- •Деловые переговоры
- •Managing International Negotiations
- •Unit 1 Managing Negotiations
- •Introduction
- •The Negotiation Process
- •Studying the words
- •Syn to make/to do (Br) a deal
- •To explore (V) – изучать, исследовать
- •Syn. To participate
- •Syn. Order
- •I. Comprehension check Practice 1
- •II. Language work Practice 5
- •Practice 6
- •Practice 8
- •Practice 9
- •Practice 10
- •Practice 11
- •Unit 2 Cultural Differences Affecting Negotiations
- •Studying the words
- •Syn. Vital /significant
- •I. Comprehension check.
- •II. Language work. Practice 3
- •Practice 4
- •Practice 5
- •Practice 6
- •Unit 3 Negotiation Tactics
- •Studying the words
- •I. Comprehension check.
- •II. Language work.
- •Bargaining Behaviors
- •Studying the words
- •Comprehension check
- •Practice 2
- •Language work Practice 3
- •Practice 4
- •Practice 6
- •The Use of Dirty Tricks in Negotiating
- •Studying the words
- •Comprehension check. Practice I Answer the following quotations:
- •II. Language work
- •Practice 5.
- •Section 1. Practice your active English.
- •5. The epitome – воплощение, олицетворение
- •The Three Functions of the Negotiation Process
- •Common Confusion about the Negotiation Process
- •Part 2.
- •To charge; 2. An aim; 3. To solve; 4. A problem;
- •5. Negotiation process; 6. To recognize; 7. A definition;
- •8. To overcome; 9. To negotiate; 10. To permit;
- •Stabilizers, Destabilizers, and Quasi-Mediators
- •Символы
- •3. Какие подарить цветы
- •How Analysis Can Help
- •Facilitating Maneuvers
- •Negotiating Skills Can Be Taught
- •Роль одежды в деловых отношениях
- •The Conventional Perception of Bilateral Negotiation
- •Multi-Party Negotiation
- •The Mediator's Capacity to Raise and Maintain Doubts
- •Quasi-Mediators and Mediators
- •Уместны ли подарки среди деловых людей
- •1. Distinctive – отличительный, характерный, отличающийся
- •The Chinese Setting
- •Negotiation Tactics
- •National Characteristics
- •Negotiating Strategies and Tactics
- •Period оf Assessment
- •Pressure Tactics
- •End Game
- •Визитные карточки
- •Part 6. Japan
- •4. Сondescension - снисхождение The Japanese Setting
- •Communication Patterns
- •The Negotiators
- •Negotiating Strategies and Tactics
- •Guidelines for the Negotiators
- •Восточный этикет
- •The Cherished Independence of the Individual, Avoiding Negotiations.
- •No Fallback Position in Negotiations
- •Manipulating the Symbols of Power
- •Guidelines for Negotiators
- •Этика телефонных разговоров
- •Manipulating the Media
- •Negotiating Strategies and Tactics
- •Fondness for Lofty Principles
- •In International Affairs
- •The Negotiators (Chain of Command)
- •Guidelines for the Negotiators
- •Mежнациональные различия в мимике и жестах
- •The point I wish to stress
- •Texts for rendering and reporting
- •Стиль переговоров южнокорейских бизнесменов
- •Формы приветствия и обращения
- •Правил этикета, которым нужно следовать во время деловых и светских бесед
Practice 5.
Match the words (1-8) with their definitions in the bubbles (a-j)
Happening or chosen without any definite plan or system
To do something that that you do not want to do, in order to try to achieve something
False or not real, and intended to deceive someone
To maintain one’s position, claim, argument, etc despite opposition or pressure
To leave a meeting suddenly before the end, especially as a protest.
To oppose, to try to prevent yourself from being forced to do smth
To be forced to agree to do smth;; to allow someone else to have power or control over smth
Committing to a course of action, usually publicly
To agree to do what someone wants or let them do what they want, without arguing or complaining, ever though you don’t like it
The way to do smth avoiding losing the respect of other people.
Practice 6.
Think of suitable words for the following definitions:
Tactics designed to make you feel uncomfortable, so that you will have a subconscious desire to end the negotiation as soon as possible.
They are sometimes called “the silent language”.
The power or right to make important decision and control people.
The use of smth bad or unpleasant as means of achievement smth, often because no other cource of action is possible.
To leave a meeting suddenly before the end, especially as a protest.
Making once concession and then adding new demands or reopening new demands.
Bargaining tactics designed to structure a situation so that only one side can effectively make concessions.
Practice 7.
Translate from English into Russian
The police may have to resort to force.
Despite being exposed to positional pressure he firmly stood his grounds..
They have acquiesced in his resignation.
Recent wage increases have been nullified by inflation.
The government yielded to demands to decrease the level of taxes.
The company and its creditors rejected the ambiguous terms of the possible transaction.
All the political ramifications of the treaty will become evident only in a few months.
It was the team’s first success of the season on the turf.
The refinery is operating safely and in compliance with clear air standards.
My boss was grateful that I had brought the tactic to the attention of the other party during the phase of preliminary negotiations.
The representative of the company has been quite explicit about their intentions.
He accused the government of dirty tricks against the Republicans.
Practice 8.
Translate the sentences from Russian into English.
В соответствии с правилами, участники переговоров имеют право покинуть стол переговоров в том случае, если противоположная сторона прибегла к преднамеренному обману.
Если ваши партнеры используют тактику следования жесткому курсу, предупредите их, что вы никогда не идете на уступки под давлением силы.
В ходе переговоров обсуждались возможные последствия внесения контрпредложений в договор.
Я бы не советовал тебе прибегать к использованию непроверенных фактов.
Основные идеи этих двух публикаций частично совпадают, хотя были изложены (state) представителями различных школ.
Компания собирается провести опрос более 1000 потребителей, произвольно выбранных компьютером.
Члены Совета директоров продолжали стоять на своем, несмотря на то, что многие акционеры считали возможным изменить тактику компании.
Неофициальная встреча проходила на территории заказчика.
Джейсону пришлось отступить и молча согласиться не использовать свои полномочия.
Для японских менеджеров характерно проявление рассудительности, целостности и умение пользоваться своими полномочиями.
В случае отказа продолжать переговоры предложите вашим партнерам альтернативные варианты: конфиденциальную встречу или переговоры через посредников.
Supplementary Materials