1、- 中国最先进的大学生互动求职平台 1 / 196高级商务英语口语目录Lesson 1 Formal Verbal Communication in Business I Leading Seminars Questioning Techniques Be a Leader and A Good Listener At the Same Time Giving CriticismLesson 2 Formal Verbal Communication in Business II Four Main Parts of a Presentation Delivery Skills What t
2、o Say When You Forget What to Say Presentation Language FocusLesson 3 Cross-Cultural Communication in Business Six Fundamental Patterns of Cultural Differences A General View of Corporate Culture Decoding Body-language of North AmericaLesson 4 Business Etiquette Guidelines for Business Entertaining
3、and Gift-G- 中国最先进的大学生互动求职平台 2 / 196 Acceptable Public Conduct in North America The Art of “Small Talks” Welcome Topics of ConversationLesson 5 Contract English Main Characteristics of A Contract Elements of a Contract Commonly used Legal Terms Tips on Contract LingoLesson 6 Negotiation English What
4、 You Should Know Before Negotiating Negotiation Tactics Negotiation Language FocusesLesson 7 Business Reporting Research Tools and information Sources For Earnings， Performances and SEC Filing General Theory of The “Double Entry Accounting”System The Contents and The Equation of A Balance SheetLesso
5、n8 Business News Reading - 中国最先进的大学生互动求职平台 3 / 196 Features and Styles of Writing in Western Business Journalism What is it in an Earning Report？ Idiomatic Usages and Set Phrases Often Used to Describe and Predicting Economic DevelopmentLesson9 Interview English The ABCs of Job Interviews In North
6、America Common questions guidelines to proper answers “Tell me something about your self” The tone-setting question Nonverbal Pitfalls to Watch ForLesson OneFormal Verbal Communication in Business I正式商业交流 （1） 研讨会Part I Objectives Procedures of Seminars Leading and Commonly Used Sentence Structures研讨
7、会各个程序及常用句型 Questioning Techniques提问技巧- 中国最先进的大学生互动求职平台 4 / 196 A Leader and A Good Listener, At the Same Time做好的听众，做好的领导者 Giving Criticism提出批评观点的技巧Part IIThe How-TosLeading Seminars/ Questioning Techniques General procedures of a seminar/lecture1) Self-introduction2) Introduction of Topic3) Describ
8、ing sequences and timing4) Highlighting information5) Involving the audience6) Giving instructions7) Checking understanding8) Asking questions9) Clarifying questions10) Evading questions11) Inviting comments12) Interrupting13) Transitions14) R- 中国最先进的大学生互动求职平台 5 / 19615) Closing Language ReferenceS
9、elf-introduction 自我介绍Good morning, Im - and Ive been invited to give this talk/ presentation / lecture because-I have done research in / I have a special interest in / my experience is inIntroduction of Topic 话题介绍In my presentation/talk/lecture today I shall be dealing with-The subject of my - today
10、 is -What Id like to do today is introduce/suggest/ analyse/ describe / explainMy topic/subject today is -I shall be dealing with 2/3/4. main areas/topics/subjects todayDescribing Sequences and Timing 程序介绍与时间安排First I want to /spend a few minutes outlining -/remind you of the background to/summarise
11、 the -/explain-/ present-Next I shall-/after that I will take the opportunity of describing-/ Then well look at-Finally I want to-- 中国最先进的大学生互动求职平台 6 / 196Highlighting Information 重点介绍(Rhetorical questions)So, what does that mean?/How can we interpret this?/Whats the explanation for this?/What are
12、the implications of these findings?(Change of focus)What that tells us is/What Im suggesting is/What is clear is that(Introducing auxiliary verb)So clearly we do need to-/Obviously they did understand that-/ Of course you do wan to know why-Involving the Audience 听者的参与Lets have a show of hands, how
13、many of you agree with -Im sure we all know what its like to-Let me ask you spend a couple of seconds thinking about-Well, what would you do, I wonder-Just look around the room and take a note of /how many men are wearing a tie-/how many people are wearing jeans-/the average age of the participantsG
14、iving Instructions 给予指示For this exercise, we are going to work in pairs: groups of 3/4/- 中国最先进的大学生互动求职平台 7 / 196Make a note of these words/figuresRead the paragraph on page -Please note that I shall be timing the exercise and you have exactly 7 minutesNow complete the questionnaire and put your nam
15、e in the top left-hand cornerChecking Understanding 随时观察听者反映Is everyone with me so far?Are there any questions at this stage?Would anyone like me to run through that again?If you have any problems with the detail, dont worry because all the information is in your handoutAsking Questions 询问问题Direct q
16、uestions/open-ended:What/why/how/where/whenClosed questions :Do you/did youDelicate questions:I was wondering if/ could I ask you/ would you mind telling me/if its not indiscreet Id like to know/might I ask/may I askClarifying Questions 澄清问题- 中国最先进的大学生互动求职平台 8 / 196So you want to know about-/is it
17、the figures that worry you/ when you say-do you mean-/If Ive understood the question you want to know about-Evading Questions 回避问题Thats not really my field-/ thats a bit outside the scope of todays topic/ I havent got the precise information with me today/ thats not really for me to say/Id need noti
18、ce of that question to answer you in full/this is not really the place to discuss that matter/ perhaps thats a question for another meetingInviting Comments 鼓励并听取意见Has anyone got any questions at this point?Would anyone like to comment on that?Does anyone disagree with my last point?Can anyone confi
19、rm my experience?If nobody has any questions then Ill move onInterrupting 中断Id like to discuss it further, but I think its time to move onCould I just stop you there-If I might just add-Im sure wed all agree, but perhaps we should get back to the main - 中国最先进的大学生互动求职平台 9 / 196Transitions 过渡If we co
20、uld now turn to-/my next point is-/ what I want to do next is -/ lets move on to-/that completes my analysis of-/so, now we are going to-Reformulations 总结If I might just go over that again-/so, in summary-/ just to remind you of the key facts/the main points/ the advantages of-/my main arguments wer
21、e-Closing 结束Thank you for listening to me todayI hope you have found my presentation usefulThank you for your attention Questioning Techniques 提问技巧Reasons for asking questions:To obtain informationTo find out the opinions of other peopleTo ask other people to contribute ideasTo find out the reasons
22、behind eventsTo seek confirmationThe status of the - 中国最先进的大学生互动求职平台 10 / 196The questioner may have an official need to ask questions - work-role, legal power, etc., or the questioner may have an entirely personal curiosity to satisfy. If the role is official, the questioner needs to choose the qu
23、estioning style with care in order to produce the required results. Questioning can be quite a threatening activity in some circumstances. For example, if the questioner wants information , then the person who has that information may feel that s/he is being asked to give up something that represent
24、s an advantage. If the questioner is merely curious in a social setting , then the important point is the level of delicacy of the question. In most cultures, very personal details such as how much money we earn is too private to form the subject of questions by others.Choices of question styleClose
25、d v. openClosed questions permit only yes/no answers. They may therefore be more threatening than open questions because they leave no room for expansion or explanation. The questioner needs to decide if it would be more tactful to ask:Have you finished that report yet?OrHow are you getting on with
26、that report?- 中国最先进的大学生互动求职平台 11 / 196The first question implies that the report is now due; the second merely asks for a progress statement. The open question allows the respondent to elaborate and does not have overtones of authority.Wh- type questionsQuestions starting with question words: what,
27、 when, why, who, how, are open questions but they are also very direct. Too many questions like this have the flavour of an interrogation and may make the person being questioned feel uncomfortable. It may be necessary to preface the questions with phrases that show the questioner is aware of the in
28、trusiveness of the question:May I ask youCould you tell meWould you mind telling me I wonder if I could ask you.I would be interested in knowingIf its not indiscreet, may I ask .I know its not really my business, but.Facilitative styles of asking questionsIf the intention of the questioner is really
29、 to prompt the interlocutor in disclosing information freely, then question - 中国最先进的大学生互动求职平台 12 / 196techniques may not be appropriate at all. Instead it might be better to echo and to reformulate in order to give the interlocutor the opportunity to expand.Illustrative dialogueA. Well, I live in a
30、 flat in a rather poor part of town. B. Poor part of town?A. Yes, its quite dirty and the streets are badly lit. Thats why I dont like going out alone at night. B. So youre frightened to go out alone?A. Well, yes because we hear of attacks and muggings. Thats why I want to leave.In this dialogue, sp
31、eaker B doesnt try to take the initiative, but merely echoes and reformulates to prompt speaker A to say what worries her.Part III Lets Talk BusinessLEADING THROUGH CHANGE: Listening as a leaderOften, when we think of communication, we think of speaking, presenting, writing-- 中国最先进的大学生互动求职平台 13 / 1
32、96delivering a message in some way. But an effective communicator is also adept at receiving messages. You wont budge people toward a goal if they dont feel that theyve had input, that theyve been heard and understood, and that the vision theyre working toward is also their own vision. Listening to
33、your followers is the only way you can make this happen. To be a good leader, HEAR OUT what others have to say: Hold judgment and hold eye focus Listen carefully and with an open mind-if youre defensive you may miss critical information. Dont formulate your answer while a person is still speaking. W
34、atch for subtle body language that may offer extra clues to the speakers true meaning. Also, hold eye focus. If you dont look at the person who is speaking to you, you cant establish trust. As a leader, you want followers to trust you and believe in you. End all other tasks. Show respect for people
35、by putting aside your paper, lunch, etc., and dont take phone calls. Youll be better regarded, and youll save time. By “doing it right the first time,“ there wont be misunderstandings or any need to repeat - 中国最先进的大学生互动求职平台 14 / 196information. Be ready to job down notes as the person speaks. Allow
36、 the speaker to finish. Dont interrupt. Dont change the subject. Dont finish sentences for the speaker. Remain quiet until youre sure the speaker has completed his or her thoughts. Read between the lines. As you listen to the speaker, listen for what might be left unsaid. Its not always easy for a p
37、erson to approach someone in a more senior position and tell it like it is. If you want to get an honest opinion of some of your ideas and actions, youll need to probe. Youll also need to value that feedback and the person who gave it to you. Never shoot the messenger. Outline your understanding. On
38、ce the person is finished speaking, reiterate what you believe to be the main ideas, issues, etc. State them simply and, if possible, try to “rank“ them from most important to least. At each step, ask the speaker if youve correctly heard the message. Take the time to be certain, or youve both simply
39、 wasted time. - 中国最先进的大学生互动求职平台 15 / 196Underline major points. Once you and the speaker agree on the main ideas that have been uncovered, focus your attention on one or two of the most important: What needs to be done right now to make the speaker-and you-acknowledge that something positive has be
40、en accomplished? What else can be done in the future? Set a date to revisit these main ideas and to discuss progress. Test the waters. Take what youve learned and test it with others. What are others feeling and thinking? Is this an isolated issue? Dont take it any less seriously but if its a “movem
41、ent“ of sorts, youll need to address it differently. Testing the waters allows you to explore the real needs, fears and hopes of your followers and incorporate them into your shared vision. Remember, if youre trying to move people in a new direction, you must know here theyre coming from. People don
42、t always need leaders to agree with them and act on their suggestions. But people always do need to feel their leader cares enough to listen. When people are uncertain what tomorrow may bring, a leader with a reputation as a - 中国最先进的大学生互动求职平台 16 / 196“good listener“ may be the most prized employee
43、in any organization. Work hard to make yourself that person.Part IIII Exercises and Discussion Exercise to sensitize your questioning techniques.1 Write on the board a list of 5 or 6 prominent people that everyone knows. Some of these people should be the subject of current controversy.2 Write a que
44、stion of each type (see reasons for asking questions at the beginning of this unit) and address each of your questions to one of the people you have listed.3 Now grade their questions for levels of delicacy on a scale 1 - 5, with 5 being the most delicate.4 Check their questions for the appropriaten
45、ess of their style - are they open or closed; direct or indirect? Adjust the phrasing of the questions to suit the level of delicacy.5 Lets discuss the - 中国最先进的大学生互动求职平台 17 / 196 Give examples of situations where open/closed types of questions are generally asked. Choose one of the following topics and make it into a seminar. Try to incorporate all the 15 elements mentioned in part II.- How to boil an egg- How to organize a picnic for your company- Key factors consumers should be aware of when purchasin
