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1、商务英语高级实战篇精选-3篇 为了让大家更好的准备高级商务英语BEC考试，给大家整理商务英语高级实战材料,下面就和大家分享，来欣赏一下吧。商务英语高级实战篇一Facilitative styles of asking questionsIf the intention of the questioner is really to prompt the interlocutor in disclosing information freely, then question techniques may not be appropriate at all. Instead it might be
2、better to echo and to reformulate in order to give the interlocutor the opportunity to expand.Illustrative dialogueWell, I live in a flat in a rather poor part of town.Poor part of town?Yes, its quite dirty and the streets are badly lit. Thats why I dont like going out alone at night.So youre fright
3、ened to go out alone?Well, yes because we hear of attacks and muggings. Thats why I want to leave.In this dialogue, speaker B doesnt try to take the initiative, but merely echoes and reformulates to prompt speaker A to say what worries her.商务英语高级实战篇二LEADING THROUGH CHANGE: Listening as a leaderOften
4、, when we think of communication, we think of speaking, presenting, writing-delivering a message in some way. But an effective communicator is also adept at receiving messages. You wont budge people toward a goal if they dont feel that theyve had input, that theyve been heard and understood, and tha
5、t the vision theyre working toward is also their own vision. Listening to your followers is the only way you can make this happen.To be a good leader, HEAR OUT what others have to say:Hold judgment and hold eye focus Listen carefully and with an open mind-if youre defensive you may miss critical inf
6、ormation. Dont formulate your answer while a person is still speaking. Watch for subtle body language that may offer extra clues to the speakers true meaning. Also, hold eye focus. If you dont look at the person who is speaking to you, you cant establish trust. As a leader, you want followers to tru
7、st you and believe in you.End all other tasks. Show respect for people by putting aside your paper, lunch, etc., and dont take phone calls. Youll be better regarded, and youll save time. By doing it right the first time, there wont be misunderstandings or any need to repeat information. Be ready to
8、job down notes as the person speaks.Allow the speaker to finish. Dont interrupt. Dont change the subject. Dont finish sentences for the speaker. Remain quiet until youre sure the speaker has completed his or her thoughts.Read between the lines. As you listen to the speaker, listen for what might be
9、left unsaid. Its not always easy for a person to approach someone in a more senior position and tell it like it is. If you want to get an honest opinion of some of your ideas and actions, youll need to probe. Youll also need to value that feedback and the person who gave it to you. Never shoot the m
10、essenger.Outline your understanding. Once the person is finished speaking, reiterate what you believe to be the main ideas, issues, etc. State them simply and, if possible, try to rank them from most important to least. At each step, ask the speaker if youve correctly heard the message. Take the tim
11、e to be certain, or youve both simply wasted time.Underline major points. Once you and the speaker agree on the main ideas that have been uncovered, focus your attention on one or two of the most important: What needs to be done right now to make the speaker-and you-acknowledge that something positi
12、ve has been accomplished? What else can be done in the future? Set a date to revisit these main ideas and to discuss progress.Test the waters. Take what youve learned and test it with others. What are others feeling and thinking? Is this an isolated issue? Dont take it any less seriously but if its
13、a movement of sorts, youll need to address it differently. Testing the waters allows you to explore the real needs, fears and hopes of your followers and incorporate them into your shared vision. Remember, if youre trying to move people in a new direction, you must know here theyre coming from.Peopl
14、e dont always need leaders to agree with them and act on their suggestions. But people always do need to feel their leader cares enough to listen. When people are uncertain what tomorrow may bring, a leader with a reputation as a good listener may be the most prized employee in any organization. Wor
15、k hard to make yourself that person.商务英语高级实战篇三Giving CriticismWhen its necessary to criticise the work of colleagues it is important to do so in a manner that is supportive and that permits the other person find ways of improving his or her performance. To do this we need to:Concentrate on the error
16、, not on the personAvoid generalizationsProvide specific examples of the problems that need attentionMake helpful suggestions for improvementAvoid a one-sided attackAvoid insinuations and hintsConduct the criticism in private so as not to humiliate the other personRead the dialogue below and make a
17、note of the ways in which John fails to observe the advice given above in his criticisms of Marys work:John: Come in and take a seat, Mary. This wont take a minute.Mary: Whats this all about, John?John: Well Im sorry Mary, but Ive come to the conclusion that your works just not up to scratch. I need
18、 to see a big improvement if you want to stay here.Mary: I see. I admit I have found these first few weeks a hard, but I need time to settle in and theres a lot to learn.(Knock at the door)John: Come in.Jane: Oh, sorry John, Ill come back later, I didnt realize you were talking.John: Thats all right
19、, come in. I was just telling Mary that I dont think shes really up to the job here.Jane: No, I dont want to intrude on a private conversation; Ill come back later.Mary: So what are you saying John, are you firing me?John: No; but I have to say that if this little talk doesnt make you realize where
20、youre going wrong, it may come to that.Poor Mary! John has just attacked the standard of her without giving her any idea of where she is going wrong; on top of that hes repeated the criticism in front of another member of staff.By using some of the suggestions below, see if you can rewrite the dialo
21、gue so that John offers Mary constructive and positive criticism that will help her to improve her performance:Invite Mary to a private interviewAsk if she is ready to discuss the standard of her workAcknowledge the fact that she is new to the company and that there is a lot to learnSay that her rep
22、orts are lacking in detail and accuracyAsk her if she is aware of thatSay that she is often late in the morningAsk her if there are personal problems that make it difficult for her to arrive on timeSay that some of the clients she deals with have complained that she misses appointmentsAsk her if she
23、 can explain why this isAsk her if there is anything you can do to help her improve in these areas.Set a date for another talk in a few weeks to review her progress.If John conducts the interview along these lines, Mary will:Know exactly which aspects of her work are unsatisfactoryWill have the opportunity to explain why she has problemsWill not be publicly humiliatedWill feel that she is getting support in her efforts to improve.
