ЗМІСТ

Вступ………………………………………………………………….………………4

1 Теми та погодинний розклад практичних занять…………………..……………5

2 Перелік практичних занять…………………………………………………..……6

Практичне заняття № 1 Загальні питання перекладу ділового мовлення. Особливості ділового стилю……………………………………………………6

Практичне заняття № 2 Переклад в умовах ділових контактів з урахуванням норм соціального етикету……………………………………………………….9

Практичне заняття № 3 Переклад в умовах обміну професійною інформацією……………………………………………………….……………14

Практичне заняття № 4 Переклад в умовах взаємодії на професійному рівні.......................................................................................................................20

Практичне заняття № 5 Переклад з урахуванням особливостей документів, що використовуються у сфері ділових відносин ... ... ... ... ... ... ... ... ... ... ... .29

3 Питання до модульного контролю………………………………….…………..33

Список літератури…………………………………………………….……………35

ВСТУП

Дисципліна „Переклад ділового мовлення” включає навчальний матеріал на набуття навичок перекладу в умовах ділових контактів у різноманітних професійних ситуаціях.

Мета і завдання курсу полягають в опануванні студентами стратегій і техніки перекладу в професійних ситуаціях; поглиблення навичок перекладачів, які працюватимуть у ділових структурах, у сфері ділових відносин, зовнішньоекономічної діяльності, менеджменту, зв’язків з громадськістю тощо. Досягнення головної мети реалізується через конкретні навчальні завдання, спрямовані на відпрацювання навичок перекладу в умовах ділових контактів з урахуванням норм соціального етикету, обміну професійною інформацією, взаємодії на професійному рівні.

Місце дисципліни у навчальному процесі

Курс „Переклад ділового мовлення ” є складовою частиною курсу „Теорія і практика перекладу” і також тісно пов’язаний з курсами “Основи ділової кореспонденції”, “Дипломатична кореспонденція та міжнародні документи”, “Стилістика”, “Порівняльна стилістика англійської та української мов”.

Практичні заняття передбачають розгляд основної стратегії та техніки спілкування у діловій сфері, ознайомлення з основними прийомами у професійних ситуаціях.

Програмою передбачено 24 години практичних занять.

Практичні заняття забезпечуються навчальними та методичними посібниками.

1 Теми та погодинний розклад практичних занять

№ пор.	Тема
1	Модуль 1 Вступ. Загальні питання перекладу ділового мовлення. Особливості ділового стилю	6
2	Переклад в умовах ділових контактів з урахуванням норм соціального етикету	4
3	Переклад в умовах обміну професійною інформацією	4
4	Модуль 2 Переклад в умовах взаємодії на професійному рівні	4
5	Переклад з урахуванням особливостей документів, що використовуються у сфері ділових відносин	6
	Усього за семестр	24

2 Перелік практичних занять

Модуль І

Практичне заняття № 1

Тема. Загальні питання перекладу ділового мовлення. Особливості ділового стилю.

Мета: розглянути загальні питання перекладу ділового мовлення, особливості ділового стилю.

Короткі теоретичні відомості

Особливості ділового стилю: відсутність емоційно забарвлених висловлювань, широке вживання інфінітивних конструкцій зі значенням заохочення до певних дій, однозначність елементів лексики та фразеології.

Завдання до теми

1.Act as an interpreter

.- Are you Mr. Smith and Mr. Jackson from Micon Electronics?

– That’s right. I’m John Smith and this is Peter Jackson.

– How do you do? My name is Sergei Sidorenko. I’m the Manager at Newtech in Dnipropetrovsk.

– How do you do?

– Pleased to meet you.

– So, welcome to Ukraine. You must be tired after your long journey.

– No, not too tired, we’ve had most of the day to relax and the hotel is rather comfortable.

– Good. Victor Stetsenko will be joining us in the bar in ten or fifteen minutes. Then we plan to go to a restaurant. So can I offer you a drink?

– Good idea.

– Ah, here’s Victor now.

– John, it’s good to see you again. How are you?

– Hello, Victor. Very well, thanks. It’s nice to be here in Ukraine. Rather a change from Dublin.

– Oh, yes. That was a bit too cold for last December!

– Let me introduce my colleague Mr. Jackson from Electronics. He’s our new Purchasing Manager, this is Victor Stetsenko, head of Newtech in Dnipropetrovsk.

– I am pleased to meet you Mr. Jackson.

– Very pleased to meet you.

2.“Snow ball” interpreting

Listen to the abstracts from the lecture delivered to Ukrainian students by an American specialist in negotiation strategies and interpret in pauses what you hear.

1. When you have difficulty making yourself understood by a foreigner just speak more clearly, slowly and loudly.

… … … … … …

A good way of keeping a conversation going is simply sympathetic listening. To show consideration for what other people say do not add new information or give an opinion.

… … … … … …

To keep the conversation moving and show interest in what other people say give a little more information than was asked, add related questions and comments.

… … … … … …

2. During the first four minutes together people decide whether or not they want to become friends. «Every time you meet someone in a social situation, give him your undivided attention for four minutes. A lot of people’s whole lives would change if they did just that».

… … … … … …

When we are introduced to new people, we should try to appear friendly and self-confident. In general, ‘people like people who are like themselves’. On the other hand, we should not make the other person think we are too sure of ourselves.

… … … … … …

3. It is important to appear interested and sympathetic, realise that the other person has his own needs, fears and hopes. That is not the time to complain about one’s health or mention faults one finds in other people. It is not the time to tell the whole truth about one’s opinions and impressions.

… … … … … …

These first four minutes together should be treated with care. If there are unpleasant matters to be discussed they should be dealt with care.

3.Translate by paragraphs

Curriculum Vitae / Resume

A CV (plural: CVs, AE: resume / resume) is a document containing information on an applicant’s career and personal background under separate headings. It is almost always typed and in tabular form. An English or American CV is not signed and dated us it is in German. In addition, American employers are not allowed to ask questions regarding the applicant’s race, colour, creed, national origin, age (unless under 18), gender, marital status, disabilities and arrest record.

… … … … … …

The purpose of a CV / resume is to make it easy for a prospective employer to obtain an overall picture of the applicant before meeting him or her. It should be well laid-out and easy to read and also not have any significant omissions. In an English or American / resume, however, details of primary (AE: elementary) school education need not be included unless they are of particular importance, e. g. in the case of bi-lingual applicants born abroad. The Order in which activities are listed is usually chronological in a British CV, whereas an American resume may be in reverse order. There tire no hard and fast rules. The CV or resume is one of the criteria used by employers to decide which candidates to invite to an interview and what questions to ask them.

… … … … … …

Some CVs / resumes contain a paragraph entitled «Objective» or «Occupational goal» in which the applicant states what he or she hopes to achieve. This makes it easier for the employer to decide whether the new post will be suitable for the candidate or not. It is also important to include achievements and accomplishments in a CV / resume. This is best done by giving relevant details under the heading «Successes» or «Achievements» in the Employment section.

… … … … … …

It is customary to begin with the name. Here it is important to make it clear which name is which as there may be some confusion between the first name(s) / forename(s) / Christian name(s) (if the applicant is Christian) and the surname / family name /last name. If the names are easy for the employer to recognize (e.g. «Christine Braun» or «Thomas Schmidt»), the heading can be simply «Name: » If the names are hard for English-speaking employers to recognize, it is best to use two headings – «First name:» and «Surname:»

… … … … … …

Some CVs are sent with photographs and others (especially in the USA) are not. It is less customary to have a photograph on a CV than on an application form, which may have space on it for this purpose. A female applicant can also add her title (Miss / Mis Ms) in brackets after her signature at the end of the covering letter.

The practice of underlining the first name by which one is generally known is not customary in English-speaking countries.

Контрольні питання

1. Is a good way of keeping a conversation going simply sympathetic listening?

2. What kind of documents is CV\ resume?

Write down your own CV\resume

Література: [3, с. 92-103; 4, с. 14, 17, 18, 85]

Практичне заняття № 2

Тема. Переклад в умовах ділових контактів з урахуванням норм соціального етикету

Мета: звернути увагу на норми соціального етикету, які відіграють велику роль у ділових контактах, опанувати стратегію і тактику міжкультурного спілкування, враховуючи соціокультурні аспекти країни, з якою установлюються ділові контакти.

Короткі теоретичні відомості

Поняття етикету. Зв’язок мови і суспільства.

Мова – це соціальне явище, ось чому вона не може не зазнавати впливу соціальних факторів.

Завдання до теми

1.Micro review of the text with translation.

Nobody actually wants to cause offence but, as business becomes ever more international, it is increasingly easy to get it wrong. There may be a single European market but it does not mean that managers behave the same in Greece as they do in Denmark.

In many European countries handshaking is an automatic gesture. In France good manners require that on arriving at a business meeting a manager shakes hands with everyone present. This can be a demanding task and, in a crowded room, may require gymnastic ability if the farthest hand is to be reached.

Handshaking is almost as popular in other countries – including Germany, Belgium and Italy. But Northern Europeans, such as the British and Scandinavians, are not quite so fond of physical demonstrations of friendliness.

In Europe the most common challenge is not the content of the food, but the way you behave as you eat. Some things are just not done. In France it is not good manners to raise tricky questions of business over the main course. Business has its place: after the cheese course. Unless you are prepared to eat in silence you have to talk about something – something, that is, other than the business deal which you are continually chewing over in your head.

Italians give similar importance to the whole process of business entertaining. In fact, in Italy the biggest fear, as course after course appears, is that you entirely forget you are there on business. If you have the energy, you can always do the polite thing when the meal finally ends, and offer to pay. Then, after a lively discussion, you must remember the next polite thing to do – let your host pick up the bill.

In Germany, as you walk sadly back to your hotel room, you may wonder why your apparently friendly hosts have not invited you out for the evening. Don’t worry, it is probably nothing personal. Germans do not entertain business people with quite the same enthusiasm as some of their European counterparts.

The Germans are also notable for the amount of formality they bring to business. As an outsider, it is often difficult to know whether colleagues have been working together for 30 years or have just met in the lift. If you are used to calling people by their first names this can be a little strange. To the Germans, titles are important. Forgetting that someone should be called Herr Doktor or Frau Direktorin might cause serious offence. It is equally offensive to call them by a title they do not possess.

In Italy the question of title is further confused by the fact that everyone with a university degree can be called Dottore – and engineers, lawyers and architects may also expect to be called by their professional titles.

These cultural challenges exist side by side with the problems of doing business in a foreign language. Language, of course, is full of, difficulties – disaster may be only in a country you are dealing with, the less likely you are to get into difficulties. It is worth the effort. If might be rather hard to explain that the reason you lost the contact was not the product or the price, but the fact that you offended your hosts in a light-hearted comment over an aperitif. Good manners are admired: they can also make or break the deal.

2. Reading out with translation.

In Egypt, the government is usually the customer; private business usually do not have big international accounts. A good introduction in Egypt requires governmental references. For example, an American businessman in a large company in Arizona, United States, wanted to do business in Egypt. His company had no history of working in the Middle East. He had to get letters of reference and introductions from a U:S. senator and the U.S. government’s envoy (government contact) in Egypt before the Egyptians would consider doing business with his company.

The social relationship that develops between the two business parties is also very important. The social relationship is not limited In I he one person in charge of the account. During the first meetings, the same respect and social interest should be shown to all persons who are in the key contact’s office, even if they are not directly involved in the business deal. These people may influence the key contact’s opinion.

… … … … … …

It is best to make the first contact with a Korean company trough a third party. If this method is chosen, it is important to a highly respected Korean. South Korea has a clear social structure. People work with people who are on their own social level. In high business circles in South Korea, everybody knows everybody. An introduction through a well-connected individual will open many doors. High-level government officials are the most effective contacts because they can promise some governmental cooperation. The government has a lot of influence on business in South Korea. There are also many trading companies and banks that successfully introduce foreign businesspeople to Korean businesses.

… … … … … …

In Korean society, a person’s status is defined by education, family, place of birth, current address, friendships, connections, and the size of the company. When businesspeople are introduced in South Korea, it is important that they give personal information about their own connections and education along with the company profile. People sometimes give biographies (a short description of their life) to provide additional personal information. All this information should be given before the first meeting so that the people involved have a chance to learn about each other.

3.«Snow ball» interpreting.

In Colombia, the phone is not used as much as it is in information-centered cultures like the United States. Important business is taken care of in person or on paper. A phone call is an inappropriate way to introduce oneself or sell something.

One can introduce oneself or go through an agency in Colombia, but the most effective way to be introduced is through a common friend or contact. It is very important to be well connected’ decision makers.

The character of the person who represents a business is more important than the character of the business he represents. This means that in the initial contact the most commonly asked questions: «Can I do business with this person?», not «Can we do busing with this company?» Business relationships operate on a personal level and last a longer time than in the United States.

In Colombia, the better connected a person is to important decision makers, the more attractive he or she is as a business partner. The more associations a person has, the more power that person has.

Because personal relationships are important in business in Colombia, one expects to spend some time in the beginning to get to know each other. Trust and loyalty are the foundation of a good business relationship. They don’t develop in a day. In the first contact, time is spent getting to know each other. A dinner talking about general interests, not about business, is a common way to begin business relationship. The relationship may develop with small favours, frequent visits, and time.

4.Reading-out with translation.

Americans like to invite their friends to their homes, even Sunday breakfast. Parties for children and for grown-ups are constantly occupying their leisure hours, usually with something to drink. When a new family moves into a suburban house the neighbours will be calling at once to see if they can help in any way. The problem of personal social barriers has been overcome more successfully than in any part of Europe. So although each home may be a unit looking inwards to itself, it is also a unit which is much involved with the activities of the homes round about it. The new suburb recreates the sense of community of the old country village so that family’s, home, instead of being an isolated island, is itself a part a group of homes. It is possible to turn it into an island, but not many suburbanites want to do that. Most find their homes more satisfying because of their links with neighbours – and also not too narrow because they still have plenty of contacts outside the neighbourhood. Most go to work in another place, so that the suburb home is only a part of their environment.

The constant visits of friends and neighbours encourage people to display their possessions. It is not enough just to have usual array of machines and gadgets in the house; they must be new ones and the best ones too. The gadgets which increase leisure act at the same time as an encouragement to more work and mo earnings, and are sometimes regarded as ends in themselves, not merely as useful tools with which to avoid unpleasant work. The acquisition of the latest dishwashing machine is followed by the air-conditioning system, the swimming pool, the added sun-room or covered terrace. But a family whose income rises soon looks for a better house, in a better district, with more land, a better view; bigger and finer swimming pool. They may be attached to the house which is home for the time being but this does not imply that they have roots there. Today’s job, today’s home, today’s friends, and neighbourhood: all these are part of a family’s identity. Nothing regarded as permanent; the American hopes and expects to exchange them all for something better, and finds no difficulty in identifying with the new.

Контрольні питання

1. Can good manners help in business negotiations?

2. Compare different behaviour of managers in European countries?

Література: [2, с. 156; 4, с. 25, 46, 62]

Практичне заняття № 3

Тема. Переклад в умовах обміну професійною інформацією

Мета: вдосконалювати вміння і навички ефективного ділового спілкування, адекватного перекладу інформації, презентованої діловими партнерами.

Короткі теоретичні відомості

Прийоми стратегії та техніки спілкування у професійних ситуаціях. Професіоналізм перекладача, рівень володіння іноземною мовою, зацікавленість в ефективності ділових контактів.

Завдання до теми

1.Show where a speaker can pause if necessary

1. ‘Good morning ladies and gentlemen. As you can see from conference programme. I’m going to be talking about capital expenditure in the Nestlé group. I'd like to begin by looking at our plant modernization programme. Then I’ll move on to data-processing automation/with particular reference to North America and Europe’.

2. ‘Good morning, ladies and gentlemen. As you can see f the conference programme I’m going to be talking about capital expenditure in the Nestle group’.

‘I’d like to begin by looking at our plant modernization programme. Then I’ll move on to data-processing and automation with particular reference to North America and Europe’.

3. ‘Good afternoon everyone as you know I’m here to tell you about British Telecom’s video conferencing facilities I’d like to start by explaining how video conferences work then I’ll turn to our facilities in the UK first our existing locations then the planned new ones.’

2.Translation by the paragraphs.

Visual aids, like overhead transparencies, are very important of course. But most people put far too much information on them. Don’t – it’s difficult to read and it bores the audience. Limit yourself to a maximum or five points on each. Remember to turn off the projector when you’re not actually using it. And don’t talk to the machine, or the transparency, which again, lots of people do. Face the audience at all times. Finally, remember that it’s not just what you say. How you say it is just as important. Quite unlike meetings and negotiations, a good presentation is very much a performance.

… … … … … …

good morning everyone, thanks for coming to my presentation. I know you’re all very busy, so I’ll be as brief as possible. OK then, I’m going to talk about the new chocolate bar we’re putting on the market, the St Tropez premium bar. I’ll tell you about the test launch we carried out in the south west of England a few weeks ago. My presentation is divided into three parts. First I’ll give you some background about the launch.

… … … … … …

After that, I’ll tell you how we got on and assess its effectiveness. Finally, I’ll outline our future plans for the product. If you have any questions, don’t hesitate to ask.

Right, let’s start with the background to the launch. As you know, St Tropez is a mint and nut bar with a distinctive taste. It’s been thoroughly tested in focus groups and special attention was paid to packaging. It’s wrapped in a metallic foil. The colours are rich, strong, to give high visual impact. OK everyone? Yes, Johan, you have a question...

… … … … … …

So, that’s the background. Right, let’s now move on to the test launch. How successful was it? Well, in two words, very successful.

If you look at the graph, you’ll see the bar’s actual sales compared with forecast sales. Quite a difference isn’t there? The sales were over 20% higher than we predicted. In other words a really good result. Well above our expectations. The sales show that the pricing of the product was correct. And they show that as a premium line, the St Tropez bar should be successful nationwide. To sum up, a very promising test launch. I believe the bar has great potential in the market.

… … … … … …

Right, where do we go from here? Obviously, we’ll move on to stage two and have a national advertising and marketing campaign. In a few months, you’ll be visiting our sales outlets and taking orders, I hope, for the new product. Thanks very much. Any questions?

3. Micro-review of the text with translation.

The first step of presentation is to find out who you’re going to be presenting to. Now you need to do this on two levels. Firstly, how much does the audience know about the subject? Are they experts or do they know very little? Secondly, are you presenting to a group from the same or from different countries? And adjust your language so that everybody can understand.

So once you know who you’re presenting to and where, you’re ready to start preparing what exactly you’re going to say. OK? So stage one is the opening – that all-important first few moment that can make or break the presentation. Then stage two, a brief introduction about the subject of your talk. Then three, the main body of the presentation. And four, the conclusion, which should include a summary of your talk and your final opinion or recommendations. Finally, the question and answer session.

Now the most important stage is the opening minute or so and I’d suggest that people memorize it exactly as if they were actors. Write down the opening with all the pauses and the stress clearly marked, and then record it, listen to it, and practise it again and again. This is so important because if it’s properly done, you do not only get the audience’s attention immediately, but you feel confident during what can be the most frightening part of the presentation.

4. Make a presentation of your University, using phrase given below. Record your presentation.

Useful expressions

– Good morning, ladies and gentlemen

– As we haven’t met before.

– I’ll better introduce myself. I’m ……

– May I begin by outlining the purpose of this presentation, which is to ……

– There are (three) main areas I’d like to look at, namely …… and ……

– If you have any questions, I’d be happy to answer them at the end.

– I am happy you’ve come in spite of the terrible weather.

– First of all, ……

– Secondly, ……

– I’d like to emphasize that ……

– If I can draw your attention to ……

– Returning to my earlier point, ……

– In other words, ……

– As you know, ……

– This brings me to my last point, which is ……

– Finally, ……

– In conclusion, let me briefly run through the main points again ……

– Thank you for your attention ……

– Now, if you have any questions, I’ll do my best to answer them.

5. Make a presentation of any programme using programme suggested as a sample.

Programme. Training on Presentation skills

Aim. To improve the skills of the staff of the European Training Foundation in making effective presentations.

Objectives. By the end the seminar participants will with confidence be able to:

Speak effectively to groups

Prepare and deliver quality presentations

Respond appropriately to questions from the audience

Pre-course

Participants will be asked to complete a distance learning workbook covering all the basic skills of presentation. Using this as a guide, participants will also be asked to have partially prepared fifteen minute presentation which they will deliver on day two of the seminar. Their chosen topic should preferably be work based.

Day One

• Welcome and introductions

• Overview of seminar programme

• Agreeing the learning process

• Learners expectations of the learning process, the tutors and each other.

• Content and structure of presentations

Writing aims and objectives

Stages of a presentation

What should be included at each stage

Sequencing the content

Brief writing

Trainer-learner continuum

Choosing methods

• Timing and Targeting

Choosing appropriate styles of presentation

Persuasive

Interactive

Instructional

Structured discussion

Formal / Informal

Prioritizing key learning points

Audience profiling

Rehearsal

• Presentation Techniques

Voice projection, tone and pace

Language patterns and vocabulary

Building rapport

Body language

Use of humour

Matching style and approach

Maintaining audience interest

Group involvement

• Use of visual aids

Overhead projector

Flip charts

Video

Practical demonstrations

Hints and tips

• Responding appropriately to questions

Active listening

Response techniques

• Overcoming nerves

Techniques

Psychological

Physiological

Practical

Looking and feeling confident

• Participants preparation for day two

Day Two

• Participants presentations with comprehensive tutor feedback to each individual

• Review of learning

• Action planning

How will individuals apply their learning?

Контрольні питання

1. Name four steps of any presentation .

2. Speak about role of visual aids in presentation.

3. Make a presentation of any programme.

Література [4, с. 78-93].

Модуль ІІ

Практичне заняття № 4

Тема. Переклад в умовах взаємодії на професійному рівні

Мета: вдосконалювати вміння і навички ефективного ділового спілкування.

Короткі теоретичні відомості

Етика дискусійної поведінки. Загальні правила ведення переговорів.

Завдання до теми

1. Listen and translate by paragraphs the text dealing with general rules of conducting negotiations and give 20 sentences using “mixed conditional”. Record your sentences.

The main problem for foreigners is the language – language signaling intentions of negotiators. In any negotiations there are four key points:

1. You must listen carefully to what your opponent says. The important thing is to find out what is in his mind, to read between the lines.

2. Everything is always CONDITIONAL: no agreement should he reached until you are satisfied with the conditions on offer (say nothing definitely until signed).

3. Remember your opponent is listening attentively to everything you say. Think carefully about the effect of your words before you speak.

4. Whenever you are quoted price, you should always ask one of two questions: what does the price include or how do you arrive at that price?

As all negotiations are conditional it’s wise to make sure that your language reflects this fact. The construction “if … then” is the simplest and safest way of ensuring that the conditional nature of the agreement is maintained; “if ... then” construction serves to link your offer with something that you want in return. If you bought 3,000 units then I would think about a discount.

… … … … … …

Everything in negotiations is centered round the price. Prices are non-negotiable, negotiations are about all other aspects of the deal: delivery, shipping, maintenance, insurance, packaging, prompt-payment discount (usually 5%). The longer the bill is unpaid the bigger is the extra charge.

… … … … … …

At times you hear or may find it more appropriate; to use a “mixed conditional”, the structure that is grammatically incorrect, but which helps in making your opponent’s position firm, while keeping your position more flexible:

If you buy 3.000 units (not bought), then J would think about the discount (Якщо ви придбаєте ... я б подумав про знижку ...)

2. Using the recommendations given below compose the dialogue between two business partners. Try to follow all recommendations that have been given in the text below. Ask your friend to act as an interpreter.

1. Remember that a negotiation aims towards mutual advantage. Prepare realistic objectives, a clear strategy of concession to achieve those objectives.

2. Work out a procedure of a negotiation to your advantage, but agree it with the other side.

3. Discover as much about the business culture of the other side as possible. Find out what emphasis they put on the socializing stage; what level of formality should be expected; what the typical zone bargaining may be and how long the negotiations are likely to take.

4. Practice and rehearse the key phrases in English which will help you to structure, propose, clarify, probe, bargain, delay, pressurize, settle and close.

5. Establish clear roles within your team and coordinate your tactics. Rehearse the overall situation with your colleagues to identify problems and difficulties.

6. Establish a positive emotional climate as soon as possible.

7. Remember that plain speaking often is valued highly. Do not be offended if an American speaker, for example, speaks very directly.

8. Set the structure of the negotiations and establish a climate of agreement early by agreeing a procedure.

9. Define the function and target of each session to avoid unreal expectations.

10. Follow the agreed structure and give clear signposts and signals throughout.

11. Establish a process of checking and cross-checking early to avoid misunderstandings and confusion. If something is not clear, say you do not understand, or ask for clarification. No loss of face is involved.

12. Use the techniques of restatement and review to check, the other side’s position or to take time to think.

13. Use polite and tentative language to avoid the impressions of arrogance or insensitivity when asking for information or putting forward proposals, e. g. Could we ask how much ...? rather than How much ... ? or We foresee the need for ... rather than We want ...

14. Be positive: never say no to a proposal or idea. Present a counter-proposal or identify the positive aspects of the proposal before declining it with an apology and expression of regret. Never say something is impossible. Say that it could be difficult or problematic.

15. Say yes to the person if you have to say no to the idea.

16. Whenever possible, emphasize common ground and stress the positive aspects of the dialogue. Eliminate the negative aspects by reducing them to objective problems that need to be solved in a spirit of collaboration.

3. Reading out with translation.

Negotiation isn’t something reserved for diplomats and labour relations people. We all negotiate, and we all spend a great deal of time at it. We negotiate in our personal lives. We negotiate in business with the people we buy from, and the people we sell to. We negotiate with our own bosses. We negotiate with our own employees, time and time again.

… … … … … …

Good negotiators are successful people. And good negotiators aren’t born. They are trained in the strategies, techniques, tactics, tips and skills of effective negotiating. Why take NO for an answer? Successful people DON’T. They get what they want by negotiating.

… … … … … …

Your agreements, understandings and relationships mean the difference between success and failure. Poor agreements with other individuals and companies are always breaking down.

… … … … … …

They bring nagging, dissatisfaction and aggravation into your business and personal life. But good agreements help you to reach and exceed your own objectives; and they leave the other party gaining more satisfaction at the same time.

… … … … … …

This is true whether you are:

– persuading others to work with and not against you;

– working on a problem with someone important to you;

– breaking or avoiding a serious deadlock (a difficulty offering no workable escape);

… … … … … …

– managing and supervising those responsible for doing the work properly in your organisation, in other departments and on the outside;

– finalising and administrating simple or complex contracts;

– determining the price and terms at which you, buy or sell

There are different approaches to negotiating but the one presented here aims towards mutual advantage, long-term business relationship.

… … … … … …

This collaborative rather than a confrontational approach suggests a realistic and clear strategy of pursuing one’s own interests while maintaining good human relations with negotiating partners whose interests conflict with yours. The Most Important Elements of Negotiations are as follows: identity, message, offer, conflict, settlement.

4. «Snow ball» interpreting.

The structure of negotiation has five stages. Each stage has its specific purpose which is achieved through appropriate strategies and tactics, i.e. ways and means getting a desired result.

… … … … … …

The first stage is socializing. Relationship building can often set the climate for the whole negotiation. To be a success in relationship building you should identify yourself and other people clearly by name.

… … … … … …

To keep the conversation moving you should add any other relevant details about your or their job or company. It goes without saying that you should show interest in what the other side has to say.

… … … … … …

Participating in negotiations you should keep in mind information exchanging tactics. First of all you should agree on the overall objectives and procedure so that both sides could have a clear idea of the agenda.

… … … … … …

Try to do your best to create the climate of cooperation by seeking positive responses to relatively small points. Express opening statements clearly and directly.

… … … … … …

Check understanding by recapping on key points the other side has made. Maintain cooperation at the questioning stage: use a lead in to questions and check assumptions.

To clarify the proposal tactics the partner should put forward options; evaluate each one giving brief reasons for and against. It is important to maintain an efficient climate by saying «yes» before you say «no».

… … … … … …

The negotiators should clarify their understanding of what the other side is proposing and give a clear reaction to other side’s reasons and proposals.

To reduce the distance between what you want and what your partners want, the negotiators should make new offers in response to the other side’s offer.

… … … … … …

Offers and their acceptance are linked to conditions. Using the introductory phrase such as “I’m afraid” you may reduce the force of rejection.

Closing the deal summarise agreement reached and responsibilities assigned, identify areas for further action and fix the date for the next meeting.

5. «Snow ball» interpreting.

Negotiators with a good track record don’t think only in terms of the present but take a long-term view. The average negotiations think in terms of the present.

… … … … … …

The good negotiators set more flexible objectives – «We hope to get $ 2, but if we get $ 1.50 it’ll be all right»; the average negotiators set their objectives as single points – “We hope to get $ 2,00” for example.

… … … … … …

They make lots of suggestions, and consider twice the number of alternatives than the average negotiators.

… … … … … …

The good negotiators don’t give many reasons. They just repeat the same ones. The average negotiators try to persuade by giving lots of reasons. They use a lot of different arguments.

… … … … … …

The good negotiators empathize with the other side and try to see the meaning of negotiations from the other person’s point of view. They don’t interrupt the other person and give time for a full and complete hearing.

… … … … … …

The good negotiators avoid antagonizing a speaker. They react lo ideas expressed, not to the person talking, as ideas may be good even if you don’t like the person or the way he or she looks.

… … … … … …

The good negotiators ask questions if they don’t understand or need further clarification. They also do much more summarizing and reviewing, checking of what they understood everything correctly.

… … … … … …

The good negotiators leave their emotions behind and try to push their worries, fears and problems outside the meeting room. They smile and react appropriately. But don’t overdo.

… … … … … …

The good negotiators put their success in business down to good ideas, good people and good luck.

6. Translation by paragraphs.

1. The negotiation process can be divided into four phases: building a good relationship; talking about the business deal; persuasion, bargaining, and making concessions; and making a final agreement. In the United States, the first two phases are not emphasized, because personal relationships do not play a large role in business life and because making a quick deal is important. The negotiation process soon moves to the last two phases as bargaining and making a final agreement are the focus of negotiations.

… … … … … …

2. Concessions are made during most of the negotiation process. At the beginning, while the two parties are talking about the proposed deal, small concessions are given to show cooperation. As the two parties continue to talk about each issue of business, they bargain and make concessions. The bargaining continues issue by issue until the final agreement is signed. Each concession is met with a concession from the other party. In this way, the two parties treat each other as equals and demonstrate a cooperative attitude and a commitment to the negotiations.

… … … … … …

3. The contract is a tool in the negotiation process. It is a working document that will be changed during negotiations. It is usually introduced in the second phase of negotiations and is discussed throughout the rest of the process. Presenting a contract at a meeting shows that a party is committed to the deal and is ready to think about the details of the agreement.

4. Some companies traditionally have focused on short-term business deals. For example, if a business relationship does not bring immediate profits, the companies involved might end the relationship rather than waiting to see if the situation changes for the better. In view of this short-term business focus, it does not make set companies to spend a long time in negotiations.

7. Reading out with translation.

The negotiation process can be divided into four phases:

1) building a good relationship;

2) talking about the business deal;

3) persuading, bargaining, and making concessions;

4) making a final agreement.

In Japan the first two phases take the longest, especially since personal trust and mutual understanding are important to good business relationships. Thus the last two phases, bargaining and final agreements, come at the end of a long process of building a relationship and talking about the proposed deal.

In Japan concessions are made only at the end of the negotiation process. After all the possible details of the business deal have been carefully discussed, the two parties begin to bargain and make concessions. They quickly come to a final agreement.

Contracts do not play a central role in negotiations in Japan. In fact, the contract is usually just a small detail at the end of a long process of negotiations. After all aspects of the deal have been discussed and all decisions have been made verbally, a contract is written up reflecting the decisions. A contract is presented at a meeting only after both parties have carefully discussed the final agreement.

Japanese businesses have traditionally focused on long-term business projects. Many projects are begun with the knowledge that they will not produce profits for years. Much time is spent developing a strong and stable business relationship and planning a good partnership. This planning will benefit both parties in the long term.

Контрольні питання

1. What general rules of conducting negotiations do you know?

2. Give practical recommendations how to become good negotiations?

3. Speak about five stages of the structure of negotiation.

Література: [3, с. 104-112; 2, с. 159-160; 4, с. 11-134]

Практичне завдання № 5

Тема. Переклад з урахуванням особливостей документів, що використовуються у сфері ділових відносин.

Мета: ознайомити з особливостями перекладу документів, що використовуються у сфері ділових відносин.

Короткі теоретичні відомості

Контракти, угода, протокол, їх побудова. Відмінності американської й англійської ділової термінології.

Завдання до теми

1.Define areas of a contract at which you expect to hear the things below.

Negotiations usually end with reaching an agreement and signing a contract. Usually contracts are signed when the final conditions are satisfactory to all the partners. Agreements are reached when the business partners are clear about the details of agreement. The following areas are included in the negotiations price of contract, terms of contract, terms of payment, terms of delivery, insurance, date of beginning of contract, discount, warranty.

1. We would like a three-year guarantee.

2. This price is very competitive.

3. We can either send the goods by air or by sea.

4. We think you should pay for the insurance because you are delivering the goods.

5. We need to discuss the product specifications.

6. Goods are sent to the customer’s place.

7. We’d pay for transport if you reduced your price.

8. I’m afraid we can’t discuss reducing delivery times.

9. Could you manage to allow us a better discount for this large quantity?

10. As you may see the price list is still valid.

11. We need to discuss the after-sales service.

12. Supposing we paid in fourteen days. Would you give us an early settlement discount?

2. Translation by paragraphs.

1. All commercial activities in foreign trade may be divided into basic ones associated with the conclusion of foreign trade contracts for the exchange of goods and auxiliary ones ensuring their successful performance, i.e. associated with carriage of goods, their insurance, banking operations (financing the deals, settlement of payments between the Sellers and the Buyers, guaranteeing the strict observance of their mutual liabilities), as well as Customs and other activities.

… … … … … …

2. Conclusion of agency agreements, agreements with the Suppliers for export goods and with Importers for the purchase of goods, agreements with advertising agencies and firms dealing with the market research and with other organizations helping to achieve the targets. Foreign trade also refer to auxiliary activities.

3. There may be about 10 or more auxiliary operations to one basic. In accordance with commercial usage existing in many countries, contracts of sale and other agreements may be concluded either verbally or in writing.

… … … … … …

4. In international trade contracts of sale, contracts for construction work (very often for the delivery, erection and commissioning of the equipment for industrial enterprises) are most frequent among a variety of basic deals. Contracts of sale include turnkey contracts and large-scale contracts on a compensation basis. There may also be barter deals and compensatory deals.

… … … … … …

5. Licence agreements stand apart from all the above contracts because they do not deal with selling and buying physical goods but with the sale and purchase of ideas, scientific-technical knowledge in the form of licences, patents and know-how. As a rule there are practically no standard licence agreements. Each licence agreement is more or less unique in itself, i.e. has its own specific individual characteristics.

3. Complete the sentences.

1) First of all we should discuss………………………………………………………..

2) We can start with…………………………………………………………………….

3) I suggest that we should begin with…………………………………………………

4) We’ve carefully studied your inquiry (offer, draft contract) and would like………..

5) I’ve been authorized to discuss……………………………………………………...

6) I’m responsible for…………………………………………………………………..

7) We are planning to buy (purchase, order)…………………………………………...

8) We can deliver the goods within……..of the date of………………………………..

9) We undertake to deliver……………………………………………………………..

10) Let’s turn to the question of………………………………………………………..

4. What would you say if you took part in these dialogues? Dramatize them.

A: Good morning, colleagues. We are pleased to meet you in Kyiv. Let me introduce myself: I’m Mykola Karpenko, the Sales Manager of our company.

B: Nice to meet you, Mr.Karpenko................................................................................

A: Did you have a good flight?

B: ...................................................................................................................................

A: Are you satisfied with your accommodation?

B: ...................................................................................................................................

A: I’ve heard a lot about your company as a reliable partner in business.

B: ....................................................................................................................................

A: I see we are ready to start talks. Have you got the complete set of documents concerning our order?

B: ....................................................................................................................................

A: We have seen your advertising material, but still we have some questions. Can you describe in details the goods you are ready to deliver for us?

B: ...................................................................................................................................

A: Let’s discuss all the items in the draft contract, your comments and objections, if any.

B: I propose that we discuss ..........................................................................................

A: What about the payment terms?

B: ...................................................................................................................................

A: I was sure you wouldn’t disappoint us.

B: ...........................................................................................................