Английский для менеджеров

Socialising:	attitudes: gift giving, eating, humour? conversation
	topics (religion? politics? salaries?)

The following structures will help you to answer the questions that your client (Student

B) will ask.

You should always / never ...

I would advise you to ...

Don't forget... Never ...

Do ...

Always ...

It is important/ essential to ...

It would be a good idea to ...

Student B

You are a business person going to negotiate in a foreign country. As part of the preparation for your trip, you have arranged to meet a consultant (Student A) who is an expert on the culture of the country. Using the headings below, make a list of questions to ask him / her.

Use of language Non-verbal communication Business negotiations Socialising

Examples:

first name? greetings? business cards? topics to avoid?

VOCABULARY

Study the following words and phrases
acceptable	domestic	knowledgeable	require
accord	domestically	lead/led/led	resign
achieve	dramatically	line superior	resist
adapt	drawback	loose	response
affect/influence	eloquently	loss of face	reveal
aggressive	emphasis	make use of	rigid
ambitious	encourage	object	rise/rose/risen
appeal to	essentially	obvious	seniority
apply	ethically	obviously	sensitivity
appreciate	experience	offend	structured
at the expense of	expose	on the contrary	learning
be aware	fairly	on the one hand	situations
be concerned with	favour	on the other hand	sufficiently
be used to	globe-trotting	open-ended learning	superior
	executive		solution
carry on	high-fliers	participants	take precedence
cause	host	particularists	task-oriented

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			logic
cognitive	however	particularly	the former
coherent	huge	pay-for-performance	the latter
compared with	humiliation	perfectly	therefore
complain	impose	pitfall	tolerant
consequently	impress	preference for	tolerate
consistent	in contrast with	prove	truly
corrupt	inadequacy	put forth	uncertainty
cross-fertilising	indicate	quarterly	unfair
decline	inductive	rather than	universalists
deductive	insight	rationality	unthinkable
deliberately	invention	reflect	wisdom
desperate	jet-lagged	regard
distinguish	junior	report to

UNIT 4

COMMUNICATION

«Everything that can be said can be said clearly»

Ludwig Wittgenstein (1889-1951) Austrian philosopher

LEAD-IN 1. Discuss these questions.

A. What makes a good communicator? Choose the three most important factors.

		fluency in the language			a sense of humour
		an extensive vocabulary			grammatical accuracy
		being a good listener			not being afraid of making mistakes
		physical appearance			an awareness of body language
	B. What other factors are important for communication?
	C. Discuss these questions.
1.	Which of the forms of written and spoken communication below do you use most:
	a) in your own language?		b) in English?
		Written			Spoken
		e-mails			conversations
		faxes			interviews
		letters			meetings
		memos			negotiations
		minutes			phone calls
		reports			presentations

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2.Which do you feel you do best? Which do you like least?

3.Do you use any other forms of communication?

4.What kinds of problem can occur with some of the forms of communication above? Think about:

formality / informality	technology
jargon	tone of voice
standard ways of doing things	visual gestures

READING

Text 1.

2.Before you read discuss these questions.

1.How can you define communication?

2.What communication channels do you know?

3.What is the difference between one-way and two-way communication?

4.What communication problems can arise?

5.Do managers have to manage informal communication?

INTERPERSONAL COMMUNICATION

Communication is the transmission of information and meaning from one party to another through the use of shared symbols. Figure 1 shows a general model of the communication process.

The sender initiates the process by conveying information to the receiver, the person for whom the message is intended. The sender has a meaning he or she wishes to communicate and encodes the meaning into symbols (e.g., the words chosen for the message). Then the sender transmits, or sends, the message through some channel, such as a verbal or written medium.

The receiver decodes the message (e.g., reads it) and attempts to interpret the sender's meaning. The receiver may provide feedback to the sender by encoding a message in response to the sender's message.

The communication process often is hampered by noise, or interference, in the system that blocks perfect understanding. Noise could be anything that interferes with your attention to the conversation: ringing telephones, thoughts about other things, or simple fatigue or stress.

The model in Figure 1 is more than a theoretical treatment of the communication process: It points out the key ways in which communications can break down. Mistakes can be made at each stage of the model. A manager who is alert to potential problems can perform each step carefully to ensure more effective communication. The model also helps explain communication pitfalls, the differences between one-way and two-way

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communication,

and

the

various

communication

channels.

COMMUNICATION PITFALLS

The sender's intended message does not always "get across" to the receiver. Here is a fact that conveys the ambiguities of communicating and possibilities for misinterpretation: For the 500 most commonly used words in the English language, there are over 14,000 definitions.

Errors can occur in all stages of the communication process. In the encoding stage, words can be misused, decimal points typed in the wrong places, facts left out, or ambiguous phrases inserted. In the transmission stage, a memo gets lost on a cluttered desk, the words on an overhead transparency are too small to read from the back of the room, or words are spoken with inappropriate inflections.

Decoding problems arise when the receiver doesn't listen carefully or reads too quickly and overlooks a key point. And, of course, receivers can misinterpret the message, as a reader draws the wrong conclusion from an unclear memo, a listener takes a general statement by the boss too personally, or a sideways glance is taken the wrong way.

One-Way versus Two-Way Communication

In one-way communication, only the top half of the model in Figure 1 is operating. Information flows in only one direction — from the sender to the receiver, with no feedback loop. A manager sends a memo to a subordinate without asking for an immediate response. A boss gives an order over the phone. A father scolds his son and then storms out of the room.

When receivers do respond to senders, completing the Figure 1 model, two-way communication has occurred. One-way communication situations like those just described can become two-way if the manager follows up her me mo with a phone call and asks the receiver if he has any questions, the boss on the telephone listens to alternative suggestions for carrying out her order, and the father calms down and listens to his son's side of the story.

True two-way communication means not only that the receiver provides feedback but also that the sender is receptive to and responds to the feedback. In these constructive exchanges, information is shared between both parties rather than delivered from one person to the other.

One-way communication is much more common than it should be because it is faster and easier for the sender. The busy executive finds it easier to dash off a memo than to discuss the issue with the subordinate. Also, he doesn't have to deal with questions or be challenged by someone who disagrees with what the memo says.

Two-way communication is more difficult and time-consuming than one-way communication. However, it is more accurate; thus, fewer mistakes occur-and fewer problems arise. Receivers have a chance to ask questions, share concerns, make

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suggestions or modifications, and consequently understand more precisely what is being communicated and what they should do with the information.

COMMUNICATION CHANNELS

Communication can be sent through a variety of channels (steps 3 and 8 in the Figure 1 model) including oral, written, and electronic. Each channel has advantages and disadvantages.

Verbal Behavior

Clear, slow speech. Enunciate each word. Do not use colloquial expressions.

Repetition. Repeat each important idea using different words to explain the same concept.

Simple sentences. Avoid compound, long sentences.

Active verbs. Avoid passive verbs.

Nonverbal Behavior

Visual restatements. Use as many visual restatements as possible, such as pictures, graphs, tables, and slides.

Gestures. Use more facial and hand gestures to emphasize the meanings of words.

Demonstration. Act out as many themes as possible.

Pauses. Pause more frequently.

Summaries. Hand-out-written summaries of your verbal presentation.

Attribution

Silence. When there is, a silence, wait. Do not jump in to fill the silence. The other person is probably just thinking more slowly in the non-native language or translating.

Intelligence. Do not equate poor grammar and mispronunciation with lack of intelligence; it is usually a sign of second-language use.

Differences, if unsure, assume difference, not similarity.

Comprehension

Understanding. Do not just assume they understand; assume they do not understand.

Checking comprehension. Have colleagues repeat their understanding of the material back to you. Do not simply ask if they understand or not. Let them explain what they understand to you.

Oral Communication

Oral communication includes face-to-face discussion, telephone conversations, and formal presentations and speeches. Advantages are that questions can be asked and answered; feedback is immediate and direct; the receiver(s) can sense the sender's sincerity (or lack thereof); and oral communication is both more persuasive and less expensive than written. However, oral communication also has disadvantages: It can lead to spontaneous, ill-considered statements (and regret), and there is no permanent record of it (unless an effort is made to record it).

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Written Communication

Written communication includes memos, letters, reports, computer printouts, and other written documents. Advantages to using written messages are that the message can be revised several times; it is a permanent record that can be saved; the message stays the same even if relayed through many people; and the receiver has more time to analyze the message. Disadvantages are that the sender has no control over where, when, or if the message is read; the sender does not receive immediate feedback; the receiver may not understand parts of the message; and the message must be longer to contain enough information to answer anticipated questions.

You should weigh these considerations when deciding whether to communicate orally or in writing. Also, consider when it may be necessary to use both forms, such as when following up a meeting with a confirming memo or writing a letter to prepare someone for your phone call.

Electronic Media

A special category of written communications occurs via electronic media. Managers use computers not only to gather and distribute quantitative data but to "talk" with others via electronic mail (e-mail). For people who don't have direct access to one another's computer terminals, facsimile (fax) machines can transmit messages in seconds through telephone lines all over the world. Other means of electronic communication include teleconferencing, in which groups of people in different locations interact over telephone lines (audioconferencing) and perhaps also see one another on television monitors as they participate in group discussions (videoconferencing).

Advantages of electronic communication technology include speed and efficiency in delivering routine messages to large numbers of people across vast geographic areas. Also, it can reduce time spent traveling to and interacting in group meetings. One study indicated that e-mail at a large office equipment corporation reduced time spent on the phone by 80 percent, interoffice mail by 94 percent, photocopying by 60 percent, and paper memos by 50 percent. Electronic channels allow people to participate more equally than they can in face-to-face settings and to share more information.

Electronic mail also leads people to interact more frequently, providing not necessarily a substitute for face-to-face communication but a supplement.

Disadvantages include the difficulty of solving complex problems, which require more extended, face-to-face interaction, and the inability to pick up subtle, nonverbal, or inflectional clues about what the communicator is thinking or conveying. E-mail is most appropriate, then, for routine messages that do not require the exchange of large quantities of complex information. It is less suitable for confidential information, resolving conflicts, or negotiating.

One inevitable consequence of electronic mail is "flaming": hurling insults, sending "nastygrams," venting frustration, snitching on co-workers to the boss, and otherwise breaching bureaucratic protocol. E-mail liberates people to type and send things they would not say to a person's face. The lack of nonverbal cues can result in "kidding" remarks being taken seriously; this can cause resentment and regret if the sender's identity is known. It is not unheard of for confidential messages, including details about people's personal lives and insulting, embarrassing remarks, to become public knowledge through electronic leaks.

Formal and Informal Communication

Organizational communications differ in formality. Formal communications are official, organization-sanctioned episodes of information transmission. They can move upward,

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downward, or horizontally and often involve paperwork, are prearranged, and are necessary for performing some task.

Informal communication is more unofficial. Gossip and rumors run wild on the corporate grapevine; employees complain about their boss; everyone talks about his or her favorite sports teams; people whisper secrets about their co-workers.

The grapevine helps people interpret the organization, translates management's formal messages into "employee language," and conveys information that the formal system leaves unsaid or wishes kept under wraps. On the other hand, the grapevine can be destructive when irrelevant or erroneous gossip and rumors proliferate and harm operations.

Managing Informal Communication

Most of the suggestions for improving personal skills and organizational communication

— writing, speaking, listening, facilitating and reinforcing upward communication, and so on — typically are applied to improving formal communication. But they can also help improve informal communication. Other considerations also apply to managing informal communication effectively.

Rumors start over any number of topics, including who's leaving, who's getting a promotion, salaries, job security, and costly mistakes. Rumors can destroy people's faith and trust in the company, and in each other. But the grapevine cannot be eliminated. Therefore, managers need to work with the grapevine.

The grapevine can be managed in several ways. First, if the manager hears a story that could get out of hand, he or she should talk to the key people involved to get the facts and their perspectives.

Second, suggestions for preventing rumors from starting include: explain things that are important but have not been explained; dispel uncertainties by providing facts; and work to establish open communications and trust over time.

Third, neutralize rumors once they have started: disregard the rumor if it is ridiculous (has no credence with others); openly confirm any parts that are true; do make public comments (no-comment is seen as a confirmation of the rumor); deny the rumor, if the denial is based in truth (don't make false denials); make sure communications about the issue are consistent; select a spokesperson of appropriate rank and knowledge; and hold town meetings if needed.

3.Answer the following questions.

1.What is communication?

2.How can you describe the communication process?

3.What are communication pitfalls?

4.What communication (one-way or two-way) is more difficult? Why?

5.What advantages does each communication channel have?

6.What is formal communication?

7.Do you agree that grapevine can be constructive and, on the other hand destructive?

8.How can managers improve formal and informal communication?

Text 2. COMMUNICATION SKILLS

4. Before you read discuss these questions.

1.Are communication skills very important?

2.Is it important to create understanding while communicating?

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3. What functions does communication perform?

COMMUNICATION SKILLS

Communication can be defined as 'the process of transferring ideas or thoughts from one person to another, for the purpose of creating understanding in the person receiving the communication7. Although every day we communicate hundreds of times, misunderstandings frequently occur. It is important to recognise just how many problems can occur with communication and that some of these will take place in the mind, even before a word has been spoken. In fact, when one considers the number of factors that can, and do, interfere with the communication process, it is amazing that any effective communication takes place!

Any communication must involve a minimum of two people - the sender and the receiver. In the role of interviewer, remember that while you should aim to be talking for only about 20% of the time, you are communicating as both the sender and the receiver, so let's view the communication process from both perspectives.

Firstly, as the sender, try to avoid confusion or misunderstandings by:

i)Working at sending clear, unambiguous messages. Think about your use of words, the logic of the message, whether it has been pitched at an appropriate level, and your body language (does it support the message or are conflicting

messages being sent)?

And:

ii)Checking that the message has been understood as it was intended to be.

Ask the interviewee to summarise, listen to what they are saying, and watch how they respond.

Secondly, as the receiver, try to avoid misunderstandings by:

i)Actively listening to what is being said. Concentrate and work at listening, not just at interview but in everyday life. Like all communication skills, practice makes perfect, or at the very least brings about improvement. Also:

ii)Observing any non-verbal behaviour. Consider the implications.

iii)Asking for clarification of any unclear verbal and non-verbal messages,

iv)Summarising your understanding at regular intervals.

As interviewer, you have the responsibility both as speaker and as listener to ensure that your communication with the other person is effective. Fulfilling this responsibility is essential for an interview to be effective and it is a responsibility that cannot be shirked.

COMMUNICATION

Communication serves four major functions within a group or organization: control, motivation, emotional expression and information.

Communication acts to control member behavior in several ways. Organizations have authority hierarchies and formal guidelines that employees are required to follow.

Communication fosters motivation by clarifying to employees what is to be done, how well they are doing and what can be done to improve performance. The formation of specific goals, feedback on progress toward the goal and reinforcement of desired behavior all stimulate motivation and require communication.

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For many employees their work group is a primary source for social interaction. The communication that takes place within the group is a fundamental mechanism by which members show their frustrations and feelings of satisfaction. Communication, therefore, provides a release for the emotional expression of feelings and for fulfillment of social needs.

The final function that communication performs relates to its role in facilitating decision making. It provides the information that individuals and groups need to make decisions by transmitting the data to identify and evaluate alternative choices.

No one of these four functions should be seen as being more important than the others. For groups to perform effectively they need to maintain some form of control over members, stimulate members to perform, provide a means for emotional expression and make decision choices.

5.Answer the following questions.

1.How can you define the communication process?

2.What people are involved in any communication?

3.How can a sender avoid confusion or misunderstandings?

4.How can misunderstandings be avoided by a receiver?

5.What are the four major functions of communication?

Text 3. COMMUNICATION: THIS EVER NEW OLD PROBLEM

6. Before you read discuss these questions.

1.Human relations can safely be said to be a basic human necessity. In most cases it is regarded as one of the social or spiritual needs of the individual. But how to communicate effectively?

2.The profession of a teacher obviously implies the ability to speak in public — to students, parents, etc. Do you think this ability is inborn or one can acquire it through training?

COMMUNICATION: THIS EVER NEW OLD PROBLEM

1.Aim of communicator must be clear. If you don't know where you are going, any road will lead there —so says an old saying. But in a world where there are many enticing side-paths — both to speaker and listener, to writer and reader — we must be sure just what message we are taking to what people. What responses do we want? The kind of message transported makes a difference. There are messages of information, of persuasion, of suggested action and these are often combined.

2.There should be a clear picture of audience. Many communicators ignore the background and educational level of prospective members of the audience. People are not a mass.

3.Communication should not be too long. Brevity is not only the soul of wit; it is also the essence of good communication. While practising, time your speech!

4.Reinforce the message. Every message that is read, listened to, or viewed has some value. But it is the reinforced message that will be remembered and acted upon. A key idea must be repeated in varied settings, be exhibited from varied points of view, with different instruments of communication. The old message in a new setting prevents boredom.

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5.Since you must hold the attention of your listeners, it is also important that your speech be well organized, so that the listeners can follow the ideas very easily. After an interest-provoking introduction, the speaker may even give a short outline of his speech.

6.In speaking, as in writing an essay or composition, the most important requirement for success is to have something interesting that you want to say.

7.For most people the best method is to, speak from a clear outline, that contains key-words to keep the flow steady, but leaves the actual words of each sentence up to the speaker to form as he or she proceeds, guided by the outline.

8.It is very important to look at different people in the audience as you speak.

9.Some people use a formal style of speech; others prefer a more casual one. If you're formal, don't be stiff, if you're casual, don't slouch or wander.

10.Obviously, to succeed, a speaker must be easy to hear be audible. Be sure to speak to the back row.

11.If you come to the end of the point and need to refer briefly to your notes, simply do it. You don't have to say "uh".

7.

a)After reading the text what new information did you get?

b)Add a few more helpful hints if you know any.

c)Make a speech on any topic you choose trying to use all the helpful hints given above.

d)Answer the following questions:

1.Do you think public speaking is difficult? Can any intelligent, well-informed person seize the attention of the audience?

2.What qualities must a good speaker possess?

3.Do you think stage fright is a usual thing for any speaker?

4.Say what interested you most in any public speech you have heard. Was it a spirited speech, full of enthusiasm, or did it impress you because of its good wording?

Text 4. COMMUNICATION - IT'S MUCH EASIER SAID THAN DONE

8.A. What are the advantages and disadvantages for companies of using e-mail? B. Select three of the items below which, in your opinion, best contribute to

improving communication.

trust	flexi-time
open plan offices	small teams
voice mail	strong corporate identity
e-mail	frequent meetings
mobile phones	staff parties

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