Video bài nghe Market Leader Pre-intermediate – Unit 11: Conflict – HocHay
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Market Leader Pre-intermediate – Unit 11: Conflicts - Skills
A. Which of these are good ways of dealing with conflict in a negotiation?
1. Avoiding eye contact.
2. Smiling a lot.
3. Sitting back and appearing relaxed.
4. Stopping the discussion and coming back to it later.
5. Saying nothing for a long time.
6. Saying 'I see what you mean'.
7. Finding out why the other side is unhappy.
8. Focusing on the issues, not on personalities.
9 Saying something humorous.
10 Speaking calmly and slowly.
1 There is more eye contact in some cultures than others. Where there is little eye contact to begin with, there may be even less when there is conflict, but it's hard to imagine a situation where no eye contact at all would help. At the other end of the scale, staring at one's counterpart across the table wouldn't be helpful either.
2 Some places may consider this conciliatory, others provocative. If in doubt, don't smile too much.
3 Again, this may be considered provocative. Discuss with your students if it is possible to have a facial expression and body language that are 'neutral' in all cultures.
4 It depends - if the conflict is about a major issue, there might be no point in discussing anything else until it is resolved.
5 In some cultures, silence is a sign of respect, a sign that you are thinking carefully about what has been said. But there must always be a point at which it becomes uncomfortable.
6 Some cultures might find this strange- the implied idea being that, if you saw what the other person meant, you wouldn't be in conflict with them. Tell students not to use this expression too often.
7 Information gathering is always useful, but persistent questioning about points that have already been covered and that are perfectly clear will cause irritation and may cause further conflict.
8 Easier said than done. A good idea in principle, but ideas are often inextricably bound up with the person expressing them.
9 Humour is appropriate in some cultures and not in others. It could help to defuse a situation of conflict in some places, but in others it might aggravate it.
10 Good idea, but don't overdo it. It could sound patronising
B. Rachel, an American executive, works in a sales office in Geneva, Switzerland. She is negotiating a salary increase with Scott, a director of the company.
1. What do these figures refer to?
2. List the arguments that:
a) Rachel uses to get an increased salary;
b) Scott uses to avoid paying her the salary she asks for.
3. What solution do they finally agree on?
a) Rachel's current salary
b) The salary that Rachel is asking for
a) Thinks she's undervalued; has done well in last two years (exceeded her targets by almost 40%); none of sales staff has done better than that; Sophie Legrand got a raise to over $100,000 and hasn't been getting as good results; could move to another company
b) Company in difficult economic situation; got to cut costs; won't discuss other people's salaries
3. To raise her salary to $80,000 now and review it again in six months' time
C. Listen again and complete these extracts.
1. I think I'm …………… a lot more than that to the company. My work’s greatly undervalued at the moment.
2. I've done really well in the last two years. I've exceeded my …………….. by almost 40% ...
3. Put yourself in our shoes. We're facing a difficult ............ situation, you know that.
4. OK, I understand what you're ……………. I can see your point of …………… .
5. Let me suggest a ……………. How about if we give you a n increase to, say, $80,000 now and promise to review your salary in six months' time?
6. I'm pleased to hear it. I think we've …………….. everything.
4. saying; view
D. Identify the key phrases in the extracts in Exercise C and write them under the appropriate heading in the Useful language box.
Expressing your point of view
I think I'm worth a lot more than that to the company.
My work's greatly undervalued at the moment.
I've exceeded my targets by (almost 40 per cent).
Put yourself in our shoes.
We're facing a difficult economic situation.
I understand what you're saying.
I can see your point ofview.
Let me suggest a compromise.
How about if we ...
Closing a negotiation
I think we're covered everything.
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Reading Market Leader Pre-intermediate – Unit 11: Conflict– HocHay
A. Read the article and answer these questions.
1. What should managers do when teasing starts to become hurtful?
2. Why should managers note examples of inappropriate behaviour or language?
3. Why should managers get involved as soon as conflict develops?
4. What happens if managers ignore conflict and poor behaviour?
5. What are the advantages of return-to-work interviews?
1. Managers should be sensitive. They should be prepared to step in and have a quiet word with the team members involved. They should inform those involved that, while plenty of communication is encouraged, it's important that there is respect for other people and that certain standards of behaviour are expected at work.
2. So that those involved will understand what is unacceptable.
3. To prevent habits from being formed and to ensure that the manager is taken seriously.
4. If managers ignore unacceptable behaviour, problems will get worse until the disciplinary process has to be used or a formal complaint is made, by which time it will be much harder to achieve a successful resolution.
5. They are a good opportunity for managers to ask questions about any conflict issues that might be worrying employees
B. Find words in the article that mean the opposite of these words.
1. inappropriate (lines 1 3-14)
2. unacceptable (lines 1 5 , 31, 45)
3. impolite (line 65)
4. informal (line 70)
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