- •Іноземна мова (англійська мова) методичні вказівки
- •0305 Економіка та підприємництво та
- •0306 Менеджмент і адміністрування
- •Module 1 Meetings
- •1. What is a meeting? Here are some statements about business meetings:
- •2. Use the following phrases to give a definition of a business meeting:
- •3. What kinds of meetings are there? What does it depend on? (Consider the number of people, people present, formality, time)
- •4. As we can see, meetings come in all shapes and sizes. Meetings also fall into several categories.
- •1. What makes a good meeting?
- •1. What makes a good meeting?
- •3. Structure
- •4. The Process
- •2 Chairing a meeting
- •2. Listen again, paying attention to the role of the chair in the discussion.
- •3. Suggest phrases which could be used by a chairperson in the following situations in a meeting.
- •C hairperson p articipant
- •3 Establishing the purpose of a meeting
- •2. In pairs, prepare a brief opening statement by the chair to introduce the meeting above:
- •1. Meetings vocabulary 1
- •2. Meetings vocabulary 2
- •3. Meetings vocabulary 3
- •4. Chairing a Meeting
- •1 The structure of decision making
- •1. Read the following extract and answer these questions.
- •3 Interrupting and handling interruptions
- •2. Listen again. Number the following interrupting phrases in the order in which you hear them.
- •4. Interruptions can have different intentions:
- •5. There are different ways of handling interruptions.
- •6. Use the skeleton outline on the next page to recreate the entire dialogue with a partner.
- •Introduction – for all participants
- •1. Stating opinion
- •2. Asking for opinion
- •3. Interrupting
- •4. Handling interruptions
- •1 Asking for and giving clarification
- •2 Delaying decisions
- •1. Listen once. Choose the correct answer from the alternatives given.
- •2. Below is part of the tapescript that you have heard. Use your own words to complete the phrases, all of which suggest that a decision needs to be delayed, or more time is needed.
- •3 Ending the meeting
- •1. Read the following text and identify:
- •3. Think about the recording you have just heard. Do you think this ending follows the rules suggested by Haynes above? Suggest ways that this ending could be.
- •I n pairs use the outline below to create a chair's closing remarks for a meeting. To make this more realistic, add names and other details as required. Practice your closing remarks together.
- •1 Asking for and giving clarification
- •2 Delaying decisions
- •3 Ending a meeting
- •1. Six Tips for More Effective Meetings
- •1) Don't Meet
- •2) Set Objectives for the Meeting
- •3) Provide an Agenda Beforehand
- •4) Assign Meeting Preparation
- •5) Assign Action Items
- •6) Examine Your Meeting Process
- •Meetings
- •Structure
- •Chairperson
- •Effective Meetings –Guidelines for Meeting Minutes Formal Meeting
- •The Situation
- •Role a
- •Worksheet
- •Module 2 Negotiations
- •2 Preparation for a negotiation
- •2. Match each of the four aspects of good preparation on the left with why important on the right. If in doubt, check your answer by listening again recording.
- •1 Look at the cartoon and think about these questions.
- •3 Making an opening statement
- •2 Listen again. Complete the following phrases from Stella's opening statement.
- •3 Compare Stella Weng’s opening statement with the situations you made at the beginning of a negotiation.
- •1 Suggest phrases for each of the following at the beginning of a negotiation.
- •2 Try to bring all the phrases above together in a single opening statement.
- •1 Negotiations vocabulary
- •2 Preparing for a negotiation
- •3 About the opening statement
- •1 Bargaining and making concessions
- •1 Read the following extract. According to the writer, are these statements about negotiating true (t) or false (f):
- •2 Read the text again. Identify the following:
- •4 Listen again. Identify examples of language used to link agreement on one issue to agreement on a different issue. Complete the blanks in the sentences below:
- •1 Bargaining and making concessions
- •2 Accepting and confirming
- •1 Types of negotiator
- •2. Dealing with conflict
- •1. Read the text on the next page. How many ways are suggested to reduce conflict in a negotiation?
- •2. Match each of the following to a phrase in the text with a similar meaning:
- •3 Listen to a recording of five different statements. All of these are ways of dealing with conflict. Match each statement with one of the following strategies.
- •4 In pairs, use the given cues to suggest a response to the statements.
- •3 Rejecting
- •2 Complete the following phrases with suitable words. If in doubt, listen again to the last two responses in Exercise 1 above.
- •3 Match a phrase on the left with a phrase on the right which could be used in a similar situation.
- •4 Ending the negotiation
- •1 The words below offer a clear indication of the result of a negotiation. Work with a partner and decide which of these words would indicate a positive outcome and which a negative outcome.
- •1 Dealing with conflict
- •3 Ending the negotiation – without agreement
- •Summary Units 1-3
- •In business, you don’t get what you deserve, you get what you negotiate. What is Negotiation?
- •Types of negotiations
- •Planning negotiations
- •The negotiating process
- •Useful Expressions Negotiating at a glance
- •Методичні вказівки
- •0305 Економіка та підприємництво та
- •0306 Менеджмент і адміністрування
3) Provide an Agenda Beforehand
Provide all participants with an agenda before the meeting starts. Your agenda needs to include a brief description of the meeting objectives, a list of the topics to be covered and a list stating who will address each topic and for how long. When you send the agenda, you should include the time, date and location of the meeting and any background information participants will need to know to hold an informed discussion on the meeting topic. What's the most important thing you should do with your agenda? Follow it closely!
4) Assign Meeting Preparation
Give all participants something to prepare for the meeting, and that meeting will take on a new significance to each group member. For problem-solving meetings, have the group read the background information necessary to get down to business in the meeting. Ask each group member to think of one possible solution to the problem to get everyone thinking about the meeting topic. For example, to start a sales meeting on a positive note, have all participants recall their biggest success since the last meeting and ask one person to share his success with the group. For less formal meetings or brainstorming sessions, ask a trivia question related to the meeting topic and give the correct answer in the first few minutes of the meeting. These tips are sure-fire ways to warm up the group and direct participants' attention to the meeting objectives.
5) Assign Action Items
Don't finish any discussion in the meeting without deciding how to act on it. Listen for key comments that flag potential action items and don't let them pass by without addressing them during your meeting. Statements such as We should really…, that's a topic for a different meeting…, or I wonder if we could… are examples of comments that should trigger action items to get a task done, hold another meeting or further examine a particular idea. Assigning tasks and projects as they arise during the meeting means that your follow-through will be complete. Addressing off-topic statements during the meeting in this way also allows you to keep the meeting on track. By immediately addressing these statements with the suggestion of making an action item to examine the issue outside of the current meeting, you show meeting participants that you value their input as well as their time.
6) Examine Your Meeting Process
Assign the last few minutes of every meeting as time to review the following questions: What worked well in this meeting? What can we do to improve our next meeting? Every participant should briefly provide a point-form answer to these questions. Answers to the second question should be phrased in the form of a suggested action. For example, if a participant's answer is stated as Jim was too long-winded, ask the participant to re-phrase the comment as an action. The statement We should be more to-the-point when stating our opinions is a more constructive suggestion. Remember – don't leave the meeting without assessing what took place and making a plan to improve the next meeting!
Don't Meet |
Avoid a meeting if the same information could be covered in a memo, e-mail or brief report. A meeting should be set up only if there’s a need in two-way information sharing. |
Set Objectives for the Meeting |
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Provide an Agenda Beforehand |
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Assign Meeting Preparation |
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Assign Action Items |
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Examine Your Meeting Process |
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Summary