English for Business %

Communication
A modular short course on
socialising
telephoning
presentations
meetings
negotiations

Cambridge
Professional
English
Student's Book
Simon Sweeney

CAMBRIDGE
U N I V E R S I T Y PRESS
English for Business %%
Communication
A modular short course on
socialising
telephoning
presentations
meetings
negotiations

Student's Book
Simon Sweeney

CAMBRIDGE
U N I V E R S I T Y PRESS
English for Business
Communication
Student's Book
Simon Sweeney

English for Business The focus is o n building In addition to the new self-study
Communication is a short course confidence and improving sections, the f o r m a t of the b o o k
for managers who need to improve fluency. has been increased and the
their communicative ability w h e n : c o n t e n t redesigned to make the
Key features:
course easier to use.
socialising • m o d u l a r approach for
using the t e l e p h o n e greater flexibility
presenting • focus on listening and speaking Components:
taking part in meetings • language and c o m m u n i c a t i o n Student's Book
negotiating skills checklists for all 15 units Teacher's Book
• realistic communication activities Audio Cassette Set (2)
• new self-study pages for all 15 Audio C D Set (2)
units to enhance effectiveness

M CAMBRIDGE
^jP UNIVERSITY PRESS
www.cambridge.org
English for Business
Communication
Second Edition
A short course consisting of five modules:
Cultural diversity and socialising, Telephoning,
Presentations, Meetings and Negotiations

Student's Book

Simon Sweeney

H CAMBRIDGE
^ 0 UNIVERSITY PRESS
CAMBRIDGE UNIVERSITY PRESS
Cambridge, New York, Melbourne, Madrid, Cape Town, Singapore,
Sao Paulo, Delhi, Dubai, Tokyo, Mexico City

Cambridge University Press

The Edinburgh Building, Cambridge CB2 8RU, UK
www.cambridge.org
Information on this title: www.cambridge.org/9780521754491

© Cambridge University Press 1997, 2003

This publication is in copyright. Subject to statutory exception

and to the provisions of relevant collective licensing agreements,
no reproduction of any part may take place without the written
permission of Cambridge University Press.

First published 1997

Second Edition 2003
9th printing 2010

Printed in Dubai by Oriental Press

A catalogue record for this publication is available from the British Library

ISBN 978-0-521-75449-1 Student's Book

ISBN 978-0-521-75450-7 Teacher's Book
ISBN 978-0-521-75451-4 Audio Cassette Set
ISBN 978-0-521-75452-1 Audio CD

Cambridge University Press has no responsibility for the persistence or

accuracy of URLs for external or third-party internet websites referred to in
this publication, and does not guarantee that any content on such websites is,
or will remain, accurate or appropriate. Information regarding prices, travel
timetables and other factual information given in this work is correct at
the time of first printing but Cambridge University Press does not guarantee
the accuracy of such information thereafter.
Contents
Introduction iv Unit 8 The middle of the presentation 76
1 Holding the audience's attention 76
Module 1 Cultural diversity 2 Structure (2) The main body 78
and socialising 3 Listing information 78
4 Linking ideas 80
Unit 1 Building a relationship 6
5 Sequencing 82
1 Cross-cultural understanding (1) 6
2 Welcoming visitors 8 Unit 9 The end is near ... this is the end 86
3 Small talk: keeping the conversation going 10 1 Structure (3) The end 86
2 Summarising and concluding 87
Unit 2 Culture and entertainment 14
3 Questions and discussion 88
1 Cross-cultural understanding (2) 14
2 Inviting, and accepting or declining 15 Module 4 Meetings
3 Eating out 19
Unit 10 Making meetings effective 96
Module 2 Telephoning 1 What makes a good meeting? 96
2 Chairing a meeting 97
Unit 3 Could I leave a message? 24
3 Establishing the purpose of a meeting 99
1 Preparing to make a telephone call 24
2 Receiving calls 25 Unit 11 Sorry to interrupt, b u t . . . 103
3 Taking and leaving messages 26 1 The structure of decision-making 103
4 Asking for and giving repetition 28 2 Stating and asking for opinion 104
5 The secretarial barrier 29 3 Interrupting and handling interruptions 106
Unit 4 Good to hear from you again! 34 Unit 12 What do you mean by ... ? 113
1 Cross-cultural communication 1 Asking for and giving clarification 113
on the telephone (1) 34 2 Delaying decisions 114
2 Setting up appointments 37 3 Ending the meeting 116
3 Changing arrangements 40
4 Ending a call 42 Module 5 Negotiations
Unit 5 Unfortunately there's a problem ... 45 Unit 13 Know what you want 124
1 Cross-cultural communication on the 1 Types of negotiation 124
telephone (2) 45 2 Preparation for a negotiation 125
2 Problem-solving on the telephone 46 3 Making an opening statement 127
3 Complaints 48 Unit 14 Getting what you can 132
1 Bargaining and making concessions 132
Module 3 Presentations 2 Accepting and confirming 135
Unit 6 Planning and getting started 55 3 Summarising and looking ahead 137
1 Presentation technique and preparation 55 Unit 15 Not getting what you don't want 142
2 The audience 58 1 Types of negotiator 142
3 Structure (1) The introduction 59 2 Dealing with conflict 144
Unit 7 Image, impact and making an 3 Rejecting 146
impression 65 4 Ending the negotiation 149
1 Using visual aids: general principles 65
2 Talking about the content of visual aids 66 File cards lAtol9A 154
3 Describing change 70 File cards lBtol9B 162
File cards 20 to 33 171
Introduction to the
second edition
English for Business Communication is a short course with two key objectives:
• to develop your technique in five key areas of communication: socialising,
telephoning, presenting information, participating in meetings and negotiations
• to develop your knowledge of the language used in these key areas.

The course is concerned with improving your listening and speaking skills. There is a lot
of opportunity to practise understanding from the recorded material. It is important that
you try to understand the key message of the extracts, not every word you hear. Similarly,
there are several reading texts where again you should try to understand the key messages,
not necessarily every word on the page.

There are very many opportunities for discussion and plenty of role plays. The discussion
is partly designed to get you to think about what makes communication effective. The
practice material and the role plays lead to a Transfer exercise. This is a chance to connect
what you have studied with your own daily experience, either as a student or as a
professional working in business. The skills learned from this course are useful for those
preparing to start work and for those already in work.

As you use the course, practise as much as you can and prepare for meetings,
presentations or telephone calls by using the Checklists at the end of each unit. Always
refer to these when preparing a communication task. Try to develop the habit of good
preparation. Try also to develop the habit of self-assessment to help you to see where
improvements can be made. Your teacher will help you with this.

Enjoy the course!

This second edition not only provides improvements to the overall appearance and
design of the book, but also responds to users' requests for more practice material. There
is now an additional page of exercises summarising key language from each unit (Quick
Communication Check), designed for self-study use. The listening material has been
extensively re-recorded with improvements throughout. Together with various small
changes, much of the practice material has also been updated.

Sumcm Sweeney
CULTURAL
DIVERSITY AND
SOCIALISING
 Building a relationship
AIMS Cross-cultural understanding (1)
Welcoming visitors
Small talk: keeping t h e conversation going

1 Cross-cultural understanding (1)

1 Look at the picture. In groups, discuss the situation. Decide what you think the
people are talking about. Suggest various topics. Say what you think they are
definitely not talking about. Then spend a few minutes acting out the conversation.

2 Read the text below. Identify the basic message implied by the text.

Eye contact
In many Western societies, including the United States, a person who does not maintain
'good eye contact' is regarded as being slightly suspicious, or a 'shifty' character. Americans
unconsciously associate people who avoid eye contact as unfriendly, insecure, untrustworthy,
inattentive and impersonal. However, in contrast, Japanese children are taught in school to
5 direct their gaze at the region of their teacher's Adam's apple or tie knot, and, as adults,
Japanese lower their eyes when speaking to a superior, a gesture of respect.
 Latin American cultures, as well as some African cultures, such as Nigeria, have longer
looking time, but prolonged eye contact from an individual of lower status is considered
disrespectful. In the US, it is considered rude to stare - regardless of who is looking at whom.
10 In contrast, the polite Englishman is taught to pay strict attention to a speaker, to listen
carefully, and to blink his eyes to let the speaker know he or she has been understood as well
as heard. Americans signal interest and comprehension by bobbing their heads or grunting.
A widening of the eyes can also be interpreted differently, depending on circumstances
and culture. Take, for instance, the case of an American and a Chinese discussing the terms
15 of a proposed contract. Regardless of the language in which the proposed contract is carried
out, the US negotiator may interpret a Chinese person's widened eyes as an expression of
astonishment instead of as a danger signal (its true meaning) of politely expressed anger.
Adapted from Managing Cultural Differences, Fourth Edition, by Phillip R. Harris and Robert T. Moran.
© 1996 by Gulf Publishing Company, Houston, Texas. Used with permission. All rights reserved.

3 If necessary, read the text again. Then comment on the following:

a) observations about many people from the United States
b) observations about the English
c) an observation about Japanese children
d) the meaning of lowering one's eyes in Japan
e) why looking at someone for a long time may be considered disrespectful
f) the meaning of widened eyes in Chinese culture.

Before receiving a visitor from a foreign country - or before travelling abroad -

you need to think about the cultural issues that may affect the relationship.
a) Suggest some basic research that you should do before receiving your visitor, or
before travelling. What issues should you think about?
Note: After suggesting your own ideas, compare your list with the Skills Checklist at the end of
this unit.

b) Listen to the recording. An American, Peter Wasserman, who is the CEO of an

international company, talks about what he thinks is important in preparing for
business contacts with people from other cultures. He mentions several key areas
to find out about. Identify six of them. Did you think of any of the same issues?

Discussion
In what way is the advice in this section useful when doing business? Look again at
the Skills Checklist on page 12.
 UNIT 1 Building a relationship

2 Welcoming visitors

What happens when a visitor arrives with an appointment to visit a company?

What are the typical stages of the first meeting? What conversations take place?
1 Listen to the recording in which Klaus Ervald arrives for a meeting with
Lars Elstroem and Louise Scott of Evco S.A., a Swedish advertising agency.
a) Is the meeting between Klaus Ervald and Evco formal or informal? Give reasons
for your answer.
b) Do they know each other quite well?
c) Klaus has a problem. What is it?
2 Listen again. Think again about how Louise and Lars talk to Klaus.
She interrupts him at the start. Is this acceptable?
They use first names. Is this right, given the situation?
Lars begins to talk about the programme for the day. Is this appropriate at
this stage?
3 Listen to the recording of Peter Marwood's arrival at SDA Ltd., in Sydney, Australia.
He has to wait a few minutes and asks Stephanie Field for some assistance. Identify
two things he needs and three things he does not need.

Needs

8
I
 Practice 1
Make a dialogue based on the following flow chart. If you need help, look at the
Language Checklist on page 12.

Visitor Receptionist
Introduce yourself,

i
Say you have an appointment with
Sandra Bates.
Welcome visitor.

1
Explain that SB will be along shortly.

I
Decline - ask if you can use a phone Offer a drink / refreshments.

Decline - you only need the phone. Say yes./ Offer email as well.

Thank him / her. Show visitor to the phone.

(a few minutes later)

Thank assistant.-
. Reply - offer any other help.

Ask how far it is to station.

Two miles - ten minutes by taxi.

I
Offer to book one.

Accept offer - suggest a time.

Promise to do that - say that SB is

free now.

Offer to take him / her to SB's office.

| » | (®) Now listen to the recording of a model answer.

3 Small talk: keeping the conversation going
1 » | (©) 1 Ruud Hemper from the Netherlands is visiting a customer in India. He is talking to
the Production Manager of a manufacturing plant in Delhi. Listen to the recording
of an extract of their conversation.
MANAGER: Is this your first visit here?
HEMPER: No, in fact the first time I came was for a trade fair. We began our Southeast
Asian operations here at the 2003 Exhibition.
MANAGER: Shall we have a look round the plant before lunch?

a) What is wrong with what the Production Manager says?

The answer is, of course, that it breaks a 'rule' of conversation. Generally, if you ask
a question you should comment on the answer or ask a supplementary question.

Question — — ——
Answer
Comment — ~~~
or
Supplementary question

b) Now suggest a better version of the same conversation. There is a recording of a

model version.

2 Provide a suitable sentence in the spaces in the following dialogue.

PETER: Have you been to Edinburgh before?
JANIS: N O , it's my first visit.

PETER: ( a )
JANIS: I'm sure I will.
PETER: And ... er, is the hotel all right?
JANIS: Yes, it's very comfortable.
PETER: (b) So, do you have much
time here in Scotland? Are you staying long?
JANIS: No, I have to go back tomorrow afternoon.
PETER: (C) You'll have to come
back again!
JANIS: ( d )
PETER: SO what time's your flight tomorrow?
JANIS: Early evening, 18.35.
PETER: Well, I can book you a taxi if you like, to get you there in good time.
JANIS: ( e )
PETER: N O problem at all. Was it a good flight today?
JANIS: N O , it wasn't actually.

PETER: ( f ) (g) ?
JANIS: It was raining - quite hard. There was a lot of turbulence.
PETER: ( h ) *
 | » | (©) 3 Listen to the recording of four conversation extracts.
a) Match each of them to one of the four pictures below.

P7

b) Listen to each one again. In each case, suggest how you think the conversation
might develop.
c) Do you think any of the topics included would be unacceptable in a particular
culture that you know about?

Practice 2
Look at the four pictures above and use each of them for two or three minutes of
continual conversation with a partner.
Note:
• there should be no breaks of more than three seconds in your conversation
• listen carefully to what your partner says and pick up on specific points
• keep the conversation flowing.

Role play 1
Working in pairs. Student A should look at File card 1A and Student B should look at
File card IB.

Role play 2
Keep the same A and B. Student A should look at File card 2A. Student B should look
at File card 2B.

TRANSFER
Look at t h e Skills Checklist and prepare ideas o n these topics in relation to a country you
k n o w well either t h r o u g h w o r k or pleasure.
Discuss t h e c o u n t r y y o u choose w i t h a colleague.
UNIT 1 Building a relationship

Language Checklist Skills Checklist

Cultural diversity and socialising (1) Socialising (1)
Welcoming visitors Before meeting business partners and fellow
Welcome to ... professionals from other countries, you could find
My name's ... out about their country:
• the actual political situation
Arriving • cultural and regional differences
Hello. My name's ... from ... • religion(s)
I've an appointment to see ... • the role of women in business and in
Sorry - I'm a little late / early. society as a whole
My plane was delayed ... • transport and telecommunications systems
• the economy
Introducing someone • the main companies
This is ... He / She's my Personal Assistant. • the main exports and imports
Can I introduce you to ... He / She's our • the market for the industrial sector which
(Project Manager). interests you
I'd like to introduce you to ... • competitors.
You might also want to find out:
Meeting someone and small talk • which topics are safe for small talk
Pleased to meet you. • which topics are best avoided.
It's a pleasure.
If you are going to visit another country, find out
How was your trip? Did you have a good
about:
flight / trip / journey?
• the conventions regarding socialising
How are things in (London)?
• attitudes towards foreigners
How long are you staying in (New York)?
• attitudes towards gifts
I hope you like it.
• the extent to which public, business and
Is your hotel comfortable?
private lives are mixed or are kept separate
Is this your first visit to (Berlin)?
• conventions regarding food and drink.

Offering assistance You might also like to find out about:

Can I get you anything? • the weather at the relevant time of the year
Do you need anything? • public holidays
Would you like a drink? • the conventions regarding working hours
If you need to use a phone or fax, please say. • leisure interests
Can we do anything for you? • tourism
Do you need a hotel / a taxi / • dress
any travel information / etc.? • body language
• language.
Asking for assistance
There is one thing I need ...
Could you get me ...
Could you book me a car / taxi / hotel / ... ?
Could you help me arrange a flight to ... ?
Can you recommend a good restaurant?
I'd like to book a room for tomorrow night. Can
you recommend a hotel?
Quick Communication Check
1 Welcoming visitors
Complete the dialogue with words from the box.
A: Hello, (a) to meet you.
ii: Thank you for (b) me.
A: How long are you (c) here?
B: Just two days.
A: Oh, not Jong, then. Let me (d) you to my colleague Paul.
B: Paul, (e) is Angela Fox.

this staying nice introduce inviting

2 Making small talk

Match the phrases 1-5 to the correct responses a-e to make a conversation.
1 Did you have a good trip?
2 Was the flight on time?
3 That's good. And how was the weather in London?
4 Really? Well it's much better here.
5 Can I get you a drink or something?

a) Very wet and cold, I'm afraid.

b) Yes, it was.
c) Thank you. A coffee would be great.
d) Very good, thank you.
e) Yes, it's very warm.

3 Asking for and giving help

Classify the sentences below into offering something (O), declining an offer (D),
asking for help (H), accepting an offer (A).
a) Can 1 get you anything?
b) No, I'm fine thanks.
c) Just a question, is there a chemist's near here?
d) Would you like a drink, tea or coffee?
e) Yes, maybe ... a cold drink, if I may.
f) Can I use your phone?
g) I'd like to print something from this disk, if possible.
h) Would you like a lift to your hotel?

(o) (m '(H) (6 '(H) a '(v) (3 '(o) (p '(H) P '(a) (q '(o) (e e

(3 s'(a E'(q 3'(PI z
S|i|i (a) 'aDnpojiuj (p) '6u!/fejs (:>) 'BuiajAUj (q) '3Dm (e) i
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 Culture and entertainment
AIMS Cross-cultural u n d e r s t a n d i n g (2)

Inviting, a n d accepting or declining

Eating o u t

1 Cross-cultural understanding (2)

1 The following text is about cultural diversity. Read it through once and decide
which of the three statements (A, B or C) given below the extract offers the
most accurate summary.

The impact of culture on business

Take a look at the new breed of international Even the notion of human-resource management is
managers, educated according to the most modern difficult to translate to other cultures, coming as it does 25
management philosophies. They all know that in the from a typically Anglo-Saxon doctrine. It borrows from
SBU, TQM should reign, with products delivered JIT, economics the idea that human beings are 'resources'
5 where CFTs distribute products while subject to MBO. like physical and monetary resources. It tends to
(SBU = strategic business unit, TQM = total quality assume almost unlimited capacities for individual
management, JIT = just-in-time, CFT = customer first development. In countries without these beliefs, this 30
team, MBO = management by objectives.) concept is hard to grasp and unpopular once it is
But just how universal are these management understood. International managers have it tough.
10 solutions? Are these 'truths' about what effective They must operate on a number of different premises
management really is: truths that can be applied at any one time. These premises arise from their culture
anywhere, under any circumstances? of origin, the culture in which they are working, and 35
Even with experienced international companies, many the culture of the organisation which employs them.
well-intended 'universal' applications of management In every culture in the world such phenomena as
15 theory have turned out badly. For example, pay-for- authority, bureaucracy, creativity, good fellowship,
performance has in many instances been a failure on the verification and accountability are experienced in
African continent because there are particular, though different ways. That we use the same words to describe 40
unspoken, rules about the sequence and timing of them tends to make us unaware that our cultural biases
reward and promotions. Similarly, management by and our accustomed conduct may not be appropriate,
20 objectives schemes have generally failed within or shared.
subsidiaries of multinationals in southern Europe,
From Riding the Waves of Culture: Understanding Cultural Diversity in
because managers have not wanted to conform to the Business by FonsTrompenaars, Irwin Professional Publishing, Burr Ridge,
abstract nature of preconceived policy guidelines. Illinois 1994.

A There are certain popular universal truths about management which can
successfully be applied in various cultural contexts.
B Cultures are so varied and so different throughout the world that management has
to take account of differences rather than simply assume similarities.
C Effective management of human resources is the key to everyone achieving their
full potential.
 2 Read the text again. Identify the following:
a) the problem with 'universal' management solutions
b) an example of the failure of pay-for-performance
c) an example of the failure of management by objectives schemes
d) the problem with human-resource management
e) three cultures affecting international managers
f) six areas in which different cultural interpretations apply.

2 Inviting, and accepting or declining

What kinds of social activities in your town could be appropriate ways of entertaining
visitors from other countries?
j | (®) 1 Listen to the first example on the recording. You will hear a conversation in which
someone invites a business associate to a social event. Identify:
a) what is being suggested
b) the response
c) what will happen next.
|» | 2 Listen to the second example, where someone else invites a different business
associate to a social event. Identify:
a) what is being suggested
b) the response
c) what will happen next.
UNIT 2 Culture and entertainment

I ™ | (®) 3 Listen to the recording of three short extracts, where hosts invite their visitors to
take part in a social activity. The invitations are rejected.
a) Identify each suggested activity.
b) Give the reasons for each rejection.
c) Do you think each rejection is appropriate? Explain your answer.

Activity Reason for rejection Comments

1

4 Work in pairs. Use the advertisements below to invite your partner to something.
He/she should respond. Then change roles so you both get to invite and accept or
reject in each situation.
a) tomorrow night / a show or visit the town / or have a meal.
b) this evening / a meal in a restaurant / different colleagues.
c) when you come / what would you like to do?

City Museum & Art Gallery v9uiJo Эогпаго Goncert J f a f f

Drawings f r o m t h e Italian Renaissance City University O r c h e s t r a
T h e Stenwald Collection of drawings by Kohei Yamamoto (Conductor)
masters of the Renaissance including Franz Stefenberg (Piano)
B e r n i n i , L e o n a r d o da Vinci Screen One: The Enigma of Kaspar Hauser
Director Werner Hereog starring Bruno S., Stravinsky Firebird Suite (1945)
Michelangelo, Tiepolo, Titian, Vasari. Bartok Piano Concerto No 3
Eva Mattes, Clemens Scheitz.
April 3rd - July 24th Kurtag Stele. Op.33 Four Caprtcctos Op.9
Screen Two: Once Upon a Time in the West
Admission 10 a.m. - 9 p.m.
Museum Square Tel 0 4 6 7 9 8 7 7 8 5 Director Sergio Leone starring Henry Fonda, Wednesday and Thursday 7.30 p.m.
Charles Branson, Claudia Cardinale. Box Office 020 7834 2288
www.ec.ac.org/univ/concert/ (no booking fee)
All this week: 9.00.
Booking 020 7857 8 2 1 1

Studio Theatre, Sheep Street p^T

The Cherry Orchard PAVILION MUSIC HOUSE
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Anton Chekov • 8 8 Lime St • S O U T H PARADE

Directed by Anatole Pier Martmov NORTHERN TOURING OPERA

NitjU A^WiV i tijli-U
The best in contemporary
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Every night at 8.30 p.m.
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Superb design and passionate
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[™] (®) Finally, listen to the recording of model versions.

 Practice
1 Use the following flow chart to construct a dialogue. The situation is a
semi-formal business meeting in your country.

Caller Visitor
Ask your visitor if he/she has tried the
local cuisine.-

Say no - but you've heard it is very good.

Agree - describe a particular speciality.

• Comment.

Suggest a meal in a restaurant. -

• Accept.

Respond.

I
Ask if he/she likes fish.

Yes - you have heard that the fish

(in this town) is very good.

Confirm this view.

Suggest you'll meet him/her at hotel

Ask what time.

Suggest a time.

Agree and end conversation.

Confirm arrangement

I
End conversation.

(®) Now listen to the recording of a model answer.

 2 You receive the email below from a business partner confirming a meeting with you
at a trade fair in Munich. Unfortunately you have to leave Munich after your
meeting, but you expect to be in London a week later. Write a reply suggesting a
different arrangement which you can confirm nearer the time.

• BiBBl
1 20| . 401 . 60| 1 SOI ,1OOI , 1 201 , 1 40| 160| ,130I .
—

2:
0- FROM "John Callam" <jcallam2@interlink.com
41
Q
TO m.j.saans.accounts@saboc.co.au
er SENT 15 March 20-10.38
Subject Munich Trade Fair y
0- —

Maria,
0;
0- Following our telephone conversation 1 confirm that we will meet at
Interlink stand at the Munich Trade Fair on Thurs May 24 sometime during
2:
0- the morning.

1~ 1 look forward to talking about our products and services. 1 attach details
4:
0- of some new products that 1 think will interest you. We can discuss these
when we meet.
1-
6
0 =- It would be nice to meet socially when in Munich. 1 wonder if you would
be free to join me and a colleague for the evening of Thursday 24? We
8:
0- plan to meet at the Hilton Hotel, in the lobby, at about 8.30. Do let me
know if you can join us and of course we would be pleased if you would
2~- like to bring a colleague or a partner.
O:
•-
We look forward to meeting you soon.
21
0- Best wishes, Products
2~
4:
0- John Callam
Product Development
fland•
I 7 services
2~
6:
0-
O
11 ooss | Page : 1 I3 i

Role play 1
Work in pairs. Student A should look at File card 3A. Student B should look at
File card 3B.
 3 Eating out
1 Imagine you are in a restaurant
with a business colleague. Work
in groups of three. Brainstorm
as many examples as you can of
the language indicated below.
Group one
recommending what to eat expressing preference ordering
Group two
commenting on the food asking for the bill offering to pay
Group three
insisting on paying inviting thanking
2 Divide into fresh groups of three and together in your new groups share all the
examples you have of different ways of saying the nine functions above.

Complete the grid below with possible phrases:

Recommending what to eat Expressing preference Ordering

Commenting on the food Asking for the bill Offering to pay

Insisting on paying Inviting Thanking

 (®) 3 Now listen to a conversation recorded in a restaurant. The recording contains parts
of a conversation between Patricia Cork and Sandra Martinez. They are colleagues
in a joint venture between two American companies.

Note any similarities between your suggestions and the language in the recording.
Note also any phrases used on the tape that you did not suggest.

Role play 2
Student A should turn to File card 4A and Student B should turn to
File card 4B.

TRANSFER
Think of any professional or business contact you have w i t h other countries.Think a b o u t any
conventions that are different f r o m those in your c o u n t r y and may affect your dealings w i t h
people f r o m these countries. Consider for example:
• conventions of dress
• conventions regarding alcohol and f o o d
• socialising
• shaking hands
• physical contact
• gestures
• eye contact
• humour
• t h e relationship b e t w e e n w o r k and pleasure
• t h e relationship b e t w e e n family and w o r k
• family matters.
Language Checklist Skills Checklist
Socialising (2) Socialising (2)
Saying what's on and what's available Before receiving visitors to your company,
There's a (good) film / play / concert / on at ... be prepared to talk in English about your
We have a good theatre in the city ... professional field and / or your company
There are some ... and business:
- interesting museums / public buildings ... • the professional field you are involved in
- good restaurants • your professional activities
Are you interested in ... • current research and other projects
- eating out? • future plans
- visiting / seeing ... ? • the history of your company
• company organisation
Inviting • who owns the company
Would you be interested in going to see ... ? • the number of employees
I'd like to invite you to have dinner this evening. • the international involvement of your
Is that a good idea? company
• products and services
Responding to an invitation • the market
That would be very nice. • competition.
I'd like that. Be able to talk about:
Thank you. That would be a pleasure. • your country and your town
• history
Declining an invitation • tourism
I'd like to, but I'm afraid ... • museums and public buildings
That would be nice, but unfortunately ... • entertainment
- I'm rather tired ... • cultural and religious centres of interest.
- I have an appointment this evening ...
You may wish to talk about:
- I'm rather busy ...
• education
- I have some work to do ...
• transport systems
• the economy
Stating preference
• companies
I like (Japanese) cuisine very much ...
• exports and imports.
I think I'd like to ...
I think I'd prefer ...
I particularly like (classical) music ...

Looking at a menu
The (fish) sounds nice ...
I think I'd like to try ...
I think I'll have ...
Shall we have a bottle of ... ?

Commenting on an evening out

It's been a lovely evening.
It's been very nice.
Thank you very much for your hospitality
I enjoyed it very much.
Quick Communication Check
1 Inviting
Choose the correct ending to make the invitations below.
1 Do you have any a) to meet this evening?
2 There's a good b) free time this week?
3 We could go for c) you some interesting places.
4 Would you like d) museum near here.
5 I'd like to show e) a meal in a restaurant.

2 Accepting or declining
A Which of these words indicate an acceptance (A) of an invitation?
Which words indicate a rejection (R) of an invitation?

nice idea very kind unfortunately rather busy have to

thank you, but I'm sorry excellent very kind

B Complete the sentences below with words from the box.

time
a) I'd like that unfortunately I leave very early in
kind
the morning.
but
b) That's very of you, I'd that very much.
have to
c) Thank you, that be very interesting.
would
d) It is nice of you to me, but I already have an tonight.
invite
I'm sorry about that.
appointment
e) Another perhaps?
that
f) I'd like , thank you very much.
like

3 Eating out
Make correct sentences from the jumbled
words below.
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AQJ
a) the can menu have I please
8sea|d 'jaieM
b) I'd start like soup please vegetable to with IBJAUJIU J O a|uoq B pue auoqj-np-sajos AQJ_ (p
c) casserole have I'll chicken then a|OjasseD ua>p!ip aAeq ||,| ueL|j_ (d
d) a the water and of please cotes-du-rhone •asea|d 'dnos a|qeja6aA J J B J S O ; a>w p,| (q

mineral bottle iasea|d'nuaiu a q j aABi) | UB3 (B £

e) a may bill I have the coffee and please }em (j 'auiu (a 'juaoijuioddB
'a}|AU! (p 'p|noM (d 'a>|!| 'pu|>| (q 'oi aABq 'jnq (e
a
(V) puj>| XJAA'(V) lua||3DXA
'(a) X J J O S IU,| '(y) jnq 'noA >JUBL)J '(a) o j 3ABI| '(a) Asnq
jaqjej '(a) Aiajeunuojun '(v) pui>( A J S A ' ( V ) B A P ; 8D|u
V
z
PS (Bf'(a£'(p3'(qL I
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