-
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 Criticism
Lesson 2
Formal
Verbal Communication in Business II
?
Four Main Parts
of a Presentation
?
Delivery
Skills
?
What to Say When You Forget What to
Say
?
Presentation Language Focus
Lesson 3
Cross-Cultural
Communication in Business
?
Six Fundamental
Patterns of Cultural Differences
?
A General View
of Corporate Culture
?
Decoding Body-
language of North America
Lesson 4
Business Etiquette
?
Guidelines for
Business Entertaining and Gift-Giving
?
Acceptable
Public Conduct in North America
?
The Art of
“
Small
Talks
”
?
Welcome Topics
of Conversation
Lesson 5
Contract English
?
Main
Characteristics of A Contract
?
Elements of a
Contract
?
Commonly used Legal Terms
?
Tips on
Contract Lingo
Lesson 6
Negotiation
English
?
What You Should Know Before
Negotiating
?
Negotiation Tactics
?
Negotiation
Language Focuses
Lesson 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 Sheet
Lesson8
Business News Reading
?
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
Development
Lesson9
Interview English
?
The ABCs of Job
Interviews In North America
?
Common questions guidelines to proper
answers
?
“Tell
me
something
about
your
self”
–
The
tone-setting
question
?
Nonverbal
Pitfalls to Watch For
Lesson One
Formal 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, 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 II
The How-
Tos
Leading Seminars/
Questioning Techniques
?
General
procedures of a seminar/lecture
1)
Self-
introduction
2)
Introduction of Topic
3)
Describing sequences and
timing
4)
Highlighting information
5)
Involving the
audience
6)
Giving instructions
7)
Checking
understanding
8)
Asking questions
9)
Clarifying
questions
10)
Evading questions
11)
Inviting
comments
12)
Interrupting
13)
Transitions
14)
Reformulations
15)
Closing
?
Language
Reference
Self-introduction
自我介绍
Good
morning, I'm ---- and I've been invited to give
this
talk/ presentation / lecture
because---
I have done
research in / I have a special interest in / my
experience is in
Introduction of Topic
话题介绍
In my
presentation/talk/lecture today I shall be dealing
with---
The
subject of my ---- today is ----
What I'd like to do today is
introduce/suggest/ analyse/
describe /
explain
My topic/subject
today is ---
I
shall
be
dealing
with
2/3/4….
main
areas/topics/subjects
today
Describing
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 we'll look
at---
Finally I want
to---
Highlighting
Information
重点介绍
(Rhetorical questions)
So, what does that
mean?/How can we interpret this?/What's
the
explanation
for
this?/What
are
the
implications
of
these
findings?
(Change of focus)
What that tells us is/What I'm
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
Let's have a show of hands, how many of
you agree with ----
I'm sure
we all know what it's 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 participants
Giving
Instructions
给予指示
For this exercise, we are going to work
in pairs: groups of
3/4/5
Make a note of these
words/figures
Read the
paragraph on page ---
Please
note
that
I
shall
be
timing
the
exercise
and
you
have
exactly
7 minutes
Now complete the
questionnaire and put your name in the top
left-hand corner
Checking 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,
don't
worry
because
all
the information is in your handout
Asking Questions
询问问题
Direct
questions/open-ended:
What/why/how/where/when
Closed questions :
Do you/did you
Delicate questions:
I was wondering if/ could I ask you/
would you mind telling
me/if it's not
indiscreet I'd like to know/might I ask/may
I ask
Clarifying
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 I've understood the
question you want to know
about---
Evading Questions
回避问题
That's
not
really
my
field---/
that's
a
bit
outside
the
scope
of
today's
topic/
I
haven't
got
the
precise
information
with
me today/ that's not
really for me to say/I'd need notice
of
that question to answer you in full/this is not
really
the
place
to
discuss
that
matter/
perhaps
that's
a
question
for another meeting
Inviting 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 confirm my
experience?
If nobody has
any questions then I'll move on
Interrupting
中断
I'd
like
to
discuss
it
further,
but
I
think
it's
time
to
move
on
Could I just
stop you there---
If I might
just add----
I'm sure we'd
all agree, but perhaps we should get back to
the main point
Transitions
过渡
If we could now turn to---/my next
point is---/ what I want
to do next is
---/ let's 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 were---
Closing
结束
Thank you for
listening to me today
I hope
you have found my presentation useful
Thank you for your attention
?
Questioning Techniques
提问技巧
Reasons for
asking questions:
To obtain
information
To find out the
opinions of other people
To
ask other people to contribute ideas
To find out the reasons behind
events
To seek
confirmation
The
status of the questioner
The
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 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 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
private
to
form
the subject of
questions by others.
Choices
of question style
Closed v.
open
Closed 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?
Or
How 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- type
questions
Questions
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 with phrases
that show the questioner is aware of
the intrusiveness of
the
question:
May I ask
you…
Could you tell
me…
Would you mind
te
lling me…
I
wonder if I could ask you….
I would be interested in
knowing…
If it's not
indiscreet, may I ask ….
I
know it's not really my business, but….
Facilitative styles of asking
questions
If 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 better to echo and to reformulate in
order to
give the interlocutor the
opportunity to expand.
Illustrative dialogue
A.
Well, I live in a flat in
a rather poor part of town.
B.
Poor part of
town…?
A.
Yes, it's quite dirty and the streets
are badly lit.
That's why I don't like
going out alone at night.
B.
So you're frightened to
go out alone?
A.
Well, yes because
we hear
of attacks
and
muggings.
That's why I want
to leave.
In this dialogue,
speaker B doesn't try to take the
initiative, but merely echoes and
reformulates to prompt
speaker A to say
what worries her.
Part III
Let’s
Talk Business
LEADING THROUGH CHANGE:
Listening as a
leader
Often,
when we
think
of
communication,
we
think of speaking, presenting,
writing--delivering
a
message
in
some
way.
But an effective
communicator is also
adept at receiving
messages. You won't
budge people toward
a goal if they don't
feel
that
they've
had
input,
that they've
been heard and understood, and that the
vision they're working toward is also
their own vision. Listening to 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 you're defensive you
may miss critical
information. Don't
formulate your answer while a person is
still
speaking.
Watch
for
subtle
body
language
that
may
offer
extra clues to the speaker's true
meaning. Also, hold eye
focus. If you
don't' look at the person who is speaking to
you, you can't establish trust. As a
leader, you want
followers to trust you
and believe in you.
End
all
other
tasks.
Show
respect
for
people
by
putting
aside
your
paper,
lunch,
etc.,
and
don't
take
phone
calls.
You'll
be
better
regarded,
and
you'll
save
time.
By
it
right
the
first
time,
there
won't
be
misunderstandings
or
any
need
to repeat information. Be ready to job
down notes as the
person speaks.
Allow the speaker to
finish.
Don't interrupt. Don't change
the
subject.
Don't
finish
sentences
for
the
speaker.
Remain
quiet
until
you're
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. It's not always easy for a
person
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,
you'll
need
to
probe.
You'll
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 finished
speaking,
reiterate what you believe to be the main ideas,
issues, etc. State them simply and, if
possible, try to
the
speaker
if
you've
correctly
heard
the
message.
Take
the
time to be certain, or
you've both simply wasted time.
Underline 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 future? Set a date to
revisit these main ideas
and to discuss
progress.
Test the
waters.
Take what you've learned and
test it with
others. What are others
feeling and thinking? Is this an
isolated
issue?
Don't
take
it
any
less
seriously
but
if
it's
a
of
sorts,
you'll
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
you're
trying
to
move
people
in a
new direction, you must know here they're coming
from.
People don'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
listener
may
be
the
most
prized
employee
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
question 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 appropriateness 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 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.
-
How to boil an egg
-
How to organize
a picnic for your company
-
Key factors
consumers should be aware of when
purchasing a DVD player
?
Rewrite the conversation between John
and Mary in Part
five. Discuss on the
possible outcomes of the
conversation
with your partner.
Part V
Supplementary Materials
Giving Criticism
When it's 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
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 person
Read
the
dialogue
below
and
make
a
note
of
the
ways
in
which
John fails to observe
the advice given above in his
criticisms of Mary's work:
John:
Come
in
and
take
a
seat,
Mary.
This
won't
take
a
minute.
Mary:
What's this all about,
John?
John:
Well
I'm sorry Mary, but I've come to the conclusion
that
your
work's
just
not
up
to
scratch.
I
need
to
see
a
big
improvement
if you want to stay here.
Mary:
I see. I admit I have
found these first few weeks a
hard,
but
I
need
time
to
settle
in
and
there's
a
lot
to
learn.
(Knock at
the door)
John:
Come in.
Jane:
Oh,
sorry
John,
I'll
come
back
later,
I
didn't
realize
you were
talking.
John:
That's
all
right,
come
in.
I
was
just
telling
Mary
that
I don't
think she's really up to the job here.
Jane:
No,
I
don't
want
to
intrude
on
a
private
conversation;
I'll come back
later.
Mary:
So
what are you saying John, are you firing
me?
John:
No;
but
I
have
to
say
that
if
this
little
talk
doesn't
make you realize
where you're going wrong, it may come to
that.
?
Poor
Mary!
John
has
just
attacked
the
standard
of
her
without
giving her any idea of where she is
going wrong; on top of
that
he's
repeated
the
criticism
in
front
of
another
member
of staff.
By
using
some
of
the
suggestions
below,
see
if
you
can
rewrite
the
dialogue so that John offers Mary constructive and
positive criticism that will help her
to improve her
performance:
?
Invite Mary to
a private interview
?
Ask
if
she
is
ready
to
discuss
the
standard
of
her
work
?
Acknowledge
the
fact
that
she
is
new
to
the
company
and
that there is a lot to
learn
?
Say
that
her
reports
are
lacking
in
detail
and
accuracy
?
Ask her if she
is aware of that
?
Say that she is
often late in the morning
?
Ask her if
there are personal problems that make it
difficult for her to arrive on time
?
Say
that
some
of
the
clients
she
deals
with
have
complained that she misses appointments
?
Ask
her if she can explain why this is
?
Ask her if
there is anything you can do to help her
improve in these areas.
?
Set a date for
another talk in a few weeks to review
her progress.
If
John
conducts
the
interview
along
these
lines,
Mary
will:
?
Know
exactly
which
aspects
of
her
work
are
unsatisfactory
?
?
?
Will
have
the
opportunity
to
explain
why
she
has
problems
Will not be publicly humiliated
Will feel that she is
getting support in her efforts
to
improve.
Reference
?
Brenda Townsend
Hall,1998
?
Lesson Two
Formal Verbal Communication in Business
II
正式商业交流
–
商业演示
（
2
）
Part I
Objectives
?
Four Main Parts
of a Presentation
商业演示的四个部分
?
Delivery Skills
表达技巧
?
Save you out of embarrassment, at a
Presentation
摆脱
商业演示中的尴尬场面
?
Language
References
语言参考
Part II
The How-
Tos
?
Four parts of a presentation
Formal presentations are
usually divided into four main
parts.
?
The
introduction
?
The overview
?
The body
?
The
ending
The
introduction
At the very
least, the introduction should introduce the
subject of your
presentation.
“Today
I’m
going
to
tell
you
about
the
recent
improvements that have been made to the
XL series of
engines.”
Depending on the situation,
it will also do one or more of
the following:
?
Give the audience a reason to
listen
“These improvements
give greater fuel efficiency and
also
lower production costs.”
?
Provide
background information.
“As
you
probably
know,
our
market
share
has
be
en
falling
in recent years.”
?
Narrow the topic.
“In particular, I will show you how
these improvements
make our engines
better than our competitors.”
The overview
The
overview
provides
a
preview
of
your
presentation
for
the
audience. It
is
easily
done
by
explaining
the
structure
of
your
presentation.
“First, I’m going to describe the new
features of the
engine.”
“Second,
I’ll
show
you
some
performance
data
of
the
engine’s
fuel efficiency.”
“After
that,
I’ll
explain
how
the
new
features
will
allow
us to
r
educe production costs.”
“Finally, I’ll show a comparison with
our competitors’
models.”
The overview is
very important. It helps the audience to
organize
the
way
they
listen. It
is
similar
to
the
contents
page
of a book.
As
long
as
the
presentation
is
well-organized,
the
overview
is the easiest part
of the presentation to prepare.
The body
This is the main content of the
presentation. How it is
organized
will
depend
on
the
type
of
presentation.
It
should be organized logically to match
the overall purpose
of the
presentation.
The ending
The
ending usually does two things.
It
reviews
the
information
and
ideas
that
were
presented
in
the body of the presentation. This is
called the summary.
“As
you
can
see,
these
improvements
increase
fuel
efficien
cy
and allow us to lower our production
costs.”
It
restates the main purpose of the presentation
which was
stated
in
the
introduction. This
is
called
the
conclusion
or concluding
statement.
“I am sure these
improvements will allow us to win back
our ma
rket
share.”
?
Delivery
skills
1.
Look
organized
The audience will
have confidence in someone who seems to
know what he or she is doing. Arrange
your papers on the
desk. Check
the
OHP
（
over-head
projector
）
. Put
your
bag
in a
suitable place. Put your notes in a suitable
place.
Change
the
seating
arrangement
if
you
don’t
like
it. Check
that everyone can see you and your
visual aids.
2.
Use natural gestures
Don’t try to be a great actor. Rely
mainly on the content
of your
presentation, not on acting skills. Use the same
gestures
you
would
use
if
you
were
explaining
the
same
thing
to a
colleague in a one-to-one conversation.
To ensure that you use
gestures naturally, avoid clasping
your
hands behind your back, clasping them in front of
you,
or placing them on your
hips.
If you are
holding notes, try to hold them in one hand,
leaving your other hand free to make
gestures.
3.
Eye contact
Look
at individual members of your audience, just as if
you
were
having
a
conversation
with
them. Don’t
bury
your
head
in your
notes. Try not to look at the ceiling when you
can’t remember
what to say.
4. Signaling
In
writing, you use paragraphs to show the parts of
your
presentation. In
presentations,
you
have
to
do
it
in
other
ways.
You
can
use
verbal
techniques
and
non-verbal
techniques.
Verbal techniques involve using a mixture of
linking
phrases,
intonation,
and
pauses.
Non-
verbal
techniques
can
include
changing
positions,
turning
pages
of
your
notes, and changing the OHP slide.
5.
Pronunciation
Make
sure
you
know
how
to
pronounce
the
words
in
your
presentation. Be particularly careful
of words that are
used
in
both
your
language
and
English. These
words
can
be
false
friends.
6.
Avoid distractions
A hole in your shirt will get
attention, but it will divert
attention
from
what
you
are
saying. So
will
the
following:
?
Passing round
things for your audience to look at while
you are speaking.
?
Having
a
slide
displayed
on
the
OHP
while
you
are
talking
about something
else.
Part III
Let’s
Talk Business
Pulling
It
Out
of
Thin
Air
-
What
to
say
when
you
forget
what
to say
It's like when a plane hits an air
pocket-your intestines
throb in your
brain-pan. You're flowing smoothly through
your
presentation
(without
notes
or
with
bulleted
notes
that
suddenly no longer make sense) and
wham! You go blank.
There's nothing
upstairs. Nothing on-line. Your mind is as
blank as a blackboard in August.
You lick your lips, clear
your throat, and say
times
to
jumpstart
an
outboard.
Your
eyes
begin
to
dart
about
in
desperation,
and
as
the
internal
pressure
mounts,
the
real
signals
of distress pour out: giggling, blushing, and
embarrassing true confessions of just
how lost you really
are,
revealing
only
your
lack
of
preparation
and
diminished
professionalism.
WHAT TO DO
First, use an ounce of prevention.
Rehearse out loud
frequently enough to
internalize your message. Strangely,
if
you try to memorize your remarks, you're almost
sure to
go
blank.
Understand
why
you're
speaking
the
words
you
choose,
and say them in
rehearsal until you have a gut feeling for
the essence of your message.
Use your visuals as a road
map, if possible. Using graphic
images
or bullet points, rely on your visuals to keep you
on track. Visuals should not serve as a
script, but rather
as a series of
trigger points that generate discourse.
Keep
your
notes
nearby.
Make
sure
they're
written
in
large,
colorful
writing.
They'll
be
easy
to
read
when
you're
under
pressure.
Focus
your eyes on one person in the audience when you
go
blank. They'll think you're being
forceful and dramatic.
Then, after
about four seconds, move your eyes to another
person. Do it again. Keep doing this
through the silence
until your brain
comes back to life.
Repeat
what you just said. Using repetition is a good
speaking technique anyway. Keep
repeating yourself until
your
mind
clicks
into
gear.
Or
say
something
that
parallels
your
subject,
and
chances
are,
within
seconds,
you'll
be
back
on track.
Ask
the
audience
a
question
if
it's
a
small
group.
what are your thoughts so
far?
question
so
Marilyn
can't
say
simply
or
That
way,
you get more time to think as Marilyn
speaks. If you're
speaking
to
a
large
group,
ask
a
rhetorical
question.
Again,
you'll probably wake
yourself up quickly.
Ask
for
help.
was
I?
is
not
a
shameful
thing
to
say.
Most
audiences will be sympathetic. Everyone knows the
pressure of speaking. Just don't do it
repeatedly or make
a big deal out of
it.
Part IIII
Exercises and
Discussion
?
Look at the
sample presentation below and:
-
Try
to
identify
those
four
parts
mentioned
in
Part
Two
-
In case the presenter here went blank
right after the
third paragraph, any
suggestions from you to save the
poor
guy from embarrassment?
The DC
Autodialler
A
voice controlled data recorder and automatic
telephone
dialer.
Main features
Speech analyzer
Large memory
Large display
Lithium batteries
Good afternoon.
Today I’d like to tell you about our
latest product, the DC Autodialler.
The DC Autodialler
lets
you
record
telephone
numbers
by
speaking. It
can
also
dial
telephone
numbers
automatically. We
expect
it
to
be
a very popular product.
First, I’ll tell you the
main features of the
‘autodialler.
Then I’ll describe its physical
characteristics. Finally, I’ll explain
how to see it.
The
Autodialler
has
four
important
features. It
has
a
very
sophisticated speech analyzer which
allows it to record
names and
telephone numbers. It can recognize up
to
5000
common
North American names. It has a large
memory
which
lets
you
record
up
to
2500
names
and
telephone
numbers. It
has
a
4-centimeter
by
2-centimeter
liquid
crystal
display
which provides a sharp image. Ti uses
lithium batteries
which last for two
year.
The
Autodialler is very compact. It measures 10
centimeters by 5 centimeters by
0
.5 centimeters. It’s
made
of very light but hard plastic, and weights only
150
grams. It comes in three colors:
black, silver and wine
red.
Now, I’ll show you how easy
the Autodialler is to use.
There
are
only
three
buttons:
a
“new”
button,
a
“find”
bu
tton, and a “dial” button.
To enter a new name and
phone number,
press the “new” button. Then say the
person’s name. When the name is
displayed say the
telephone number. To
find a name, press the “find”
button
and say the person’s name. When the name
is
displayed you may dial
the number, change the name or
telephone
number,
or
delete
the
information. To
dial
the
number, point
the Autodialler
at
your
telephone and
press
the “dial”
button.
As you
can see, the Autodialler has many useful features,
it’s very compacted, and it’s easy to
use. I’m sure
you’ll agree that there
will be a large market for it.
Thank you.
?
Check out one infomercial you really
hate to see. Try to
transform it into a
3-minute long business presentation
by
using some language references in part
five.
Part V
Supplementary Materials
Language reference
Below is a list of phrases and sentence
patterns that may
help you
prepare
your
presentation.
Remember,
however,
that every presentation is unique, and
you must decide for
yourself
which
language
is
appropriate
for
your
presentation.
The introduction
介绍
Basic introduction
基本介绍
Today
I’m
going
to
tell
you
about
a
new
kind
of
material.
今天我将要介绍一种新材料
I’d like to talk about our
recent sales performance.
我想介绍一下我们最近的销售业绩。
To
day, I’d like to show you
a way to cut costs.
今天，我想给大家展示一种减少成本的新方法。
Today,
I’m
going to explain our
strategy
for next
year.
今天，我想就明年的战略部署进行一下解释。
Narrowing the topic
缩小范围
In
particular,
I
will
explain
how
the
material
can
be
used
in many
of our products.
我重点想解释一下这种材料在我们其它产品中的用途。
Referring to background
information
涉及背景资料
As you probably know, our
market share has been falling
in recent
years.
众所周知，我们的市场份额近年来开始下降。
Some of you may know about
our research program.
大家可能知道我们研究的项目。
You may be aware of the features of the
RS-4 model.
您将会了
解到
RS-4
模型的特点。
Presenting the overview
总览程序
First, I’m going
to…
首先，我将要
...
Second, I’ll
show you …
其次
,
我将要展示给您
...
Then, I’d like
to …
再次
,
我想
...
After that, I’ll explain
…
然后
,
我会解释
...
Finally, I’ll
…
最后
,
我将
...
Signaling and linking
承上启下
Sequencing
层次
Now, I’ll
explain …
现在
,
我来解释
...
一下
Let’s now
consider …
我们来考虑一下
...
This brings us to
…
由此得来
...
Finally,
…
最后
...
Directing attention
吸引注意力
Please look at this chart.
请看图表
Let’s take a
look at this
table.
我们来看表格
.
Take a look at
the diagram.
大家看一下图表
If you look at
this graph, you will see
…
大家从这
张曲线图可以看出
...
As
you can see from this chart,
…
正像大家从这张图
表中看到的一样
...
Cause and effect
原因与结果
Since increased performance
is not our only concern,
I’d now like
to talk about
由于业绩增长并不是我们唯一关注的
,
我想在此谈论一
下
...
As a result of
this new feature, we must now consider
由于这个新的特点
,
我们现在必须考虑
...
As a result, we
have to find new ways to increase our
market share.
由此
,
我
们不得不寻找增长我们市场占有额的新方法
.
Consequently,
we
have
been
developing
a
more
efficient
engine.
结果
,
我们已经开发了一台更高性能的发动机。
Therefore, I’d
now like to show you our latest test
results.
所以，我现在想就我们最新检测结果给大家进行展示。
Purpose
目的
In order to take advantage of this new
technology, we
have to look at the
market.
为了利用这个新技术的优势，
我
们一定要了解市场。
For the new
model to work effectively, we need a new
kind of valve.
为了新模型高效运行，我们需要一种新的电子管。
Contrast
对比
Although
the
machine
operates
well
at
low
temperatures,
at high
temperatures there are some problems.
虽然在低温下机器运行正常，但在高温下它存在着许多问
题。<
/p>
Unlike the ST-4X, the ST5X is very
compact.
与
ST-4X
不同的是，
ST-5X
非常简洁。
Instead
of
batteries,
the
news
model
uses
solar
power.
新的型号不再用电池，而用太阳能。
Nevertheless,
…
然而
...
However,
…
但是
...
On the other
hand,
…
另外
...
Reinforcement
进一步的补充说明
In
addition
to
Asia,
we
are
also
marketing
the
product
in South America.
除亚洲外，
我们还在南美开发了市场。
In addition, we plan to
introduce more robots to our
production
lines.
除此之外，
我们计划在生产线上引入更多的机器人。
Furthermore,
the program can translate from Japanese
to English.
另外，
此程序可以从日语翻成英语。
Introducing a summary
介绍总结
As
you
can
see,
these
improvements
increase
fuel
efficiency and allow us
to lower our production costs.
据大家了解，
这些改进会增加燃料的性能。
同时减少产
品的
成本。
Introducing a concluding statement
陈述
I
am
sure
these
improvements
will
allow
us
to
win
back
our market share.
我确信这些改进将有助于我们赢回市场份额。
It’s
clear
that
the
new
model
meets
all
of
our
customers’ requirements.
很明显，新的型号满足我们客户的需求。
Graphs and charts
图表
Describing the purpose of a chart
讲述图表的用途
It shows our
sales from 1985 to 1990.
<
/p>
这张图表示从
1985
年到
1990
年的销售额。
It shows the
stages in the manufacturing process.
这张图显示生产流程。
If you
look at this diagram, you will see how the
equipment works.
观察这张图示，您会了解设备的工作方法。
Describing
parts of a graph
描述图表的各个部分
The
horizontal axis represents temperature.
竖轴表示温度。
The
horizontal
axis
shows
sales
in
millions
of
dollars.
横轴表示以百万为单位的销售额。
The black
columns show sales of memory chips.
黑柱部分显示的是内存条的销售额。
The solid line shows the
pressure.
实线表示压力。
The
broken line shows the interest rate.
断线表示利率。
The
dotted
line
represents
the
rate
of
unemployment.
虚线表示失业率。
The gray
segment represents our market share.
灰色部分显示我们的市场占有
额。
The
hatched
section
shows
the
proportion
of
women.
阴影部分表示女性的比例。
Describing the units of a
graph or diagram
描述图表的
单位
The
units are in meters.
单位是米。
The figures are
in thousands of dollars.
数字是千元为单位的。
The numbers are
in tens of thousands of dollars.
数字是以万为单位的。
Describing the
significance of information
突出特点内
容
It’s clear that demand is
increasing.
很明显需求在提升。
The
graph clearly shows that the new machine’s
performance is better.
图表中很清楚地可以看出新机型的表现更加。
The
figures show that the cost of materials has
risen by 25%.
数字表示材料成本已上升了
25%
。
The results
seem to show that oxygen quickens the
reaction time.
结果表明氧气加速了反应。
The information
suggests that consumers are not
satisfied.
信息表示消费者并不满意。
Lesson Three
Cross-Cultural Communication in US
Business
美国商业跨文化交流
Part I
Objectives
?
Six Fundamental
Patterns of Cultural Differences
中西文化差异的
6
种基本模式
?
A general
view of corporate culture
公司文化概要
?
Decoding body-
language of North America
破解北美通用肢体语言
Part II
The How-Tos
Identify the
Differences
：
Six Fundamental
Patterns of
Cultural
Differences
了解不同：中西文化差异的六种基本模式
1.
Different Communication
Styles
不同的交流风格
The way people communicate varies
widely between, and even
within,
cultures. One aspect of communication style is
language
usage.
Across
cultures,
some
words
and
phrases
are
used
in
different
ways.
For
example,
even
in
countries
that
share
the
English
language,
the
meaning
of
varies
from
shades in
between.
Another major
aspect of communication style is the degree
of
importance
given
to
non-
verbal
communication.
Non-
verbal
communication includes not only
facial expressions and
gestures; it
also involves seating arrangements, personal
distance, and sense of time. In
addition, different norms
regarding the
appropriate degree of assertiveness in
communicating can add to
cultural misunderstandings. For
instance, some white Americans
typically consider raised
voices
to
be
a
sign
that
a
fight
has
begun,
while
some
Asian,
African, Jewish and Italian Americans
often feel that an
increase in volume
is a sign of an exciting conversation
among friends. Thus, some white
Americans may react with
greater
alarm
to
a
loud
discussion
than
would
members
of
some
American ethnic or non-white racial
groups.
2.
Different Attitudes
Toward Conflict
对待冲突的不同
看法
Some
cultures
view
conflict
as
a
positive
thing,
while
others
view
it as something to be avoided. In the U.S.,
conflict
is not usually desirable; but
people often are encouraged
to deal
directly with conflicts that do arise. In fact,
face-to-face
meetings
customarily
are
recommended
as
the
way
to
work
through
whatever
problems
exist.
In
contrast,
in
many
Eastern countries, open conflict is
experienced as
embarrassing or
demeaning; as a rule, differences are best
worked
out
quietly.
A
written
exchange
might
be
the
favored
means to address the
conflict.
3.
Different Approaches to Completing
Tasks
对待完成
任务的不同方法
From
culture
to
culture,
there
are
different
ways
that
people
move
toward
completing
tasks.
Some
reasons
include
different
access to resources, different
judgments of the rewards
associated
with
task
completion,
different
notions
of
time,
and varied ideas about how
relationship-building and
task-oriented
work should go together.
When it comes to working together
effectively on a task,
cultures differ
with respect to the importance placed on
establishing relationships early on in
the collaboration.
A case in point,
Asian and Hispanic cultures tend to attach
more value to developing relationships
at the beginning of
a
shared
project
and
more
emphasis
on
task
completion
toward
the
end
as
compared
with
Americans.
Americans
tend
to
focus
immediately on the task at hand, and
let relationships
develop as they work
on the task. This does not mean that
people from any one of these cultural
backgrounds are more
or less committed
to accomplishing the task, or value
relationships more or less; it means
they may pursue them
differently.
4.
Different Decision-Making
Styles
不同的决定风格
The roles individuals play in decision-
making vary widely
from
culture
to
culture.
For
example,
in
the
U.S.,
decisions
are frequently delegated -- that is, an
official assigns
responsibility
for
a
particular
matter
to
a
subordinate.
In
many Southern European and Latin
American countries, there
is a strong
value placed on holding decision-making
responsibilities
oneself.
When
decisions
are
made
by
groups
of people, majority
rule is a common approach in the U.S.;
in Asia consensus is the preferred
mode. Be aware that
individuals'
expectations about their own roles in shaping
a decision may be influenced by their
cultural frame of
reference.
5.
Different Attitudes Toward Disclosure
对待披露
/
曝
光的不同态度
In some cultures, it
is not appropriate to be frank about
emotions, about the reasons behind a
conflict or a
misunderstanding, or
about personal information. Keep this
in mind when you are in a dialogue or
when you are working
with
others.
When
you
are
dealing
with
a
conflict,
be
mindful
that people may
differ in what they feel comfortable
revealing. Questions that may seem
natural to you -- What
was the conflict
about? What was your role in the conflict?
What was the sequence of events? -- may
seem intrusive to
others. The variation
among cultures in attitudes toward
disclosure
is
also
something
to
consider
before
you
conclude
that
you
have
an
accurate
reading
of
the
views,
experiences,
and goals of
the people with whom you are working.
6.
Different
Approaches to Knowing
对待事物认知的不同
方式
Notable differences occur among
cultural groups when it
comes to
epistemologies -- that is, the ways people come to
know things. Western cultures tend to
consider information
acquired through
cognitive means, such as counting and
measuring, more valid than other ways
of coming to know
things. Compare that
to African cultures' preference for
affective ways of knowing, including
symbolic imagery and
rhythm.
Asian
cultures'
epistemologies
tend
to
emphasize
the
validity of knowledge gained through
striving toward
transcendence.
Recent
popular
works
demonstrate
that
our
own
society is
paying more attention to previously overlooked
ways of knowing.
You
can
see
how
different
approaches
to
knowing
could
affect
ways of analyzing a
community problem or finding ways to
resolve
it.
Some
members
of
your
group
may
want
to
do
library
research
to
understand
a
shared
problem
better
and
identify
possible solutions.
Others may prefer to visit places and
people
who
have
experienced
challenges
like
the
ones
you
are
facing,
and touch, taste and listen to what has worked
elsewhere.
Part III
Let’s Talk
Business
What lies in
“Corporate Culture”?
Many
articles and books have been written in recent
years
about culture in organizations,
usually referred to as
Culture.
The
dictionary
defines
culture
as
act of developing
intellectual and moral faculties,
especially through
education.
slightly
different
definition
of
culture:
moral,
social,
and
behavioral
norms
of
an
organization
based
on
the
beliefs,
attitudes, and priorities of its
members.
culture
or
culture
could
apply
to
the
first definition, but not the latter.
Every
organization
has
its
own
unique
culture
or
value
set.
Most
organizations
don't
consciously
try
to
create
a
certain
culture. The culture
of the organization is typically
created unconsciously, based on the
values of the top
management or the
founders of an organization.
Hewlett-Packard
is
a
company
that
has,
for
a
long
time,
been
conscious of its culture (The HP Way)
and has worked hard
to maintain it over
the years. Hewlett-Packard's corporate
culture is based on 1) respect for
others, 2) a sense of
community,
and
3)
plain
hard
work
(Fortune
Magazine,
May
15,
1995). It
has been developed and maintained through
extensive training of managers and
employees. HP's growth
and
success
over
the
years
has
been
due
in
large
part
to
its
culture.
Another
successful company that expends a lot of energy in
maintaining its workplace culture is
Southwest Airlines.
Southwest
is
the
only
major
airline
in
the
U.S.
that
has
been
profitable
in
each
of
the
last
five
years.
It
also
has
a
good
reputation
as an employer. In an article written in the ACA
(American Compensation Association)
Journal, Winter 1995
issue, Herb
Kelleher, Southwest's CEO, indicated how
Southwest maintained its
culture:
about
hiring.
We
are
looking
for
a
particular
type
of
person,
regardless of which job category it is.
We are looking for
attitudes that are
positive and for people who can lend
themselves to causes. We want folks who
have a good sense
of humor and people
who are interested in performing as a
team and take joy in team
results instead of individual
accomplishments.
presumably you can build a
work force that is prepared for
the
culture you desire...
important
thing
is
to
spend
a
lot
of
time
with
your
people and to communicate with them in
a variety of ways.
And
a
large
part
of
it
is
demeanor.
Sometimes
we
tend
to
lose
sight
of
the
fact
that
demeanor -
the
way
you
appear
and
the
way
you
act
-
is
a
form
of
communication.
We
want
our
people
to
feel
fulfilled
and
to
be
happy,
and
we
want
our
management
to radiate the
demeanor that we are proud of our people, we
are
interested
in
them
as
individuals
and
we
are
interested
in them outside the work force,
including the good and bad
things that
happen to them as individuals.
In both of these examples, the top
management of the
companies were
vigilant about maintaining their cultures.
The behavior rules and boundaries are
relatively clear and
communicated
often.
However,
this
is
not
typical.
I
believe
most organizations
operate with a diversity of cultures.
This
is
especially
true
considering
the
increasing
worldwide
mobility of people and cultures and
values.
There have been
some recent models created to attempt to
study and classify cultural diversity.
One model, the
Hofstede Cultural
Orientation Model, classifies cultures
based on where they fall on five
continuums.
1.
Individual vs. Collective Orientation
The level at which behavior is
appropriately regulated
2.
Power-Distance Orientation
The
extent
to
which
less
powerful
parties
accept
the
existing
distribution of
power and the degree to which adherence to
formal channels is
maintained.
3. Uncertainty-
Avoidance Orientation
The
degree to which employees are threatened by
ambiguity,
and
the
relative
importance
to
employees
of
rules,
long-term
employment and steady progression
through well defined
career
ladders.
4. Dominant-Values
Orientation
The nature of
the dominant values - e.g., assertiveness,
monetary
focus,
well-defined
gender
roles,
formal
structure
-
vs.
concern
for
others,
focus
on
quality
of
relationships
and job
satisfaction, and flexibility
5. Short-Term vs. Long-Term
Orientation
The
time
frame
used:
short-term
(involving
more
inclination
toward
consumption,
saving
face
by
keeping
up)
vs.
long-term
(involving
preserving status-based relationships, thrift,
deferred gratifications).
There's some debate over whether
companies should design
their
personnel
policies
and
reward
systems
around
cultural
values. Currently
companies tend not to, because of the
concern about stereotyping certain
cultures.
A
popular
trend
is
for
companies
to
themselves,
which
involves an attempt to change their culture,
usually
to
a
team
orientation.
As
reported
in
the
ACA
News
(September
1995),
studies
indicate
that
the
following
are
necessary
for
a
company to change to a
?
Common and
consistent goals
?
Organizational
commitment
?
Role clarity among team members
?
Team leadership
?
Mutual
accountability with the team
?
Complementary
knowledge and skills
?
Reinforcement
of required behavioral competencies
?
Power (real and
perceived)
?
Shared rewards
The
importance
of
corporate
culture
is
growing
as
the
result
of
several recent developments. Companies are
encouraging
employees to be more
responsible and act and think like
owners. In exchange for more flexible
work schedules,
employees are expected
to always be
demise
of
more
traditional
communities
(e.g.
neighborhoods,
etc.),
companies are filling employees' need to belong to
a community. At the same time companies
are encouraging
teamwork and the
formation of teams.
Therefore, organizational leaders
shouldn't ignore
corporate culture.
Rather, it should be addressed in the
organization's mission, vision, and
goal statements, and
emphasized in
company sponsored training and company
communication.
The
statements
should
include
the
following:
?
?
?
To be
financially successful, etc. (employees want to
belong to a successful organization)
To be accepting of cultural
(ethnic) diversity
To
encourage employees to
company
(provide
sufficient
paid
time-off
benefits
and
encourage employees to take the time)
Part IIII
Exercises and Discussions
?
Tell
your
fellow
students
about
the
corporate
culture
of
the
company that you work in. What do you think of it?
What are some of the most unique
characteristics of it?
What have been
done by your company to maintain such
culture?
?
According to
the article in Part Two and your business
experience,
give
examples
on
cultural
differences
between
Chinese
business
people
and
Western
business
people.
Why
do
we
consider
some
of
our
approaches
common?
?
DECODING BODY
LANGUAGE- The four basic modes of body
language in business
破解肢体语言
–
西方商业肢体语言得四种基本模式
Knowing
how
to
read
body
language
is
a
useful
communication
skill.
So
is
knowing
how
to
use
it.
There
are
two
basic
groups
of
body
language postures: OPEN/CLOSED and
FORWARD/BACK
OPEN/CLOSED
is
the
most
obvious.
People
with
arms
folded
and
legs
crossed
and
bodies
turned
away
are
signaling
that
they
are rejecting messages.
People showing open hands, fully
facing
you
and
both
feet
planted
on
the
ground
are
accepting
them.
FORWARD/BACK
indicates
whether
people
are
actively
or
passively reacting to communication.
When they are leaning
forward
and
pointing
towards
you
they
are
actively
accepting
or
rejecting
the
message.
When
they
are
leaning
back,
looking
up
at
the
ceiling,
doodling
on
a
pad,
cleaning
their
glasses
they are either passively absorbing or
ignoring it.
The posture
groups combine to create four basic modes:
responsive, reflective, combative and
fugitive.
In
responsive mode, OPEN/FORWARD
the
person
is
actively
accepting.
This
is
the
time
to
close
the
sale,
ask
for
agreement, demand a concession
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