1、1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 to Say When You Forget Wha
2、t 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 and Gift-Giving Acceptabl
3、e Public Conduct in North America The Art of “Small Talks” Welcome Topics of ConversationLesson 5 Contract English2 Main Characteristics of A Contract Elements of a Contract Commonly used Legal Terms Tips on Contract LingoLesson 6 Negotiation English What You Should Know Before Negotiating Negotiati
4、on 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 SheetLesson8 Business News Reading Features and Styles
5、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 America Common questions guidelines to proper answers “Tell me something
6、 about your self” The tone-setting question Nonverbal Pitfalls to Watch For34Lesson 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研讨会各个程序及常用句型 Questioning Techniques提问技巧 A Leader and A Good Listener, A
7、t 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 II The How-TosLeading Seminars/ Questioning Techniques General procedures of a seminar/lecture1) Self-introduction2) Introduction of Topic3) Describing sequences and timing4) Highlighting information5) Involving the audience6) Giving instruct
8、ions7) Checking understanding8) Asking questions9) Clarifying questions10) Evading questions11) Inviting comments12) Interrupting513) Transitions14) Reformulations15) Closing Language ReferenceSelf-introduction 自我介绍Good morning, Im - and Ive been invited to give this talk/ presentation / lecture bec
9、ause-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 is -What Id like to do today is introduce/suggest/ analyse/ describe / explainMy topic/subject today is -
10、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 the -/explain-/ present-Next I shall-/after that I will take the opportunity of describing-/ Then well lo
11、ok at-Finally I want to-Highlighting Information 重点介绍(Rhetorical questions)So, what does that mean?/How can we interpret this?/Whats the explanation for this?/What are the implications of these findings?(Change of focus)What that tells us is/What Im suggesting is/What is clear is that(Introducing au
12、xiliary verb)6So 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 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 wou
13、ld 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 participantsGiving Instructions 给予指示For this exercise, we are going to work in pairs: groups of 3/4/5Make a note of these words/figuresRead the
14、paragraph on page -Please note that I shall be timing the exercise and you have exactly 7 minutesNow complete the questionnaire and put your name 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 thr
15、ough 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 questions/open-ended:What/why/how/where/whenClosed questions :Do you/did youDelicate questions:7I was wondering if/ could I ask you/ would you mind telling m
16、e/if its not indiscreet Id like to know/might I ask/may I askClarifying Questions 澄清问题So you want to know about-/is it 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
17、 scope of todays topic/ I havent got the precise information with me today/ thats not really for me to say/Id need notice 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 an
18、y questions at this point?Would anyone like to comment on that?Does anyone disagree with my last point?Can anyone confirm 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
19、 add-Im sure wed all agree, but perhaps we should get back to the main pointTransitions 过渡If we could 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8If I might just go over that again-/so, in summ
20、ary-/ just to remind you of the key facts/the main points/ the advantages of-/my main arguments were-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 f
21、ind out the opinions of other peopleTo ask other people to contribute ideasTo find out the reasons behind eventsTo seek confirmationThe status of the questionerThe questioner may have an official need to ask questions - work-role, legal power, etc., or the questioner may have an entirely personal cu
22、riosity to satisfy. If the role is official, the questioner needs to choose the questioning 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
23、 information may feel that s/he is being asked to give up something that represents 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
24、 private to form the subject of questions by others.Choices of question styleClosed v. open9Closed 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 m
25、ore tactful to ask:Have you finished that report yet?OrHow are you getting on with that report?The 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- typ
26、e questionsQuestions starting with question words: what, 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
27、with phrases that show the questioner is aware of the intrusiveness 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 aski
28、ng questionsIf the intention of the questioner is really to prompt the interlocutor in disclosing information freely, then question techniques may not be appropriate at all. Instead it might be 10better to echo and to reformulate in order to give the interlocutor the opportunity to expand.Illustrati
29、ve dialogueA. Well, I live in a 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 wan
30、t to leave.In this dialogue, speaker 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, wr
31、iting-delivering 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
32、 to your followers is the only way you can make this happen. 11To 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 speak
33、ing. Watch 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 p
34、eople 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 information. Be ready to job down notes as the person speaks. Allow the speaker to finis
35、h. 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 person to approach som
36、eone 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. Once the person is fini
37、shed 12speaking, 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 wasted time. Under
38、line 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 been accomplished? What else can be done in the
39、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 “movement“ of sorts, youll need to address it differ
40、ently. 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 dont always need leaders to agree with them and a
41、ct 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 “good listener“ may be the most prized employee in any organization. Work hard to make yourself that person.13Part IIII E
42、xercises 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 question of each type (see reasons for asking questions at the beginning o
43、f 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 appropriateness of their style - are they open or closed; direct or indirect? Adjus
44、t the phrasing of the questions to suit the level of delicacy.5 Lets discuss the results. 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.-
45、 How to boil an egg- How to organize a picnic for your company- Key factors consumers should be aware of when purchasing a DVD player14 Rewrite the conversation between John and Mary in Part five. Discuss on the possible outcomes of the conversation with your partner.Part VSupplementary MaterialsGiv
46、ing CriticismWhen its necessary to criticise the work of colleagues it is important to do so in a manner that is supportive and that permits the other person find ways of improving his or her performance. To do this we need to:Concentrate on the error, not on the person Avoid generalizations Provide
47、 specific examples of the problems that need attention Make helpful suggestions for improvement Avoid a one-sided attack Avoid insinuations and hints Conduct the criticism in private so as not to humiliate the other personRead the dialogue below and make a note of the ways in which John fails to obs
48、erve the advice given above in his criticisms of Marys work:John: Come in and take a seat, Mary. This wont take a minute.Mary: Whats this all about, John?John: Well Im sorry Mary, but Ive come to the conclusion that your works just not up to scratch. I need to see a big improvement if you want to st
49、ay here.15Mary: I see. I admit I have found these first few weeks a hard, but I need time to settle in and theres a lot to learn.(Knock at the door)John: Come in.Jane: Oh, sorry John, Ill come back later, I didnt realize you were talking.John: Thats all right, come in. I was just telling Mary that I dont think shes really up to the job here.J
