高级商务英语口语讲义(1)(编辑修改稿)

高级商务英语口语讲义(1)(编辑修改稿)内容摘要：

If you want to get an honest opinion of some of your ideas and actions, you39。 ll need to probe. You39。 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 中国最庞大的下载资料库 (整理 . 版权归原作者所有 ) 第 8 页 共 53 页 speaker if you39。 ve correctly heard the message. Take the time to be certain, or you39。 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 speakerand youacknowledge that something positive has been acplished? 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 you39。 ve learned and test it with others. What are others feeling and thinking? Is this an isolated issue? Don39。 t take it any less seriously but if it39。 s a movement of sorts, you39。 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 you39。 re trying to move people in a new direction, you must know here they39。 re ing from. People don39。 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 good listener may be the most prized employee in any anization. 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. 中国最庞大的下载资料库 (整理 . 版权归原作者所有 ) 第 9 页 共 53 页  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 anize a piic for your pany 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 outes of the conversation with your partner. Part V Supplementary Materials Giving Criticism When it39。 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 onesided 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 Mary39。 s work: John: Come in and take a seat, Mary. This won39。 t take a minute. Mary: What39。 s this all about, John? John: Well I39。 m sorry Mary, but I39。 ve e to the conclusion that your work39。 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 there39。 s a lot to learn. (Knock at the door) John: Come in. Jane: Oh, sorry John, I39。 ll e back later, I didn39。 t realize you were talking. John: That39。 s all right, e in. I was just telling Mary that I don39。 t think she39。 s really up to the job here. Jane: No, I don39。 t want to intrude on a private conversation。 I39。 ll e 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 doesn39。 t make you realize where you39。 re going wrong, it may e to that. 中国最庞大的下载资料库 (整理 . 版权归原作者所有 ) 第 10 页 共 53 页 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 he39。 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 pany 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 plained 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 in。