивовану аргументацію

to change your mind – змінювати думку, передумати

conflict of ideas – несхожість поглядів, відмінність думок

to see different sides of an issue – побачити проблему з різних боків

to make the right decisions – приймати правильні рішення

to show up – появитися, прийти

“Quakers” meeting - збори, на яких мало та неохоче виступають; гра в мовчанку

straightforward matter – зрозуміле, просте, не дискусійне питання

“Silence gives consent” – мовчанка – знак згоди

to get jumped on – бути підданим критиці, наразитися на критику

to stand up for – обстоювати когось

to sit the fence – не займати визначеної позиції

a level playing field - рівні умови, єдині правила гри, рівні можливості (для

суперників, конкурентів)

to move the goalposts – змінювати правила в процесі гри (з метою досягнення

особистих переваг) змінювати вимоги, принципи

a one-horse race – змагання, де переможець є очевидним через відсутність

конкурентів

neck and neck – який не відстає, має однакові шанси на перемогу з суперниками

to pull together – співпрацювати

to settle in – призвичаюватися

to pass the buck – перекладати відповідальність

to make smb redundant – скорочувати (співробітників)

to meet the deadline – вкладатися у встановлені терміни

to establish your time frame – визначати часові рамки

to reach a new milestone – досягати певної межі, віхи

to throw a sickie - прикриватися лікарняним листом, пояснювати відсутність

хворобою

UNIT 2

to deliver a topic – виголошувати, доводити до слухача тему, промову

to impart knowledge – передавати, ділитися знаннями

brief presentations – короткі презентації

to call on – вимагати, потребувати

logical delivery – логічний виклад

dissemination of work – розподіл роботи

highlight – наголошувати, висвітлювати, висувати на перший план

sparingly - бідно, ощадливо, небагато

to communicate your points effectively – доводити свої позиції ефективно

to get points across – передати, довести положення

key insights - основні спостереження, ідеї

to forecast - прогнозувати

to address in layers – звертатися із врахуванням відмінності (груп слухачів)

to pitch the body to experts – представляти, виставляти напоказ основний зміст

знавцям, фахівцям

to make the forecast – робити прогноз

to be accessible to all – бути доступним (зрозумілим) для всіх

the gist of your contribution – суть вашого внеску(тут: промови)

to whet the audience appetite – підігріти апетит аудиторії(викликати

додатковий інтерес)

to allude to information – посилатися на інформацію

to go back – ще раз вертатися до початку

to expand – детально висловитися

to turn – (тут) підійти,звернутися до

to digress – відхилятися від

to move on – переходити до

to elaborate – докладно висловитися, детально розробити питання

to recap- повторювати, підводити підсумок, резюмувати

to conclude – підводити підсумок

to leave –(тут) не торкатися,обминати

to summarize – підводити підсумок

basically – в основному

summary – резюме, підсумок

to mention – посилатися,згадати

to rephrase – сказати іншими словами

to report on – доповідати про

to take a look at – подивитися на щось

to outline – окреслювати, надавати загальну картину

to fill smb in on – доповідати, ознайомлювати з…

to give an overview of – надавати загальну картину, представляти в загальних рисах

to pick up – піднімати (питання)

to shoot up - швидко зростати

to peak - піднятися до вищої точки, загостритися

to shrink – скоротитися

to slump – різко падати, викликати різке падіння

to bottom out – сягнути нижньої межі

to reach an understanding – досягнути взаєморозуміння

to resolve point of difference - вирішувати спірне питання

to gain an advantage – здобути перевагу

to produce an agreement upon – давати згоду на

distributive negotiations – розподільні переговори

integrative negotiations – інтегративні переговори

long-term business relationship – довготривалі ділові відносини

to haggle – сперечатися, торгуватися

to face off with – зустріти супротивника віч-на-віч, помірятися силами

to accommodate – примиряти, улагоджувати (сварку, розбіжності)

to compromise – піти на компроміс

to collaborate - співпрацювати

to compete with – змагатися, конкурувати з

skill at – майстерність, вправність в

to enter into negotiations – вступати в переговори

to pay attention to – звертати увагу на

to bear sth in mind – пам’ятати про щось

to look forward to sth – очікувати щось із задоволенням

to be soft on the people - бути поступливим, поблажливим до людей

to be hard on the problem – бути жорстким у вирішенні проблеми

to dig in to one’s position – уперто дотримуватись точки зору

to focus on – зосереджуватися на

to end in a deadlock – зайти в глухий кут

breaking off of negotiations – переривання переговорів

to trip somebody up – збивати з пантелику

to dance toward a mutually agreeable outcome -

concessions - поступки

bidding process - торги

pit against – виставляти (одного проти іншого)

drive up – направляти, вести

to bluff - обманювати

to chicken out – відступитися, вийти з гри, що загрожує неприємностями

reasonable – поміркований, розсудливий

to carry on negotiations – продовжувати проводити переговори

That’s not my pigeon – це не моя справа

to steer clear of - уникати

to go into details – вдаватись в деталі

to be forced into a hasty decision – бути вимушеним прийняти поспішне рішення

to go through – ретельно переглянути

kicker – невигідна стаття (у контракті, угоді)

in principle – в основному, в цілому

tough – упертий, наполегливий, незговірливий

to pull no punches – не підбирати слів, нещадно критикувати

to tip the scales in favour of sb – переважувати чашу терезів, мати вирішальне значення на користь

It’s out of the question – це не обговорюється

that’s final – то остаточне рішення

make any headway – прогресувати, рухатись вперед

to go in circles – заплутатися, тупцювати на місці

to find common ground – знаходити спільну мову, порозумітися

to put the cart before the horse – починати не з того кінця

through thick and thin – за будь-яких обставин

the die is cast – жереб кинуто, рішення прийнято

to go up in smoke – поламатися, піти на марне (про плани)

to divulge – розголошувати, оприлюднювати

to show good will – демонструвати прихильність

to hold over the discussion – відкладати обговорення

it’s the thin end of the wedge – ситуація набула неочікуваного повороту

to take up negotiations – повертатися до переговорів

blunt question – пряме, різке запитання

to meet somebody halfway – піти на компроміс

loaded question – некоректне запитання (поставлене з метою отримати певну відповідь)

in the bag – певна справа, все гаразд

to go through a hoop – пройти тяжкі випробування

to wet a good bargain - “обмивати” угоду

in writing – в письмовій формі

one jump ahead - один крок попереду

negotiable – який може бути предметом переговорів

to stretch a point – виходити за рамки дозволеного, заходити далеко в поступках

to be on the same wavelength – розуміти когось з півслова

аbove board - відкритий, чесний

to have an ace up your – приховувати щось, мати таємну перевагу

bone of contention – яблуко розбрату

to skate on thin ice – ризикувати

back to the wall – у безвихідній ситуації

to bide one’s time – вичікувати

to bring nothing to the table – не вносити лепту, не робити внеску

to clinch a deal - укласти угоду

sticking point – причина глухого кута, безвихідного положення

to take stock of the situation – оцінювати становище, підводити підсумки

to give someone a blank cheque – давати комусь карт-бланш, свободу дій

to turn on the heat – чинити тиск

to hold all the aces – бути хазяїном становища

to go for broke – із шкури пнутися, старатися

beggars can’t be choosers – бідним не доводиться перебирати

to get down to the nitty-gritty – повертатися до основ, загальновідомих фактів

to leave the door open – надати можливість для

to encompass a great number of issues – огортати, стосуватися великої кількості проблем

to alleviate internal problems – полегшувати внутрішні проблеми

incentive – стимул, спонукання

to grant concessions – надавати поступки

bilateral negotiations – двосторонні переговори

multilateral negotiations – багатосторонні переговори

to reach a consensus – дійти згоди

preconditions - передумови

counterpart – супротивник, протилежна сторона

unilaterally - односторонньо

alliance – об’єднання, союз

stab - удар

CONTENTS

PREFACE ……………………………………………………………………1

UNIT 1. MEETINGS ………………………………………………………………2

1.1. Types of Meetings ……………………………………………………………. 2

1.2. The Agenda ……………………………………………………………………13

1.3. How to Chair a Meeting ………………………………………………………23

1.4. How to Participate ……………………………………………………………. 32

UNIT 2. PRESENTATIONS.NEGOTIATIONS………………………………… 42

2.1. Presentations …………………………………………………………………..42

2.2. Negotiations ………………………………………………………………… 51

2.3. What Makes a Good Negotiator …………………………………………….. 68

2.4. Diplomatic Negotiations ……………………………………………………… 78

UNIT 3. ORAL PRESENTATION GUIDE …………………………………… 86

SUPPLEMENT …………………………………………………………………. 155

SELF ASSESSMENT TEST ……………………………………………………. 168

ENGLISH-UKRAINIAN VOCABULARY …………………………………… 172

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