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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
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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
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
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
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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
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--3
Part II
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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:
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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 saydo 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 addI'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 toReformulations 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
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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 telling 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.
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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 "doing 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 "rank" them from most important to least. At each step, ask the speaker if you've
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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 "movement" 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 m



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