20240328 18:10-19:10 1.5 active Team building Recipes for team building Motivating teams with intrinsic and extrinsic factors How can cultural differences impact global teams? By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Case study Motivating the sales team pg 80 reading Background market_leader_3rd_upper_intermediate_students_book_pg80-81-136-138-142_case_study_motivating_the_sales_team.pdf Обсуждения в отдельных онлайн комнатах - BigBlueButton Управлять комнатой может тот участник, кто: 1) подключился с компьютера 2) использует браузер Google Chrome или Firefox 3) открыл в соседней вкладке сайт www.ictnle.com логин: nlmkitspc2501 парол: y24nlmkitspc2501 4) Поделитесь с собеседниками вкладкой ictnle.com в браузере 20240125_Обсуждения_в_онлайн_комнатах.pdf

Vznaniya meeting details https://webinar.vznaniya.ru/b/ele-sj8-ioa-68f ]]> Market Leader 3rd edition B2 Unit 8 Team building active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf ✓ power distance (i.e. importance of hierarchy) ✓ individualism vs collectivism pg 76 ex D listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_028.ogg T / Cl What form of leadership is more popular in Russia [empowerment | command & control]? ✓ depends on corporate culture ✓ perhaps traditionally C2 What form of leadership is more popular in the US [empowerment | command & control]? ✓ empowered form of leadership ]]> active textbook ✓ empowerment [competition | no competition]? 〆no competition [formal atmosphere | not contrived atmosphere]? 〆not contrived atmosphere pg 76 ex A B reading pg 77 Recipes for team building T / Cl What other activities could help build team spirit in an informal atmosphere? ✓ board games ✓ modelling clay ]]> 2 20230202 hw20230207 Role play wip active role_play Recycle new expressions and language. You are disappointed by your team. You are running a continuous assessment meeting to find out why they are late on schedule. → explain what priorities were not addressed, what should have been done and what needn't You needn't have considered what is neither important nor urgent! You should have set more time aside in your calendar to cover what was important. Only then could you have better understood what is urgent but not important. Finally, you would have understood what is urgent and important, and should have started with those... You are late on schedule. You are arguing about the mistakes made in your time management strategy with your manager. → explain how you would have prioritised your tasks (80/20 rule, aka Pareto Principle) You needn't have told us to consider what is not urgent nor important in the first place... We couldn't have delegated what is urgent but unimportant because we lack staff! We should have avoided competing priorities by focusing on a single goal at a time. We needn't have tried to address multiple tasks at the same time because it decreased our performance. We ought to have identified the 20% objectives that can produce 80% results and make them the priority! 1 Motivating an international sales team active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png How can cultural differences impact global teams? visual

→ answer the questions ]]> What kind of motivators work best with well-paid, experienced staff [extrinsic | intrinsic]? ✓ probably intrinsic e.g. self-satisfaction, challenging goals, professional recognition → not interested in just making more money 〆extrinsic e.g. financial remuneration, promotion intrinsic = inherent, essential; belonging naturally (intrinsic value) extrinsic = not forming an essential part of a thing or arising or originating from the outside What motivational factors are more likely to succeed in the long term? ✓ intrinsic factors → self-satisfaction & work-life balance → teamwork with particular individuals, managers... 〆extrinsic factors ↔ hygiene factors that may not last long → depends on work culture, purchasing power & average income per capita in each country Herzberg 2-factor theory = motivators will fail if hygiene factors are not satisfactory hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder What could motivate staff in an industrial city located in a largely agricultural county in central England like Leicester? ✓ career development in a local plant rather than international aspirations ✓ access to property ladder ✓ social amenities for raising a family → decent work life balance = intrinsic factor What problems can managers have when trying to motivate sales teams as opposed to other teams? ✓ success depends almost exclusively on money ✓ competition amongst sales reps → teams don't work together ✓ too much pressure ✓ lack of - or difficult, cross cultural communication (...) active wip textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg80-81-136-138-142_case_study_motivating_the_sales_team.pdf T / Cl What problems does David Seymour have? 〆sales below target 〆low morale 〆Asian expansion in doubt 〆launch of new products next year under question → team members are not working together?... pg 80 David Seymour - reading T / Cl Is tighter control the right tool to improve sales performance of team members motivated most likely by intrinsic factors? 〆 probably not pg 80 David Seymour's plan T / Cl Do you agree with his ideas? 〆no individual commission might not be fair 〆being the least successful performer 〆weekly reports reminiscent of micromanagement → no team building actions pg 80 listening sales meeting market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_030.ogg T / Cl What solutions do you agree with? Why? (...) pg 81 task 1 2 3 4 5 6 pg 136 director 1 T / Cl Who is guilty of poor sales results [team | David]? ✓ probably David → find a new manager pg 142 director 2 T / Cl What would you recommend [fire David | move him to another department | provide him with training]? ✓ many members are quite experienced already! → difficult team to manage (...) Who needs training? ✓ David (team-building rather than motivating) ✓ Natalya (sales) ✓ Hank (interpersonal skills) (...) pg 138 director 3 T / Cl Would you replace David with Chang? 〆too polite 〆not assertive enough in meetings → needs training Has Chang got greater potential for leadership? 〆training may not change mentality ✓ likeable & cooperative → can bring the team back together = people person pg 136 director 4 T / Cl Could Sonia be a good match to improve the team's morale? 〆 workaholic ]]> active wip textbook DVD case study commentary Feedback T / Cl What are David's mistakes according to the consultant? 〆no common ground (what is 'success'?) 〆no shared criteria 〆changes in compensation like opening a Pandora's box 〆no alignment of the team 〆DS isn't a good listener → should encourage team to communicate together rather than one to one What should monthly reports provide? ✓ celebrate success together (perhaps a little too formal?) ✓ indicate where help is required What conclusions can be drawn? 〆either David shouldn't be given a warning (yet) or be fired immediately → David needs support, continuous training in team building = mistake of HR in hiring him in the 1st place ⇒ recruit a new manager to start team building from scratch?... ]]> to foster = to promote the growth of to contrive = to make or work out a plan for; to devise contrived = artificially formal; showing effects of planning or manipulation to persist = to refuse to stop; continue firmly or obstinately (in an opinion or a course of action) esp. despite obstacles, remonstrance... dab hand (at sth) = person who is very good at doing sth or using sth pedestrian = without any imagination or excitement; dull DOS = Dept of State, federal department in the United States that sets and maintains foreign policies to cook up = to plan and put together; make up; invent storm = situation in which a lot of people suddenly express very strong feelings about sth to pitch in = (informal) to join in and help with an activity, by doing some of the work or by giving money, advice, etc dispersed = spread over a wide area eponymous = eponymous character of a book, play, film/movie, etc. is the one mentioned in the title client hospitality = typically an organization that contracts with a hotel or other hospitality provider to arrange accommodations or services for their employees, members, or guests to resort to = to do something because there is no other way of achieving something to steer = to take control of a situation and influence the way in which it develops; to control the direction in which a boat, car, etc. moves C2 = command and control form of management (vertical) empowered management = form of management where someone is given an instruction and left to do it how they want to persist = to continue to do sth in spite of difficulties or opposition, in a way that can seem unreasonable to win over = to convince; to make (someone) agree, understand, or realize the truth or validity of something to get the picture = to get the meaning of something to pull your weight = to do your full share of work; do your part to have a quiet word in sb's ear = to talk in secret to put off = to hold back to a later time compound = thing consisting of two or more separate things combined together to compound = to make sth bad become even worse by causing further harm, e.g. The problems were compounded by severe food shortages intrinsic = inherent, essential; belonging naturally (intrinsic value) extrinsic = not forming an essential part of a thing or arising or originating from the outside Herzberg 2-factor theory = motivators will fail if hygiene factors are not satisfactory hygiene factor = feature of a job that will make a worker unhappy if it is not provided, for example fair pay or comfortable working conditions: Hygiene factors are those which are necessary for people to work, not those that actually motivate people to work harder purchasing power = money that people have available to buy goods with in that they will have a work tomorrow This report is quite | really enough ~~at all~~ If he ~~will be~~ is provided with more training, he will work better ]]> to vary /'veri:/ 20241118 18:05-19:00 1.5 active Team building to mitigate communication problems Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) Team building Recipes for team building By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader Upper Intermediate market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf

Zoom meeting details Meeting ID: 736 3734 5149 Passcode: VhP32d https://us04web.zoom.us/j/73637345149?pwd=9XbxDC1Zm8liOLa6Q1HQRtaqnUaYQS.1 ]]> Market Leader 3rd edition B2 Unit 8 Team building 1 Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) Stages of team development (Bruce Tuckman) & possible dysfunctions (Patrick Lenciono) active edit_ol_qa pix/icons8-collaboration-100_white.png How do you build a team? ✓ recruit a variety of profiles ✓ motivate ✓ build team spirit ✓ find a sense of direction ✓ establish a method of working ✓ recognise skills & abilities ✓ involve ✓ control, then stand back (...)

]]> ✓ show team members can rely on you ✓ (but) make team responsible for results ✓ team members can choose tasks according to their interests & skills → self-managed teams often provide better results than when managed by a single leader pivotal /'pivətəl/ = of great importance because other things depend on it

]]> ✓ forming ✓ storming (choose and / or test leader) ✓ norming ✓ performing = 4 stages of team development → assess whether the team is young or already experienced & ready for challenging tasks → adapt management style to team's level of professional cohesiveness & readiness (situational management) to adjourn = to stop a meeting or an official process for a period of time

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]]> vulnerable = able to be easily physically or mentally hurt, influenced, or attacked active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg76-78_recipes_for_team_building_modal_perfect.pdf ✓ the team leader ✓ makes the goal clear and understandable Building successful teams pg 76 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_025.ogg ]]> active textbook 〆only when requested → fewer opportunities for casual conversation, sharing feelings Should you be limited by subject-heading thinking? 〆probably not ✓ though some agenda is needed → need to have random, creative ideas Will you talk with colleagues without a specific need? 〆perhaps not because you are stuck in your daily work → need for informal meetings, integration activities pg 76 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_026.ogg T / Cl Who pulls the team together? ✓ the gluers What do they look after? ✓ pastoral needs = relationship (emotional, 'spiritual') needs of people pg 76 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_027.ogg T / Cl What kind of role do you usually play in a team [leader | creator | glue | doer]? What does it depend on? ✓ professional experience ✓ personal qualities (...) pg 76 ex D listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_028.ogg T / Cl What form of leadership is more popular in Russia [empowerment | command & control]? ✓ depends on corporate culture ✓ perhaps traditionally C2 What form of leadership is more popular in the US [empowerment | command & control]? ✓ empowered form of leadership ]]> collateral = guarantee to break even = to attain a level at which there is neither gain nor loss, as in business pastoral /ˈpɑ:stərəl/ = relating to the work of a priest or teacher in giving help and advice on personal matters, not just those connected with religion or education to steer = to take control of a situation and influence the way in which it develops; to control the direction in which a boat, car, etc. moves C2 = command and control form of management (vertical) empowered management = form of management where someone is given an instruction and left to do it how they want to contrive = to make or work out a plan for; to devise How What's it called? There were no ~~any~~ errors when I brought it to them They should know what is each other's role ]]> 20240123_tbc 18:40-19:40 1.5 1666 tbc Case study - Selig and Lind Case study - Selig and Lind (1/2) Case study - Selig and Lind (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles Case study - Selig and Lind pg 72 background Optional homework pg 71 ex E presentation → practise expressions from the useful language box (send the link to your google doc (in edit mode!) market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Would you like to relocate to Copenhagen, Denmark? ✓ better work life balance in Scandinavian countries ✓ lifestyle closer to nature (...) What differences in corporate culture & management style would you expect? ✓ stronger labour law to protect employees ✓ less stressful work conditions labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations What mistakes could a result-oriented manager make when running an international team with a Scandinavian corporate culture? 〆being too authoritarian 〆making decisions without consensus 〆providing little support with for less experienced team members 〆socialising not enough = not taking into consideration cultural differences among team members → needs cross-cultural skills to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language Do you think strong leaders groom weak managers? 〆strong leader may create too comfy a work environment → managers need to be thrown in at the deep end to learn & become autonomous to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position active textbook tmp_pdf/market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf Lexical material: Choosing the right manager & management style pg 72 background reading T / Cl What management mistakes do you think Paul Johnstone made? 〆perhaps ignored cultural differences among team members 〆perhaps team members were not taught or told how to communicate across cultures (...) Was he too authoritarian? 〆perhaps focused too much on meeting deadlines 〆perhaps wasn't interested in team members' opinions (...) pg 72 management style of Paul team member #1 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_022.ogg T / Cl What is a better management style: saying what to do or how to do things? ✓ what to do = focus on goals → provide support only if needed = situational management Hersey & Blanchard - Situational leadership

team member #2 market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_023.ogg T / Cl What is more effective: being a people's person or focusing on results? ✓ depends on short & long term goals → build rapport if long term, strategic goals are set Blake & Mouton - Managerial chart

]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_pg72-73_selig_and_lind_choosing_a_manager.pdf 〆should have already proven by now that he is prepared to learn & improve himself → current situation is not a warning but a likely dismissal → leadership course is probably too late What management styles should be used? ✓ see pg 67 ex D pg 72 replacing the project manager pg 73 read descriptions pg 73 task 1 2 T / Cl Rank candidates in terms of suitability → Isn't Ruth too decisive? (indeed, sales management consists in pushing people) → Will the team want to work 6-7 days a week with Kazuo when they're already exhausted? → Is Eduardo decisive enough? → Has Martina got sufficient interpersonal skills? pg 73 task 3 4 〆Martina has limited experience in managing people (only IT, not multicultural) ✓ Eduardo may set a better example for a customer service to retail outlets though is not goal oriented ]]> active textbook DVD case study commentary Feedback T / Cl Why did he alienate from his staff? 〆result-oriented 〆unclear goal-setting 〆demotivating by not involving staff in decision-making 〆poor, little constructive feedback → improve communication & interpersonal skills What are the most striking weaknesses of the candidates? 〆Ruth doesn't appear to want to accommodate her management style to an international team 〆Kazuo might turn people off by considering company is more important than individuals 〆Eduardo may be too hesitant and not prepared to take tough decisions because he wants to be liked too much 〆Martina believes people are motivated by money Who would the consultant recommend? ✓ Ruth might face some resistance at the beginning but eventually will meet deadlines = favourite candidate ✓ Eduardo would build a good rapport with team members but might not get things done = front-runner ]]> wip textbook use expressions from pg 67 ex D use expressions from pg 68 ex E see pg 131 writing a report (including an executive summary) ]]> labour law = body of law that applies to matters such as employment, wages, conditions of work, labour unions, and labour-management relations to be thrown in at the deep end = to be given a difficult job without preparation to groom sb (for / as sth) = to prepare or train sb for an important job or position to call a spade a spade = to call a person or thing a name that is true but not polite; speak bluntly; use the plainest language disheartening = not to motivate or encourage distant = not friendly; not wanting a close relationship with sb morale /mə:'æl/ = amount of confidence and enthusiasm, etc. that a person or a group has at a particular time to the letter = in every detail ashamed ~ (of sth/sb / yourself) | ~ (that ...) | ~ (to be sth) = feeling shame or embarrassment about sb/sth or because of sth you have done to alienate /ˈeɪljəneɪt/ = to make sb less friendly or sympathetic towards you; to make sb feel that they do not belong in a particular group; to cause someone or a group of people to stop supporting and agreeing with you front-runner = competitor thought likely to win rapport /ræ'pɔ:r/ (with sb) | ~ (between A and B) = a friendly relationship in which people understand each other very well tenacious = that does not stop holding sth or give up sth easily; determined to overlook = to fail to notice to carry out = to execute, to perform 20240116 18:40-19:40 1.5 1666 active Delivering a presentation By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 70 ex F writing - profile of a manager https://docs.google.com/document/d/13zotWjJaOE6RcEw_O5ha-ugqAyiR5MkJyYQK_LS91II/edit market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> active textbook ✓ timely solution ✓ blue ocean strategy ✓ celebrity endorsement ✓ cooked fish in an untouched ice cube (e.g. Miele Dialogue Oven) (...) How can you quench the curiosity of your audience? ✓ hand over samples ✓ conduct test drives ✓ run open-door days ✓ organise webinars, workshops ✓ allow 3rd parties to inspect & audit your solutions How can you help people understand & remember your presentation? ✓ ask the audience to imagine themselves in the target situation ✓ explain at what stage the project is ✓ mention partners (lenders, builders, producers, distributors...) → help navigate the project (...) Will slides be enough? 〆the fewer slides, the better ✓ slides should just support the narrative in a memorable way ✓ prefer a live demonstration or performance (...) T / Cl How would you sell iced tea? ✓ distribute samples in supermarkets, parks, sports events ✓ advertise massively on Tv, the internet ✓ contact famous bloggers, influencers, opinion leaders... (...) --> Functional language: Presentation skills pg 70 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_021.ogg pg 71 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf Rhetorical questions for preparing a presentation ✓ cutting edge technology ✓ 4 Ps = price, promotion, product, placement ✓ 4 Cs = customer solution, cost, convenience, communication Has your offer got a wide appeal? ✓ need to contact target minimum 3 - on average 7(!) - times before point of sale Will your product undoubtedly appeal to security-conscious customers? ✓ authorised point of sale ✓ on-line retail only ✓ generation Y & Z What is a major selling point? ✓ brand image ✓ value for money pg 71 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_021.ogg Functional language: Stating the purpose, involving the audience Functional language: Persuading, emphasising, exemplifying Functional language: Changing the subject, referring to visuals, discussing implications T / Cl 'Turning now to' means [emphasising a point | changing subjects] ✓ changing subjects pg 71 ex D vocab T / Cl Is there anything missing in this presentation? 〆price positioning ≠ presentation targeting people placing orders → rather convincing, though general, informative product presentation set for homework - to be confirmed pg 71 ex E presentation → practise expressions from the useful language box ]]> wip textbook Presentation delivery Feedback ]]> blue ocean strategy = simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. It is about creating and capturing uncontested market space, thereby making the competition irrelevant. It is based on the view that market boundaries and industry structure are not a given and can be reconstructed by the actions and beliefs of industry players (src: https://www.blueoceanstrategy.com/what-is-blue-ocean-strategy/) to quench = to satisfy (thirst) ounce = unit for measuring weight, /16 of a pound, equal to 28.35 grams edge over the competition = slight competitive advantage to stand out = to look different; to distinguish oneself to reveal ~ sth (to sb) = to make sth known to sb; to show sth that previously could not be seen to appeal = to attract comprehensive = including all or everything outstanding = distinguished from others in excellence; of major significance or importance hand-out = free document that gives information about an event or a matter of public interest, or that states the views of a political party, etc to stress = to emphasise USP = unique selling point to persuade = to convince curiosity (about sth) | ~ (to do sth) = strong desire to know about sth edge over the competition = slight competitive advantage cutting edge = the newest, most advanced stage in the development of sth to appeal = to attract 4 Ps = price, promotion, product, placement 4 Cs = customer solution, cost, convenience, communication coherency = logical and orderly and consistent relation of parts FMCG = fast moving consumer goods 20240109 18:40-19:40 1.5 1666 active Text reference - Presentations Dealing with talented volatile managers - Jim Buckmaster (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex E F vocab market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> wip textbook Management styles → pg 145 reading student B Jim Buckmaster ]]> active textbook ✓ depends on your mentoring & empowerment skills pg 68 ex E vocab set for homework pg 68 ex F vocab ]]> 1 Dealing with talented volatile managers hw20221005 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Are you ready to put up with volatile managers if they are indeed talented? Is it against your principles to shout at work?

]]> How do you deal with a talented, but volatile, manager? ✓ show you are self-motivated ✓ use foul language to support your emotions & engagement in the business = be involved → pretend you are on the same wavelength ✓ be demanding towards your subordinates in the same way foul = including rude words and swearing; offensive If you work unsociable hours, is it evidence of a good or bad management style? 〆too demanding management style ≠ self-motivated staff who enjoy their work unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day Why is perfectionism not a key to successful management? ✓ better focus on frequent incremental changes ✓ strike a balance between management by consensus and perfectionism = manage your energy, get your priorities right → 20% efforts account for 80% of results (Pareto principle) Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect active textbook pg 69 ex G discussion ]]> 20191022-0936 Reference words (the former, the latter) active grammar 20191024-1036 Reference words (it, this, that) active grammar active textbook pg 70 ex A B C D grammar pg 70 ex E vocab (former vs latter) set for homework - to be confirmed pg 70 ex F writing - profile of a manager ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ timely solution ✓ blue ocean strategy ✓ celebrity endorsement ✓ cooked fish in an untouched ice cube (e.g. Miele Dialogue Oven) (...) How can you quench the curiosity of your audience? ✓ hand over samples ✓ conduct test drives ✓ run open-door days ✓ organise webinars, workshops ✓ allow 3rd parties to inspect & audit your solutions How can you help people understand & remember your presentation? ✓ ask the audience to imagine themselves in the target situation ✓ explain at what stage the project is ✓ mention partners (lenders, builders, producers, distributors...) → help navigate the project (...) Will slides be enough? 〆the fewer slides, the better ✓ slides should just support the narrative in a memorable way ✓ prefer a live demonstration or performance (...) T / Cl How would you sell iced tea? ✓ distribute samples in supermarkets, parks, sports events ✓ advertise massively on Tv, the internet ✓ contact famous bloggers, influencers, opinion leaders... (...) Functional language: Presentation skills pg 70 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_021.ogg pg 71 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_020.ogg ]]> liable /'laiəbəl/ = likely to be affected by sth, prone to; likely to do sth to put up with = to tolerate, accept patiently; bear foul = including rude words and swearing; offensive Pareto principle = rule which states that for many outcomes, roughly 80% of consequences come from 20% of causes. In other words, a small percentage of causes have an outsized effect unsociable = not enjoying the company of other people; not friendly; unsocial hours (BrE) are those that are outside the normal working day seldom rare situations I don't have ~~the~~ any practice to work (OR any experience in working) with a volatile manager Some of the meetings are really ~~the~~ a waste of time ]]> 20231226 18:40-19:40 1.5 1666 active Dealing with talented volatile managers Dealing with talented volatile managers - Anna Wintour (1/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 68 ex A B reading Management styles → pg 69 reading student A Anna Wintour ~~→ pg 145 reading student B Jim Buckmaster~~ (scheduled for next lesson) market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ when people are not owned by the organisation = let people bring their own perceptions, biases, personality, culture at work... pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_018.ogg Lexical material: Managerial philosophies What should managers always bear in mind? 1 consideration, respect & trust 2 recognition & credit 3 involvement & availability 4 a sense of justice 5 positive action on an individual basis 6 emphasis on end results ]]> active textbook ✓ Does the end justify the means? pg 67 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_019.ogg see audioscript pg 160 T / Cl Do many managers in Russia believe in self-direction & self-control of their staff? 〆managerial skills gap in generations & regions → do they want to learn how to develop? e.g. Vkusville → no security guards to acknowledge delivery of goods = cheaper to factor costs of petty food theft than employ for security staff pg 67 ex D speaking T / Cl Which management style gets the best out of people? → depends if people are ready for self-direction... Should a manager be in someone else's shoes, i.e. change their management styles? ✓ be ready to accept feedback from both superiors & your team → acknowledge the fact you may need to change your management style ]]> active textbook 〆bureaucracy 〆decisions are still based on the company's local market rather than international demand (...) pg 68 ex A speaking pg 68 ex B C reading Management styles → pg 69 reading student A Anna Wintour ~~→ pg 145 reading student B Jim Buckmaster~~ ]]> active textbook set for homework pg 68 ex E F vocab ]]> ruthless = disapproving) (of people or their behaviour) hard and cruel; determined to get what you want and not caring if you hurt other people to embrace = (formal) to accept an idea, a proposal, a set of beliefs, etc., especially when it is done with enthusiasm to dismantle = to take apart a machine or structure so that it is in separate pieces; to end an organization or system gradually in an organized way to haggle (with sb) (over sth) = to argue with sb in order to reach an agreement, especially about the price of sth to liaise = (with sb) (especially BrE) to work closely with sb and exchange information with them headcount = act of counting the number of people who are at an event, employed by an organization, etc.; the number of people that have been counted in this way to align sth (with / to sth) = to change sth slightly so that it is in the correct relationship to sth else to align yourself with sb/sth = to publicly support an organization, a set of opinions or a person that you agree with concession (to make a ~) = something that you allow or do, or allow sb to have, in order to end an argument or to make a situation less difficult hefty = (of an amount of money) large; larger than usual or expected to make do = to come to terms with; to use a poor substitute when one does not have the right thing be analyse the situation Do Have you watched that movie? ]]> 20231219 18:40-19:40 1.5 1666 active Management styles, successful managers By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles pg 67 ex A vocab market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> active textbook Lexical material: Describing the role of a manager and management styles T / Cl Can staff turnover be a reliable way of measuring a manager's success? ✓ might be affected by HR policies ✓ depends on macro-economic circumstances e.g. trends on the labour market (...) pg 66 ex B C starting up ]]> 1 pix/icons8-collaboration-100_white.png Roles of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the main roles of a manager? → rank the following roles from the most important to the least → explain or contrast roles → give examples ]]>

key roles

expected profile

least relevant behaviour

]]> active textbook 〆 none What's the opposite of 'decisive'? ✓ indecisive pg 67 ex A vocab T / Cl Do you remember a situation when a manager was inconsiderate? What happened? ✓ when pushed by deadlines to work after hours pg 67 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_016.ogg T / Cl What is more important to be for a manager [considerate | inspiring | efficient...]? pg 67 ex C speaking pg 67 ex D vocab ]]> 2 pix/icons8-collaboration-100_white.png Traits of a manager active wip deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What are the traits of a good manager? → rank the following traits from the most important to the least → explain or contrast traits → give examples ]]>

significant traits

desirable traits

possibly less features

]]> 3 pix/icons8-collaboration-100_white.png Management styles active wip xml_multi_dd_row deck_shuffled_lines_halign prep_deck_shuffled_lines_halign What management styles have you experienced? Which do you find more efficient? When? → put the management styles under their respective heading → explain and contrast styles → give examples ]]> 30 8 left 4;6;7;10 5;8 1;2;3;9 active textbook ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf ✓ ability to manage in an increasingly competitive, volatile changing business environment ✓ concern for the recognition of the individual within the organisation = international HR management pg 67 ex A listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd02/market_leader_3rd_upper_intermediate_audio_cd02_017.ogg ]]> to interfere (in sth) = to get involved in and try to influence a situation that does not concern you, in a way that annoys other people mediator = person or an organization that tries to get agreement between people or groups who disagree with each other unorganised = having no organisation at all disorganised = very bad at arranging or planning things volatile = (often disapproving) (of a person or their moods) changing easily from one mood to another; (of a situation) likely to change suddenly; easily becoming dangerous impediment = something that delays or stops the progress of sth; obstacle 20231212 18:40-19:40 1.5 1666 active Introduction to management styles By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson. Market Leader 3rd edition Upper Intermediate Unit 7 Management styles market_leader_3rd_upper_intermediate_students_book_pg66-73_unit7_management_styles.pdf

Zoom meeting details P.Lipovtsev - D.Potter Zoom Meeting Meeting ID: 778 7447 1635 Passcode: 3VX3E7 https://us04web.zoom.us/j/77874471635?pwd=gYY4nRCY3csyUMiFJOOpOpcbcuP5Zf.1 ]]> 1 Why good leaders make you feel safe? 20231128 hw20231205 pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo ]]> 1 Why good leaders make you feel safe? 20231128 hw20231205 active edit_ol_qa prep_ol_qa pix/icons8-collaboration-100_white.png Why good leaders make you feel safe | Simon Sinek What makes a great leader? Management theorist Simon Sinek suggests, it's someone who makes their employees feel secure, who draws staffers into a circle of trust. But creating trust and safety — especially in an uneven economy — means taking on big responsibility. https://www.youtube.com/watch?v=lmyZMtPVodo]]> why_good_leaders_make_you_feel_safe_simon_sinek-lmyzmtpvodo.mp4 Why was Captain Swenson recognised? [00:52] ✓ ran into live fire when caught in an ambush in Afghanistan ✓ rescued the wounded ✓ pulled out the dead = brave → reminiscent of a hero? to recognise = to express obligation, thanks, or gratitude for What is remarkable about what Captain Swenson did? [01:36] ✓ he kissed his wounded soldier who was being evacuated by helicopter → emotional intelligence? emotional intelligence = ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict What is the difference in making sacrifices in the army and in business? [02:06] ✓ in the army, they're willing to sacrifice themselves so that others may gain → leaders are rewarded with a medal ✓ in business, leaders give bonuses to people who are ready to sacrifice others so that leaders may gain = opposite action Do you know of - or believe that - soldiers are attracted by the ideology: having a vocation, giving a service to their country? Can employees in business be motivated in the same way? [02:30] 〆their environment doesn't define how they act ✓ they would sacrifice themselves for you (if you can create the right environment) → employees, like soldiers, may work harder if well motivated, or inspired → create the right environment vocation = type of work or way of life that you believe is especially suitable for you What is special about this environment? What are the 2 key ingredients? [03:01] ✓ trust ✓ cooperation ≠ words or instructions → empathy What is the circle of safety? [03:52] ✓ an area where the tribe of social animals collaborate together → feel safe ✓ protect against external danger = feeling of trust & cooperation How does the anecdote of the airport staff support the anti-thesis (i.e. situation in which you are not in the circle of safety)? [05:44] 〆if you don't follow the rules → lose your job = don't trust their leaders What makes a good parent? [06:36] ✓ giving love ✓ ensuring education ✓ teaching discipline ✓ providing support to make great achievements ✓ giving opportunities to try and fail → be a role model? How often should a manager give opportunities to try and fail? → create sandbox environments How many leaders prepare their successors? 〆lack of talent management 〆little concern for knowledge management = self-protection in Russia What is lifetime employment policy? [07:19] ✓ don't lay off staff for performance issues (because you wouldn't lay off children either) → coach when there is an issue Would you sacrifice numbers to save people? [08:18] ✓ in practice, reduce operational costs before labour costs because recruiting is time consuming What is the difference between head counts and heart counts? [09:25] ✓ don't lay off staff during hard times ✓ people who feel safe will collaborate better & spontaneously make compromises = better to all suffer a little than one should suffer a lot How different are some of the recognised leaders at the top and unofficial leaders at the bottom? [10:22] ✓ many leaders at the top feature only authority 〆they lack empathy 〆they are not trusted ✓ leaders at the bottom (usually) lack authority → feature consideration for others ✓ they are trusted = create a safe environment Why are some staff members ready to sacrifice themselves? [11:24] ✓ because that's what their managers would do for them = guarantee of a safe environment for all ≠ networking → don't make staff members feel like a cogwheel in the system, or just a pawn in a board game = being Russian doesn't mean adhering to authoritarian management styles to adhere = to behave according to a particular law, rule, set of instructions, etc 1 Introduction to management styles active edit_ol_qa pix/icons8-collaboration-100_white.png Are skills needed to be a female referee different from a male referee? ✓ depends on gender role in a given country or corporate culture gender role = overt expression of attitudes that indicate to others the degree of your maleness or femaleness What management styles do you know of? ✓ authoritative vs democratic ✓ empowering vs controlling ✓ directive vs laid-back & laissez-faire laid-back = calm, and relaxed; seeming not to worry about anything laissez-faire /,leɪseɪˈfɛə/ = allow to do What are the advantages of empowering? ✓ decentralised decision-making ✓ less bureaucratic ✓ employees motivated by company ownership empowering = giving sb the power or authority to do sth What are the characteristics of a strong leadership? ✓ traditional, authoritarian manager ✓ visionary, charismatic leader ✓ decisions made in a top-down approach top-down = approach where an executive decision maker or other top person makes the decisions of how something should be done, from their level to lower levels in the hierarchy How would you define management by consensus? ✓ process of consultation ✓ employees contribute to decision-making consensus = opinion that all members of a group agree with Why should managers achieve consensual management with coaching & mentoring? ✓ be a role model ✓ senior managers groom 'future' managers role model = person that you admire and try to copy to groom = sb (for / as sth) to prepare or train sb for an important job or position to adhere = to behave according to a particular law, rule, set of instructions, etc empowerment = to give sb the power or authority to do sth consensus ~ (among sb) | ~ (about sth) | ~ (that ...) = an opinion that all members of a group agree with consensual /kən'sensu:əl/ /kən'senʃu:əl/ = which people in general agree with decisive /dɪˈsaɪsɪv/ = very important for the final result of a particular situation; able to decide sth quickly and with confidence to groom sb (for / as sth) = to prepare or train sb for an important job or position laid-back = calm, and relaxed; seeming not to worry about anything 20240906 10:10-11:30 2 active Case study Kensington United (2/2) By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson Market Leader 3rd edition Upper Intermediate Unit 4 Success Case study Kensington United pg 43 task 1 2 → role play negotiation (use agenda) pg 133 Kensington United pg 144 Universal Communications market_leader_3rd_upper_intermediate_students_book_pg42-43-133-141_case_study_kensington_united_negotiation.pdf

Zoom meeting details Meeting ID: 790 6481 2277 Passcode: WwX2fj https://us04web.zoom.us/j/79064812277?pwd=3Nv2CIFcL3WEleMHgwLVAKb6inDjHU.1 ]]> active textbook move_contents

Negotiation set phrases

Establishing connection → break the ice Nice to meet you! How was your journey? Have you had a nice trip? Ingratiation → be amiable We're very excited to meet you today. We've heard a lot about your company. Feedback from your product / services is excellent. Anchoring → ask rhetorical questions Are you satisfied with...? Wouldn't you like...? Have you ever thought you could work faster if...? Exploring each other's needs → ask diagnostic (open) questions How much do you usually pay for...? What quantities would you...? Signalling for movement → show there is room for manoeuvre I think there's material for discussion My company might accept such terms if... Perhaps we could... I'd need to check if... Active listening → paraphrase So, you're saying... I get it I do see where you're coming from

Negotiation giveaways

Dealing with objections (resistance) That's what I thought at first but... Look at it this way... Have you seen (statistics / data / competitors' strategy...) ? Brainstorming new options → use conditional structures Don't worry, we're just considering... You don't have to commit yourself to..., you could only... Who else would benefit from...? Probing with proposals → use what if + conditionals What if you had... Would it help if... Showing preliminary agreement You sold me! If you could make a compelling case that... that'd (would) help. I'm with you up to now. So far, so good. It sounds good. If it's rock solid, I'll sign it. Making concessions Normally, we do... but for you, we can... I'd be ready to reconsider / decrease/ change... if you did... What do you need from me to support/agree fully? If I'm on it, I'll give you... Closing the deal Deal! Tying up loose ends I think we've covered a lot of ground today Shall we go out for dinner? I really look forward to this

]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg42-43-133-141_case_study_kensington_united_negotiation.pdf market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd01/market_leader_3rd_upper_intermediate_audio_cd01_031.ogg T / Cl Will Chinese fans really enjoy a fiery ♣ top-player like Henry Obogu? ♣ fiery = quickly or easily becoming angry; looking like fire; consisting of fire 〆not a good role model for spectators to behave better ✓ prefer someone less sensational and more respectable? → Kensington United might veto hiring such player ]]> active textbook DVD case study commentary Conclusions ✓ BATNA (best alternative to a negotiated agreement) ✓ coinage feedback T / Cl How to prepare for a negotiation? ✓ your position ✓ your partner's position → focus on common ground rather than differences ✓ ideal outcome ✓ middle outcome ✓ BATNA (bottom line below which you shouldn't go) = room for manoeuvre What is important to be a good negotiator? ✓ understand the real needs of the other party ✓ be a good listener = have a win-win attitude → focus on coinage = what doesn't cost you much but has high value for the other party Areas of sponsorship ✓ opportunities for business development ✓ opportunities for broader exposure = creative solutions (advertising) ]]> wip textbook → press release relating successful negotiation OR → letter to opposite number in the negotiation regretting the deal fell through → send by e-mail in *.docx duncanpotter@yandex.ru ]]> fiery = quickly or easily becoming angry; looking like fire; consisting of fire BATNA = best alternative to a negotiated agreement. In negotiation theory, the Best Alternative to a Negotiated Agreement or BATNA is the most advantageous alternative course of action coinage = process of inventing a word or phrase; what doesn't cost you much but has high value for the other party our today's meeting We can increase the sum ~~for~~ by 40 ~~millions~~ million They will ~~do a~~ damage ~~for~~ our brand They can tell to them if there is an incident ]]> surveillance /sə:ˈveɪləns/ 20230111 10:10-11:30 2 active Case study Kensington United By the end of this session you will have studied print

Download onto your tablet or print the following pdf for our next lesson Market Leader 3rd Intermediate Case study - Pampas Leather Company market_leader_3rd_intermediate_course_book_pg87-9_138_negotiating_case_study_pampas_leather_company.pdf smartphone or tablet device

Download onto your tablet or print the following pdf for our next lesson Market Leader 3rd edition Upper Intermediate Unit 4 Success Case study Kensington United pg 42 Current situation reading market_leader_3rd_upper_intermediate_students_book_pg42-43-133-141_case_study_kensington_united_negotiation.pdf

Zoom meeting details Meeting ID: 790 6481 2277 Passcode: WwX2fj https://us04web.zoom.us/j/79064812277?pwd=3Nv2CIFcL3WEleMHgwLVAKb6inDjHU.1 ]]> active textbook DVD case study commentary Feedback Why is it important to build a sustainable relationship? ✓ need repeat-business → seek a win-win outcome What risks are they facing? ✓ couldn't return unsold goods featuring the label of the distributor ✓ cultural differences ✓ focus too much on details & terms of the contract Conclusion: ✓ look for a long term relationship rather than big volumes → be honest about your needs 〆don't bluff → share risks equally & fairly ✓ work together and not against each other = reach a win-win solution ]]> 1 Lead in active edit_ol_qa pix/icons8-collaboration-100_white.png Why is it important to signal to your opponent that you understand, disagree, or have some suggestions? ✓ build rapport ≠ play a poker face ✓ ensure that there are no misunderstandings → reach a win/win solution How do you signal a question about a difficult issue? ✓ I'm afraid I really need to ask you sth (...) What is the most difficult in negotiations? ✓ obtaining only the exact features you need ✓ negotiate a whole project and not only machine tools or services → request quotations from 4-5 different producers → conduct negotiations with two producers who know they are in competition What are the disadvantages of exclusivity deals? 〆can't find alternative offers from the competition active textbook pg 41 ex A vocab pg 41 ex B listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd01/market_leader_3rd_upper_intermediate_audio_cd01_029.ogg pg 41 ex C listening market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd01/market_leader_3rd_upper_intermediate_audio_cd01_029.ogg pg 41 ex D role play use pg 41 useful language pg 133 Spanish sales manager of briefcases pg 142 Swiss retailer ]]> active textbook ✓ contract out the best (and most expensive) players (...) How do you get sponsorship? ✓ find a business angel (like Abramovich for Chelsea) ✓ find which companies would like to entertain their clients (...) pg 42 Current situation reading T / Cl How do you make a football club commercially successful? ✓ much advertising ✓ household names displayed at events (...) ]]> active textbook tmp_pdf/market_leader_3rd_upper_intermediate_students_book_pg42-43-133-141_case_study_kensington_united_negotiation.pdf market_leader/market_leader_3rd_upper_intermediate/market_leader_3rd_upper_intermediate_audio_cd01/market_leader_3rd_upper_intermediate_audio_cd01_030.ogg → what points do they mention which could make a sponsorship deal more attractive? ✓ club travel agency ✓ hospitality facilities (e.g. vip boxes for business people) ✓ joint venture with insurance company ✓ training courses in leadership ✓ football boot manufacturing company ✓ whiz kid manager → what points do they mention which could make a sponsorship deal more difficult to pull off? 〆no chance of getting in the final yet 〆lack of a football star 〆fight of hooligans in crowds harms reputation ]]> 2 Preparing for a sponsorship deal active edit_ol_qa pix/icons8-collaboration-100_white.png What fringe benefits should players get? ✓ mobile phones ✓ personal sports cars for 3 top players (...) fringe benefits = extra things that an employer gives you as well as your wages What will Universal Communications demand in return? ✓ product placement ✓ advertising on T-shirts ✓ Asian celebrity endorsement (...) endorsement = statement made in an advertisement, usually by sb famous or important, saying that they use and like a particular product Can Kensington afford to recruit a top player? ✓ they should strive to do so Is a top player who costs 20 million Euro the guarantee that Kensington will win the European cup? ✓ will certainly attract greater audiences active textbook → role play negotiation (use agenda) pg 133 Kensington United pg 144 Universal Communications → recycle expressions below ]]> active textbook move_contents

Negotiation set phrases

Negotiation giveaways

]]> to meet half way = to yield or concede half of the difference in order to effect a compromise or reconciliation with to adore = to love sb very much; to like sth very much rumour = piece of information, or a story, that people talk about, but that may not be true; разговоры; слух asset = person or thing that is valuable or useful to sb/sth disgrace = loss of other people's respect and approval because of the bad way sb has behaved;person or thing that is so bad that people connected with them or it feel or should feel ashamed; позор hospitality = business of providing food, drink, and accommodation for customers of restaurants, bars, etc. or guests at hotels; food, drink, and entertainment provided by a company for business associates, e.g. business trips and corporate hospitality revenue = income, esp. of a large amount, from any source to have a finger in every pie = to be involved in a lot of different activities or knows about a lot of different things to pull off = to be successful; to achieve a goal to outbid sb for sth = to offer more money than sb else in order to buy sth, for example at an auction fringe benefits = extra things that an employer gives you as well as your wages endorsement = statement made in an advertisement, usually by sb famous or important, saying that they use and like a particular product nice convenient terms ~~for~~ of negotiation Maybe they can live only in five ~~stars~~ star hotels It doesn't ~~fit in~~ match | satisfy our expectations Could you pay an additional 16 ~~millions~~ million euros? ]]> afford /əˈfɔ:d/ beverages /'bevridʒəz/