engleza hatz

8/17/2019 engleza hatz

http://slidepdf.com/reader/full/engleza-hatz 1/94

Professional Communication

Business Presentations

C1 / C2



“Without knowing the force of words, it is impossible toknow men.”

(Confucius, Chinese philosopher c.551-478 BC)



Contents

! A. Types of presentations

! B. Planning presentations

! C. Language for presentations



Brainstorming Session

! 1. Do you ever have to speak to an audience? How does / would it make you feel?

! 2. Have you ever heard a speaker who you felt was inspirational? What techniques did he/she use toengage the audience?

! 3. What makes a good presentation?

!

4. What might be some of the issues to bear in mind when giving a presentation to an internationalaudience?

!

5. How do you feel about presenting in a foreign language?



Case Study! Case Study 1

“Last week, I was in Berlin giving a talk toexecutives from all over the world. And,

uh, you see, you simply can’t takeanything for granted. There’s nothinglike an international audience to makeme see how much slang I use. I guessI’ve always felt that it gives me a casualstyle that I think is fun and adds a personal touch. But after seeing theirfaces, I realised how inappropriate andinsensitive it is for those who don’t getthe jokes.

The next time I go abroad, I’m going toreview my presentation and try toavoid words and expressions that mightmean nothing to the listeners.”.

Case Study 2

”I always like to do some research to find out whatthe local customs are when I’m giving a

presentation abroad. One interesting thing I

discovered recently on a trip to Bangkok is that,in a meeting, it’s customary to seat VIPs in thefront row. Anyway, I normally like to have a semi-circular, theatre-style room setup whenever Ican. In my Bangkok talk, when I found outapproximately how many VIPs there would be, Iarranged for the front row to be set with plushchairs that were sort of nicer and different thanthe rest of the chairs we were using.

I also made sure that the important people wereescorted to their seats. I could tell that this smallgesture was very well received and helped to

pave the way for a very productive speech. It’snot a major issue, I mean, after all, Thai peopleare used to “westernized” meetings these days,but I’m sure that, you know, recognizing this typeof custom and making some effort to adhere toit, can earn you some real points with the peoplethat count”.



Case Study 3

“I’ve found that, in my experience, people around the world responddifferently to presentations. I thought I was putting them to sleep once inJapan, but then somebody told me that it’s common there to showconcentration by closing your eyes and nodding your head up anddown slightly. Then again, maybe I was boring them!

And while you might think applause is a universal sign of approval , there areexceptions. I’ve found that in parts of Germany and Austria, listeners sittingaround a table may show their approval by knocking on the table. Andanother thing, if you wave goodbye when you’ve finished your presentationin Argentina, the members of the audience might all turn round and comeback to sit down. To them, the wave means, ‘Hey! Come back!’ Knowingwhat to expect with questions is another point. Nodding your head inBulgaria actually means ‘No’, so think about that if someone asks you aquestion. Americans and Canadian and many European audiences, willalmost always ask questions, but in most Asian cultures, audiences aremore likely to greet your presentation with silence”.



Students’ Answers

Interruptions Answer Session

Language

Visuals

TechniquesStrategies

Research

Sender

Receiver

Audience

Bodylanguage

NervousnessStage Fright

BusinessPresentations



Definition

! A presentation is a prepared talk given by a

speaker (the transmitter) to one or more

listeners (the receivers).



A. Types of presentation

! Informative – the easiest and most common type of presentation; its mainpurpose is simply to share information;

! Demonstrative – its main purpose is to show people how to do things.Demonstrations are the most direct and efficient form of presentation;

! Persuasive – they are designed to change people’s attitudes, beliefs andbehavior. This is the most difficult to accomplish;

! Ritual – speeches or presentations delivered to make an announcement, tocelebrate or entertain.



“It’s delivery that makesthe speaker’s success”.

(Goethe)In preparing a presentation, there are four key concepts to

consider:

!

A speaker – has to be credible (how well or how poorly thespeaker is perceived);

! A message – organized, well-prepared, point by point. Whatdo my listeners want to know?

!

An audience – it’s important to know everything we canabout the audience (who are those people / age / gender /background)

! An effective delivery



B. Planning

presentationsPre-preparation

! Objectives

!

Audience

!

Time

!

Location

Preparation

! Select the topic

!

Conduct research to getthe information

! Select relevant points

!

Group common points

! Organize the information

! Consider ways of linkingpieces of information most



The structure of a presentation

! Introduction

! Body

! Conclusion



Introduction

! Welcoming the audience;

! Introducing yourself;

! Introducing the topic;

! Saying why the topic is relevant for theaudience;

! Describing the structure of the talk (what issues,points are covered);

! Talking about organization (timing, handouts,questions).



Body

!

Present main points divided into:1, 2, 3;! Emphasize transition between parts;



Conclusion

! Summarizing the main points;

! Recommending or suggesting something;

! Inviting questions;

We have to try to make the conclusion the high

point of the speech. Present the concluding



The question and answer session after a presentationis sometimes considered the most challenging partof speaking in public and not all questions can beanticipated.



Do you agree or disagree

with?Person 1

“For me, the question andanswer session is themost difficult part of a

presentation. I don’t likeit at all. You never knowwhat questions will beasked, so you can’treally prepare. I alwaysfeel extremely nervous.The problem is you haveto say something quicklyand you don’t have timeto think of a cleverreply”.



Person 2

“If you ask me, mostquestions aren’t reallyquestions at all. It seems

as if a lot of people askquestions not becausethey want to get ananswer but because theywant to show the other participants how cleverthey are or how funny orwhatever. I think some people just want to showoff or be the centre ofattention”.



Person 3

“I like the way questions area s k e d b y A m e r i c a naudiences. My experience is

t h a t t h e y u s u a l l y s a ysomething positive about a presentation before they startasking questions.

I think that’s a very good thing

because the quest ionershows some respect for the presenter and also helpscreate a more relaxed andfriendly atmosphere duringthe question period”.



Person 4

“I think it’s important to try and predict all the questions youmight be asked. Before a

presentation I always make a

list of questions I expect people to ask. Then I thinkabout possible answers and

practise them. Sometimes Ie v e n g e t f r i e n d s a n dco l leagues to ask mequestions. Of course youcan’t ant ic ipate al l thequestions but at least youdon’t need to worry about theones you have thought about.I feel much more comfortablethis way”.



Person 5

“You need to decide when you wantto answer questions. Allowing

questions during your talk usuallycreates a rather informal,seminar-like atmosphere.

You can answer questions directlyand involve the audience. On theother hand, answering questions

after the presentation gives youmore control of your structureand timing. If you don’t wantquestions after your talk, you cansay that your time frame is verytight or the topic is rathercomplex”.



C. Language for

presentationsINTRODUCTION

! Good morning / afternoon / evening ladies and

gentlemen/ colleagues. My name is!

and Iam!

! I would like to say a few words to you about ! / Iwould like to talk to you about ! / I would like to

explain to you the operation of !

.! I will take about 20 minute of your time.

! I aim to talk to you for about ! minutes.

!

This will take about !



!

I have divided my talk into three main parts.

!

The subject may be looked at under four main

headings.

! During my talk I’ll be looking at two main areas.

! If you have any questions, please feel free to

interrupt.

! I’ll be glad to try to answer your questions at theend of my talk.

!

To start with, I’d like to consider !



LINKING SENTENCES

!

First of all, I’d like to look at !

!

Those are the main points on!

! That’s all I have to say about !

!

Now we have looked at/ dealt with!

!

Now let’s turn to! / move on to!

!

I’d like now to consider/examine!

!

Next we come to!



! As I said at the beginning

! I told you a few moments ago that !

!

In the first part of my talk I said !

! As I have already said !

! As I mentioned earlier !

!

I’ll come to that later.

! I’ll return to this point in a few minutes.

! I’ll talk about this in the next part of my presentation.

’



CONCLUSIONS

! So now, I’d just like to summarize the main points.

! In brief, we have looked at !

!

That’s all I have to say for now.

! I think that covers most of the points.

! That concludes my talk.

! Thank you for your attention



GETTING FEEDBACK

! And now, if you have any questions, I’ll be glad toanswer them.

! Does anyone have any questions?

!

Any questions?



Other tips for effective presentations

! Appearance

!

Posture

!

Walking – walk a little, change your position;

! Facial expressions

! Gestures

!

Voice – speak clearly / slowly; repeat a sentence if it’simportant;

! Visuals – are one of the biggest traps in public speakingtoday; the danger is that the audience will pay more

attention to visual aids than to the message itself; anyvisual aid you use should be used simply to support the



Gestures!



BUSINESS

COMMUNICATION Job interviewsCourse 4

14.04.2016



Recruitment Steps

! JOB SEARCH

! JOB APPLICATION

! JOB INTERVIEW



STEPS ACTIVITIES SKILLS REQUIRED

JOB SEARCH • Analyze your work skills and

qualifications

• List your best prospects foremployment

• Develop a strategy forselling yourself

• Analytical and synthetic

judgment

• Assessment ability

• Creative thinking

JOB APPLICATION • Write your CV/resume

• Write your application letterSkills for the position youapply for:

• Functional skills –leadership, speaking skills

• Education and experience /

Personal characteristicsSkills for the interview /

written documents

• Speaking and writing skills/Use correct business

vocabulary

JOB INTERVIEW • Apply for an interview

• Attend the interview



Job Search

! Company’s websites

! Google

! Social media

!

LinkedIn

! Specialist Company Information

! News and Recent Events

! Competitors

!

Industry Information

! Financial Research

! Job Description and Person Specification



Job Application

• What are my skills?

• What are my strengths and weaknesses?

• What do I enjoy doing the most?

• What would I like to learn more?

• Where do I want to be?

• Where would I like to work?

•

How can I describe my ideal workplace?

• What do I want my office to look and feel like?



Job Application

! CV

! Application Letter



Job Interview

• Do some research on the company and its products

• Make a list of what skills or knowledge you have that would be valuable to them

• Be prepared

• Anticipate questions

• Look professional

•

Work out what you need to take with you

• Make sure everything is well organized and neatly presented.



Job Interview

! Traditional job interview – broad based questions

! Behavioral job interview – past performance

! Screening interview

! Panel interviews

! Stress interview

! Case interview



Listening 1

• The qualities a candidate must have

• The kinds of things a candidate is expected to know

• The mistakes a candidate can make in an interview

• His advice to interviewees



Listening 2

• The stages of an interview

1. The interviewer is informed that the candidate has arrived

2. …………………………………………………………………..

3. Candidate is asked what he/she knows about the job and thecompany

4. ……………………………………………………………………

5. Interviewer gives his views on the job and the company

6. ……………………………………………………………………

7. ……………………………………………………………………



MEETINGS – C2/C3



Lead in!

! What are the main reasons for holding a meeting?

! When should we call a meeting?

! Why are so many meetings unsuccessful?



Lead-in!

! What is your experience concerning meetingparticipation?

! How effective were the meetings you attended?

!

Which was your role and contribution to themeetings?



Definition!

“The gathering together of a group of people for a

controlled discussion with a specific purpose”.



Setting up a business

meeting

A. Reasons for meetings

B. Agenda

C. Members

D. Result

E. Mistakes in meetings



A. Reasons for meetings

Why do people meet?

a) to move actions forward (task-focus):

"people present information to others;

"people collaborate – review, evaluate, discuss, decide, problem-solve;

b) to meet for social reasons:

"the need to belong;

"the need to achieve;

"the need to make an impact;

"the desire to communicate, build and share a common reality.



Business meetings

The purpose

!

to inform;

! to analyze;

! to generate opinions;

!

to make decisions.



Essential steps

! Identify clearly the purpose of the meeting;

! Identify the desired outcomes of the meeting;

!

Identify participants and guest speakers;

! Consider ways to accomplish the outcomes –brainstorming, voting, reporting back to the group,presentations;

! Reserve a meeting location.



Essential steps

! Develop a meeting agenda;

! List the agenda items to be covered;

!

Include projected timeframes for each agendaitem;

! Include the name of the person responsible foreach item;



Essential steps

! Include time for reviewing assigned tasks;

! List the special guests;

!

Distribute the agenda before the meeting;

! Send a map and written directions along with theagenda if it’s the case.



B. Agenda

Agenda

! Summar i zes thes t r u c t u r e a n dc o n t e n t s o f t h e

meeting.

Minutes

! Act as a formalwritten summary ofwhat was said and

agreed at themeeting.



A typical meeting agenda

! 1. Introductions and apologies for absence

2. Minutes of the previous meeting

(People at the meeting examine the minutes of the previous meeting and either agree with them or ask for changes tobe made);

3. Matters arising

(Any subject in the minutes of the previous meeting where updated information is available will be dealt with here).

4. Reports

(The main part of the agenda is taken up with reports presented, or information discussed at the meeting).

5. Any other business

(If there is any other business that arrived too late to be included on the agenda it may, at the Chair’s discretion, bediscussed here).

6. Date of the next meeting



C. Members

! The Chairperson / the facilitator

! The secretary / minutes writer

! The participants

K l i



Key players in

meetingsThe Chairperson / the Facilitator

"

good chairing skills: controlling, directingconversation towards conclusions, bringing people

in, stopping people talking, keeping an eye on thetime, controlling decision-making, indicating follow- up tasks.

Responsibilities:

! decides the item to be discussed;

! defines the limits of discussion;

!

keeps to the point;

! leads the meeting;

!

makes sure the agenda is followed;



! slows things down;

! stimulates discussion;

!

controls those who talk too much;

! encourage participation from those who talk toolittle;

!

moves the discussion along;

! summarizes the main decisions.

K l i



Key players in

meetingsThe Secretary / the minutes writer

! obtains the material from previous meetings;

!

drafts the agenda;

! agrees with the chairperson;

! circulates notice of the meeting and agenda;

! writes the minutes.

K l i



Key players in

meetingsThe participants / the guests

! show consideration for others;

! interaction: two-way process;

! overcoming communication barriers;

!

think logically and analytically;! speak clearly and to the point;

! proper timing;

-



D. Result / Language formeetings

Opening the meeting

! invite introductions from participants

!

explain purpose

! present agenda

! discuss ground rules – anticipate problems in

advance and lay down a set of procedures to keepthe meeting run smoothly.



Running the meeting

Body of the meeting

! move to the first point of the agenda;

!

hand over to another person;

! bring people into discussion;

! stop people talking;

! listen actively;

! ask for clarification or repetition.



Running the meeting

! prevent irrelevance;

!

paraphrase;

! summarize;

! keep an eye on time;

!

move to the next point;

! control decision-making;

! indicate follow-up task.



Running the meeting

Closing the meeting

!

thank participants;

! announce next meeting;

E Mi t k i



E. Mistakes in

meetings! Monopolizing

! Clowning

!

Losing control

! Allowing interruptions

! Resenting questions

! Being unprepared

! Personal attacks

AGM A l G l



AGM – Annual General

Meeting! normally held every year;

! allows the directors or managers to inform the

organization’s members of past activities andfuture activities;

! notice of the AGM is sent out in advance.

Notice of Sanco plc



Notice of Sanco plc Annual General Meeting 2012

11.00 am on 24 July 2012Warwichshire Motor Museum

Birmingham Road, Burnhill, CoventryContents

Letter from the Chairman p.2

What happens at the AGM? p.3

Voting ahead of the AGM p.5

Notice of meeting p.7

Resolutions pp.7-11

1.

To receive the Directors’ Report and Accounts

2. To approve the Directors’ Remuneration Report

M ti f th Mi d



Meetings of the Minds

!???! meetings are not begun in the same way as we

move from culture to culture;

!

some meetings are opened punctually, briskly andin a “businesslike” fashion;

! other meetings start with chitchat;

! some meetings have difficulty getting going at all.

Beginning a meeting



Beginning a meeting

### GERMANY Formal introduction.

Sit down.

Begin.

FINLAND Formal introduction.

Cup of coffee.

Sit down. Begin.

U.S Informal introduction.

Cup of coffee.

Wisecrack.

Begin.U.K Formal introduction. Cup of tea and

biscuits. 10mins. small talk (weather,comfort, sport). Casual beginning.



FRANCE Formal introduction. 15mins.small talk(politics, scandal, etc.). Begin.

JAPAN Formal introduction. Protocol seating.Green tea. 15-20 mins. small talk

(harmonious pleasantries). Suddensignal from senior Japanese manager.(“ Jitsu wa ne!” - The fact of thematter is!). Begin.

SPAIN / ITALY 20-30 mins. small talk (soccer, familymatters) while others arrive. Beginwhen all are there.



NEGOTIATIONS

IE III – C3.31.03.2016

Gi l f



Give some examples of

negotiation situations! a salary increase

!

buying an apartment/a house

! the price of a used car

! resolving family conflicts

https://www.youtube.com/watch?v=pjlPgJ1wBdM

C t t



Contents

1. Defining negotiations

2. The essentials of negotiations

3. The standards of fairness4. Negotiator types: soft vs. hard

5. Negotiation factors

6. Negotiation outcomes

7. Planning for negotiations

1 D fi i ti ti



1.Defining negotiations

The negotiation process is an exchange of information and opinionswhose target is to obtain a mutually acceptable solution.

The process - 2 interested parties

! resolve disputes

! agree upon courses of action

!

bargain for individual or collective advantage

! attempt to craft outcomes which serve their mutualinterests.



! Negotiations are based on communication;

!

Negotiations demand a special set of skills;

! Negotiations involve complicated strategies and

tactics.



Negotiations!???

! 1. A person approaches the owner of a green 1968luxury car with an offer to buy the car for $6,000.The owner agrees it is a fair price and accepts acheck in that amount. The owner hands over thekeys to the purchaser, who gets behind the wheeland drives away.

Is it a negotiation?



! All our interests are shared;

! They agree on everything;

!

There is no disagreement at all;

! It is simply a transaction that involves informationsharing that results in a sale.



! 2. The person offers $6,000 to buy the car, but theowner says he does not want to sell it. The personthen offers ten times the amount, $60,000. The

owner states firmly that the car is not for sale.Finally, the offer jumps to one million dollars. Theowner says, that under no circumstances, he willsell the car. Three offers are made and turneddown.

Is it a negotiation?



! The parties have no shared interests;

! They do not agree on anything.



2 The essentials of



2. The essentials of

negotiation! Positive attitude – achieving the objectives / showing respect for the other party;

! Good communication skills – being a good listener / competitive / collaborative;

! Knowledge of the negotiation process – standards of fairness / flexibility /adaptability;

! An understanding of human behavior – we should know what motivates us andwhat motivates the other person;

! Knowledge of the subject – conducting research / being well-informed.



Cultural and personal standards of fairness

Four people who start a company in a garage. Eachperson invests the same amount of money andtime in the enterprise and no one receives anyincome.



! The scientist who created the idea for the product.He is single and has an elderly mother as adependent.

! The engineer who made the idea real by creating afunctioning prototype. This person is married and

has two children.



! The marketing expert who researched themarkets and then created marketing andadvertising campaigns that got the product

into the hands of consumers. This person isdivorced and has four children.

! The administrator who is in charge ofoperations. This person keeps the office and

machinery running, tracks inventory andprofits and oversees the accounting process.He is single and has no dependents.

3 The standards of



3. The standards of

fairness! Equity standard

!

Equality standard

! Need-based standard



Equity standard

! This is the standard usually followed;

!

People believe that individuals should be rewardedaccording to the value of the time, talent and effortthey invest in an enterprise.



Equality standard

!

Each person gets an equal share, regardless ofhis / her contribution.

!

If there are four people, the share will be 25%each.



Need-based standard

!

The person with the greatest need gets the largestpercentage of the pie.



4. Negotiator types: soft vs. hard

! Nurturing vs. achieving – dimensions of culture – itis the degree to which a culture believesindividuals should be rewarded for theirindependent ideas and achievements;

! Achieving cultures encourage competition as away to improve performance;

! Nurturing cultures are more cooperative and

collaborative.



Soft negotiators

! nurturing dimension;

!

they are easier to negotiate with, but theyfrequently lose;

! they often do not get what they want.



Hard negotiators

! achieving dimension;

!

they go all out to win and frequently do;

! competitive.



5. Negotiation Factors

! Outcome – what we want to achieve;

! Relationship – we also negotiate our relationship with the other party;

! Time – endless amounts of time – you can continue negotiating foreveruntil everybody feels good about it.

- time constraints – we may feel forced to choose how we will negotiateand decide who will win what.

! Transaction costs

6 Negotiation



6. Negotiation

outcomesOutcome – who gets what and how that affectsrelationships within the framework of winning andlosing.

! win/win

! win/lose

! lose/win

! lose/lose



win / win!

! Both the issues and relationships matter to us agreat deal;

! All parties win most of what they want;

! The best approach.



win / lose!

! The issues matter more than the relationships –we have time to wear down the other side;

! Only one of us can win, the other side has to lose;

! e.g. purchasing a car.



lose / win!

! we may choose to let the others win because thelong-term bonds are more important than theissues of the moment;

! e.g. retailers cut the price of an item with theexpectation that a certain percentage of customerswill buy other items or become regular customers.



lose / lose!

! all the parties get less of what they wanted;

!

the issues are not all that important to either partyand the time and transaction costs are driving theoutcome.

7 Planning for



7. Planning for

negotiation! Negotiation agenda

! Location

!

Time and duration of the sessions

! Parties

! Techniques

!

Conflict situations

! Anticipating

engleza hatz

Documents