Speaking Ae2

O X F O R l ) B U S I N E S S E N G L I S H SK1LLS
JEREMY C O M P O R T
O X P O R D U N I V E R S I T Y PRESS
Contents
Introduction
page 4
Unit Communication skills Language knovvledge Presentation practice

What is the point? key íeatures of an effective revievv of time expressions presenting background
page 6 presentation and tenses intormation
Making a start making a good introduction how to introduce yourself preparing and giving the
page 12 and your talk introduction
Linking the parts ways of organizing a key vvords and phrases for signposting the organization
page 18 presentation linking ideas of a presentation
The right kind of advantages of speaking personal and impersonal changing vvritten language to
language versus reading language styles spoken language
page 24
Visualaids making a well-designed and describing graphs, charts, designingand usinggood

page 30 vvell-presented visual aid and trends visual aids
Body language the importance of body ways of emphasizing and using body language to
page 36 language minimizingyour message communicate your message
clearly and persuasively
Rnishing off making an effective ending the language of endings ending a presentation
page 40 to a presentation
Question time how to handle questions asking and ansvvering handling questions at the end
8 page 44 effectively questions of a presentation
Puttlng it all how to evaluate the review of delivery techniques giving and evaluating a
9 together
page 50
effectiveness of a
presentation
and key languagẽ presentation
Ansvver key
page 57
Tapescript
page 68
Video transcript
page 73
1
Communication skills
Pre-viewing 1 What makes a good presentation? List all the things you think make a good
presentation. Compare your list vvith the key on page 57.
2 Read the Video Presentation Context. Imagine ỵou are making

the presentation.
a What content will you include?
b How wi]] you structure the contenú
Video Presenta .ion Context

The company The (Kesenter The audienr ì Tbi presentatlon
Westwood Brewery, based in Joanna Brookes Is Joanna has invlted the senior Uníortunately. Joanna gets the
London, is a tiaditional Westwcx>đ’s new PR Manager. managers of the brevvery and date wrong. She only realizes
company. It has recently One of the tirst things she does some outslde consultants. her mistaKe wfien her
oreated the posỉ of Public is to organize a meetlng to They are expecting to seoretary tells her that the
Relations (PR) Mạnager in đlscuss the brewery's participate in a meetlng about auđience Is waịtìng In ỉhe
orđertoimDrovethe corporate image - in particular the corporate image of the coníerence room. She starts
company's image in the whether it needs to be brevvery. the meetlng with a stìort
market. changed. presentatlon. The pnssentation
should introduce the main
topics for dìscussion.
6 U N 1T ONE
Vievving □ 3 Watch the video from 00.00 to 03.18. As you vvatch, note down what Joanna
does badly. Use this checklist to help you. Compare ỵour notes with the key
on pages 57-8.
C h eck list
Overall
Does she consider the audience?
Does she have dear objectives (to iníorm, to amuse, to persuade,
to train)?
System
Is her presentation well prepared?
Is there a clear structure (beginning, middle, end)?
Does she link the parts together?
Is the content relevant and interesting?
Has she eonsidered the timing?
Delivery
Does she speak clearly?
Does she speak at the right speed?
Does she use appropriate language?
Bodylanguage
Does she use her body to emphasize meaning?
Does she maintain eye contact with the audience?
Does she appear confident and positive?
Vlsual alds
Are the visual aids clear?
Do they support her message?
Does she use the equipment professionally?
other comments
4 Watch the video again from 00.00 to 03.18. This time, make brief notes on
the content o f Joanna’s presentation. What points does she make?
Post-viewing 5 One of the worst things about Joanna’s presentation is its lack of
organization. Look at the ‘classic’ presentation structure below and your
notes from Viewing 4.
a What should Ịoanna include in her presentation?
b How should she organize it?
Introductỉon 2 Outỉlne Main p arts r, Sum m ary pT C oncluslon
1
ỆỆị . - liÉ lỆ '
2
mề 3
w H A T IS T H E POI NT?
Language knovvledge
ỈOANNA BROOKES
Ofcourse, we were a/am iỉy firm ... ‘
You are going to hear Westwood’s Peter Blake presenting some background
iníormation on his company. The iníormation falls into three time zones
and Peter uses a combination o f time expressions and verb tenses to
indicate these.
A B c Key
The company We've had We employ 250 A Finished time
was bought in some tíifficult In the plant. B Untinished time
1982. years recentty. 'i' c Presenttime
As you listen, complete these extracts. Then decide which ti me zone each
extract falls into. The íìrst two have been done for you. Check your answers
in the key on page 58.
a As you all know, the brewery was bought back in ỉ 982. ( A )

b . . .as 1’m sureyoureallaw are,there’veb eensom e m ajorchangessince
thatdate. (B)
c ------------------------- , the new owners announced a new strategy for
g ro w th . ( __ )
d ... in fact,-------------------------------------------------- it has dropped íurther... ( _______

e . . . i t ----------------------------stands at just 180, nearly 20% less than ten years
ag o .(— )
f ------------------------- , we have invested heavily in new plant and
equipment. ( — )
g As an indication,-------------------------- we spent nearly £1 million on
new vats. ( — )
h It may surprise you to know th a t_________________ Westwood had no

marketing department. (— )
i ------------------------- , we recruited Pamela Taylor as Marketing
Manager... (__ )
j .. . a n d ----------------------------- she has built her d e p a rtm e n t in to a m ajor
force in the company. (— )

Language focus Time expressions and tenses
Past tim e The past sim ple
some titne ago The past simple is used to indicate finished time:
lastyear Shejoined the company in 1994.
in the past Regular verbs form the past sim p le b y ad d in g -edto the verb stem.
backitì 1978 The -ed ending can be pronounced in three different ways:
It/ announced / i d / started Id! ordered
Irregular vcrbs form the past simple in a num ber ofways. It sometimes
helps to group them by sound:
huy bought oucb- caught te,/Ch- taught
Recent time T h e p r e s e n t perfect

overthe lasifewyears The present perfect is used when the time is unfinished or not stated.
recently lt is formed with have/has + the past participle:
since ì 992 He }1I1S resigned.
Theyhaveretừed.
The auxiliary have/haswusu&\\y contracted in spoken English:
‘H èsju ststa rted’
'Theỵ’ve ulreadỵlẩt. '
P resent tim e T he p re s e n t sim ple

currently The present simple isused to report on current status:
at the moment It currentlỵstands at 180.
now H eisretired now.
at present D on’t forget to pronounce the -sin the third person:
Itstanảs.
He ỉives.
2 Complete these sentences. Use the time expression to help you choose the
correct tense o fth e verb: past simple, present perfect, or presen t sim ple.
Check your ansvvers in the key on page 58.
a Some time ago, we (sell) the company.
b Recently, we (invest) alo t in new equipment.
c The current head count (stand) at 280.
d Since last year, vve (increase) our PR budget.
e In 1985, he (retire) from the company.
w HAT IS T H E POI NT?

3 Complete these sentences. Use the tense o f the verbs to choose the correct
time expression from the list belovv. Check your answers in the key on
page 58.
back in the eighties last month
over the last few years since January
at the moment
a ------------------------------ , w e used to have much bigger expense accounts.
b --------------------------- , our output stands at 150 per hour.

c He has been with u s ---------------------------
d -------------------------- prođuction dropped to 140 per hour.
e --------------------------- , we have dramatically increased productivity.
Pair work E 3 4 Listen to this short dialogue, paying particular attention to the contracted
verb forms. Then, with a partner, practise saying the dialogue naturaLly.
A: When did you get back?
B: Just last night.
A: So how long’ve vou been away?
B: Nearly two weeks.
A: Lucky devil! I haven’t had a holiday in ages.
B: Thats not true. Youre alvvays going away.
A: But that’s on business.
B: So you say! It sounds tủn to me. You know, íìrst-class hotels and all that.
A: You should try it. It’s more stressíul than you might think.
5 Change the extract trom a presentation into more natural spoken English
by using contractions. Check your answer in the key on page 58.
I would have liked to speak for longer on this subject, but I am afraid
1have not got enough time. However, I would like to say a few words
about íuture prospects. This year, we have had some mạịor problems;
next year, we will face even more severe ones, This is certain, as the
market is bccom ing more competitive.
10 U N I T ONE
Presentation practice
1 Use the information belovv to prepare and give a short presentation on the
history o f Sonway Solar Electronics.
History
1982 founđeđ by George Sonway

1984 launch&d Árst auĩomatlc sólar generator
1989 look over SOLARf>OWER
1992 Georg« Sorway retired, Susan Sonway nevi
1 993 đlversWc«tton into energy-related Products
2 Prepare and present some background information on one o f the

following:
a yourow ncom pany’shistory
b a product history
c your career so far
d asubjectofyourchoice.
WH A T IS T H E P OI NT ?
2
Pre-viewing Which o f the items on the checklist below would you include in the
introduction to:
a an internal presentation to colleagues?
b an internal presentation to bosses?
c an external presentation to customers?
d an external presentation to suppliers?
Checklist
your name and position
the tỉtle/subject of your presentation
the purpose of your presentation
the length of time you will take
the main parts or points you will cover
any visual aids you will use
when the audience may ask questions
a reíerence to the audience: a human touch
2 How wou!d ỹou introduce yourself at the beginning o f a presentation?

Which o f these would you include?
Firstname
Surname
Position/job title
Department
Job responsibilities
Practise putting them together to produce a tluent introduction o f
yourself.
3 Read the Viđeo Presentation Context. Imagine you are making the
presentation. What will you include in the introduction?
12 U N 1T TWO
Video Presentatỉon Context
The company The presenter The audience The presentation
Standard Electronics is Normally, the tours are led by Some business people are The presentation should give
an innovative high-tech Sarah Peters. a Marketing arríving at Standard an overvlew of the company's
electronics company. It Assistant. Untortunately, she Electronics for 3 tour of the activities. We see Geoff
regularly runs tours around is III. so Geoff Maxwell. the plant. 8efore the tour, there Maxwell in two moođs. In
the plant. Factory Manager. has been will be a preseniation aboưt Versíon 1, he ìs annoyed that
asked to stanđ in for her. the company. he has been asked to run the
tour. In Version 2, he i8
prepared to do a proíessional
job.
Viewing Watch Version 1 o f the video from 03.29 to 04.30. Which items in the
checklist in Pre-viewing 1 does GeoíT include in his introduction? Note
down any points you notice about his presentation. Compareyour notes
with the key on page 59.
Watch Version 2 o f the video from 04.30 to 06.00. Which items in the
checklist does G eoíĩinclude this time? Note down anything you
particularly like about his introduction. Compare ỵour notes with the key
on page 59.
□ 6 Watch Version 2 again from 04.30 to 06.00. Stop the video each time Geoff
mentions one o f the items in the checklist.
Post-viewing 7 Choose a presentation you have already given, and prepare and give the
introduction.
MA KI NG A STẠRT 13
Language knovvledge
GEOFF M AXVVELL
'Heiỉo and weỉcome to Standard
Electronics. Vm Geoff Maxvvei, the
Pactory Managcr itì chargc o f the
piantỵou'ỉỉ be íeeing today.’
Language focus Introducing yourselí and your tal k
G reeting, n am e, p o sitio n Length

Good mommg. M y name’s I'm thenew Rnance Ishaỉỉ only take (... J minutes aĩyour time.
Manaịỹr. Tplan to be brief.
Ladiesandgentlemen, ỉ t ’s atl honourtohavethe This shotiỉd Ollly ịls t( ... J minutes.
opportunity toíiíidress suchữ dỉstỉnguỉshedaudỉence.
Good morning. Lettne start by sayừig ịust a few words O u tli n e /M a i n p arts
aboutm yown background. 1 started oiit in ... J’ve ảìviấeả m ypresentation into[ourparis/sectiofis.
iVeicome to StandardELecứonics. Iknow l've mersome They a re...
đyOH, buí ju$tfor the bcneịìi đ th o sc lhaverìt, m ỵ Tliesubịect can belookedat unảer the fol/owing
name's (.. .). hmdings:..
Wecan break thisarea dowti iưto the fol/owitlgfie/ds:
Title/S uhject
Firstly/first o la ỉl...
ĩ ’d like to tíilk (to YOIl) today about. . . Seco mily/th en/nexĩ
Ị’m goitĩg to presentthe recent... Thinlly/alld thentvecome to...
explain ollrposition 011... Finally/hstly/lastofall . "
briđyou 011 .. •
iníormyou aboul ... Q u e s tio n s
ảescTÌbc ■.. Fdbeglữd toanswer anỵ questions at the end ofmy talk.
subịect ofm y talk Iíyou have ũtty questions. pletise feeỉ íree to interrupt.
focus presentation Pleaseinterrupt tiit' Ể there’s something whìch needs
topic paper ịiĩcademic) clarĩying. Otherwise. therellbe timeỉilrdỉsuisìĩon at
speech (usuaỉỉy to pubíicaudience) theend.
P u rp o se /O b jectiv e Reíerence to the a u d ien ce

VVp areheretoday to deáde. / cun set’ rtumy oỉyou a r c . . .
agree. .. ỉknow youve all travelleda IOllg Ivay.
learn a b o u t... You at/lookas "lOllgllyoứvchearả thisbeỷore.
The purpose đ th is taỉk ís to updateyou on
Pllt YOŨill the picture
about...
giveyon the baccgroimd
......... I .. .. ........
7his talk isdesigncíi fo I actas a springboard íordiscussion.
start the baiỉ roỉỉing.
14 U N I T TWO
¥>11 are going to hear twelve extracts ữ o m the introductions to two
presentations — one internal, one external. As vou listen, decide which

presenlation each extract comes from and complete the table. The first one
has been done for you. C h ecky ou r answers in the key on page 59.
Presentation Extract
Internal: to colleaguesat a II
budget meeting
Externa 1: to delegates at a
professional conference
2 Complete thispresentation introduction with w ordsfrom thelist. Check

your ans wers in the key on page 59.
talkabo u t lookat pointsofview
questions brief finally
hear actas goalong
Good afternoon and thank ỵoư for making the effort to be here with us
today. My n a m ế s Ruche! RawlữE and I'm responsible for public affairs.
What I'd like to do today is ạ our recent corporate
campaign. This b ta lk Víill hopeíullyc _
aspringboard for discussion. I'm going to [ị the

corporate campaign from three e : firstly, the customers;
secondly, the finan cial insti tutio ns; and f , the
shareholders. If you have any 5 .jusr interr upt me as I
h , Your point ofview may well be different, and we'd like
to Ị from you.
M A K I N G A START IS
3 Complete these sentences. Choose the correct verb. The first one has been
done for ỵou. Check your ansvvers in the key on page 59.
a I’d like to inỷorm ỵou o f the latest news.

1 speak 2 iníorm 3 describe
b Couỉd y o u up? We can’t hear you at the back.
-
1 talk 2 say 3 speak
c ru have t o ------------- the place as I don’t have any photographs vvith me.
1 explain 2 describe 3 present
d He’s going t o -----------the latest results.

1 describe 2 iníòrm 3 present
e Let m e ------------ why vve need to cut costs.

1 explain 2 describe 3 talk
f We’ll have tiỉĩie t o ------------ about this over lunch.

1 discuss 2 say 3 talk
g I couldn’t ------------- how long wiJl it take.

1 talk 2 speak 3 say
h We w ill-------------- you when the project comes to an end.

1 say 2 describe 3 tell
4 Introductions can become repetitive. It’s ừnportant to have a choice of

words and expressions at your íìngertips.
Use one o f the íòllovving expressions to replace each o f the expressions in
italics in this introduction. Check your answers in the key on page 59.
don’t hesitate a chance I take care
1’mdelighted sections gothrough
in more depth my purpose is divide
G ood m om ing, ladies and gentlemen. lt's a pleasure a to be with you

today. My nam e’s Gordon Matthews and Vm in charge b o f corporate
íìnance at oiư headquarters here in Brussels. We are here todaỵc to
review ^ som e key íìgures and to outline íĩnancial strategy over the
ncxt five years. So what I intend to do is to break down c this
prcsentation into three parts first, the íìnancial rcview; second, the
options íacing us; and ốnally, the strategy I propose. If you have any
questions, please/ee/ free& to ioterrupt mc, but I should also say
there’11 be an opportunityh to discuss issues atgreater length 1aíter
my talk.
16 U N I T T WO
1 Prepare and give the introduction to these presentations.
a b c d
Audience Companv employees Visitors Colleagues Boss
Subject Salary freeze: Company overvievv Change in Your salary increase

-reasons organization
-implementation
Purpose To iníòrm To describe To discuss To persuade
Time 10 minutes 20 minutes 5 minutes 1 minute!
2 Choose a presentation you have given recenứy or are preparing to give.

Prepare and give the introduction.
M A K I N G A S T A RT
3
Pre-viewing 1 Look at these diíTerent ways o f organizing iníormation and ideas.
1 PEOPLE -bosses
people I money 1 P ro d u c ts
-subordinates
2 MONEY -assets bosses assets quality
-cash subordinates cash price
3 PRODUCTS - q u a l i t y customers
-price suppiiers
2 Choose one o f the foLlowing topics and brainstorm your ideas on it, using
one o f the methods in 1 above to organize your ideas:
Methods o f communication
The life cycle of a company
Business in the 21 st century
3 Read the Video Presentation Context. Imagine you are making the
presentation about your company.
a What content vvill you include?
b How vviU you organize the content?
18 UNITTHREE
Vldeo Presentation Context
The company The presenter The audience The p resen ta tio n
Standard Đectronics is an Normally, the tours are led by Some business people are The presentation should give
innovative high-tech Sarah Peters. a Marketing arrlving at Standard an overview of the company's
electronics company. It Asslstant. Untortunately, she Electronics for a tour of the activities. it shoulđ be divided
regularly runs tours around is ill, so Geoff Maxwell, the plant. Before the tour. there into three or four clear parts.
the plarrt. Factory Manager, has been vvill be a presentatlon about We see 6eoff Maxwell in two
asked to stand in for her. the company. moods. In Version 1, he Is
annoyed that he has been
asked to run the tour. In
Version 2. he is prepared to đo
aprofessionaljob.
Viewing 4 Watch Version 1 o f the video from 06.12 to 07.23. As you vvatch, make notes
on the content and organization o f GeofF s talk. Compare your notes with
the key on page 59.
5 Watch Version 2 o f the video from 07.24 to 09.40. As you watch, complete
G eoffs presentation notes. Check your answers in the key on page 59.
Point 1:
Point 2: Main markets (and Manton newsstorỵ)
Point 3:
Post-viewing 6 In Version 2 o f his presentation, Geoff follows this approach:
tell the audience vvhat tell the auđience what

say it
you‘re goíngto say you've said
This technique has two advantages: it’s easier for the audience to follow the
presentation, and it’s easier for the speaker to follow his or her plan.
Look back at the notes you made on Pre-viewing 2 and practise using this
approach to present your key points.
L I N K I N G T H E PARTS
Language knovvledge
9 G E O F F M A X W E LL
‘A nd that brin ịp m e to theỉinalpart
oỉthis short introduction,
The items on the left are extracts from Geoff's presentation. Match each
one with a sentence on the right which means the same. The first one has
been done for you. Check your ansvvers in the key on page 59.
a OK, let's start with Í^1 C — - In passing. let me tell rou about a
b AnywíT/. ru leave the history press re port.
there. 2 So, we come to the last part of my
c So, let's turn now to a brief introduction.
overview o fo u r main markets. 3 To start with the history then.
cl Bythe way, you m ay haveseen 4 That covers the history.
the story in the news. 5 To c o m e b a c k to the point I was
e Anvway, let me get back to what I making.
was saying about new markets. 6 Let's stop here and see if there are
f And that brings me to the final any questions.
part ofth is short introd uction. 7 So, we can go on to a survey of
g So,before Igo on, are thereany our principal markets.
questions?
2 You are going to hear sixextracts from another presentation about cutting
costs. The speaker uses a variety of words and phr ases to link the po ints he
ismaking. As)'ou listen, identifythe linked ideas. The íìrst one hasbeen
done for you. Check your answers in the keyon page 59.
a cutting costs 1 raisesalesin major outlets
b healthy margìns 2 no change in sales
c not the only ones 3 losing m oney
d point -of-sale competition 4 competỉtor has dosed plant
e launch new packet size 5 over-hasty reactions
f initiatives have failed 6 aggressivediscounting
20 UNITTHREE
Language focus Linking ideas
S e q u e n c in g /O rd e rin g C o m p arin g D ig re s s i n g
íirstly secondly.. . thirdly... sửnilarly bythew ay
then next ũnallyllastly. in thesam e way in passmg
iet's startvvith .
lets move/go on to... C o n trad ictin g G iv in g e x a m p le s
noww ecom eto . iníact ỹorexampỉe
that brings us to . actually for instance
letsleave that... such as
that covers... S u m m a r iz i n g
letsgetbackto... to sum up G eneralizing
in brief Iisuaỉỉy
Giving r eas o n s /ca u ses in short generally
ứierefore asa rule
so C o n c lu d in g
asaresult in conclusion
that's why toconclude
C o n tr a s t in g H ig h lig h tin g
but in particiứar
however especially
3 Linkthe ideas in these sentences byadding an appropriate word or phrase.

C o m pareyouransw ers with the key on page 60.
a T hat was a good meeting. (By thevvay... )
Did I tell you about the match last night?
b Our competitors are becoming stronger.
One ofthem , Falcon, has ajoin tv en tu re with a Japanese firm.
c I’ve divided this into two parts.
The issue of profit-sharing.
The question ofshare option schemes.
d This year we have lost ma rket share.
We expec t to rem ain No. 1 in the market.
e There are some vital factors to consider.
The risk of a take-over bid.
f Falcon has reduced its costs by relocating.
\Ve must consider cutting the cost of our premises.
g We've had a difficult year.
We've still made a healthy profit.
h We expected to lose m oney in the Far East.
Th is was our most profitable market.
The yen dropped against th e dollar.
\Ve made considerable profits on the exchange ra te.
There have been some failures on occasions.
\Ve have been very successful.
Use the iníormation below to prepare and give two short presentations.
Practise linking your points and ideas clearly.
a Learningstyles
Fơwrtypeứớflea/rwr
cưẨÌẦÁst/
pragmaẮũsb
th ìắ r is b
nĩýi&ctơr
AotÌAãste
l&cun, bydoỳng, rưrb th ln k in g a ò ữ u td ữ U y
(XCẮUỰ ỊỊ istệì&ktiAj
PragmaẨisbs
lacưn tvhen,tbey ữMTssecth&pơũvt'
<rbjncứMQs Ofữth£' kiUj
Th&onste
laarnivlvư bthty caîưưửrsttincL thL, uruAeriyittý sjjỉtam/
systuns an d caùỹơms om iAtỂ/ htụj
RạỊHsưXots
buun, w iun tÁìíy h<urt,a cMa/nứu to reýỈỂCL U I thair ovstvtmm,
iÀwưu tolẢÚMẦt. 'vslAiỂ, kữtj
b Trainingíor business
Types o£ training:
technical
manaơement
- 51 . ■■■■.
ềẵh 1.■A lS Ẵ Ể ủ í- i. à M .- r Ẹ * ■ ■■; l Ề ầ i :■
technical training
information technologỵ (computers)
objective: to keep a technical edge over the
competition
training for efficiency
(e.g. production methods)
ị \SuW tSjS. 7 ' • ■ U i •. íV'u tì'\V-ìV‘\ í V " :: ’ "" --'1-V
• •., V j V • L i i ỉ liÀ M l& l •• í •:Ị;.:;* M ^•*.\Vi* V.\\«ỗ ■. Ai.i :>;•
versus
' ■ẩStt4M|j‘ ' ' ' - ;i'rl
training for innovation
i:\ll • IIP
(e.g. new technology) \ i l Ị |t
95% of employees receive some technical
training
. ' A lii
m an*a«m ant tĩ-» lr.lr.c
leadership/team management/strategy
objective: to run an effĩcient business
••
3% of employees receive
•
management
'*T 1 :
training
■ .'*
Prepare and give a presentation on a subject o f your choice. Use this flow-
chart to help you.
iỉntữ...
4.
Ouestlons
.V ' . - !
Part 2
Thatbrings me to...
Let’s ỉeave that there.
ị
Part 3/4 etc
...and turnto...
Sum m ary
To sum up...
Conclusỉon i
In conđusion...
The right kind off language
O b j* cttve s
Gommunicatlon skills to 9how the advaniages o# speaking rather than reađlng a
presecrtatlon
Language knowledge personal and imper»onal styles of language
Presentatlon practtce to practỉse changhĩg vvritten language Intó spoken language
Pre-viewing 1 What’s wrong with reading a presentation? List the advantages and
disadvantages o f reading presentations. Compare your list with the key on
page 60.
2 Read the Video Presentation Context.
Video Presentatlon Context

Sr orgaBỈtjtlon The preaenter The audience The presontatlon
The Association of Dr Llnđen is Mtsll known for AII members of the audlence Or Unden will report on the
International Management his publicatlons In the field Đf are Involved In managemerrt results of reoent surveỵs Into
(AIM) is Holding itB annual managemerrt Rsỵchalogy. At (e.g. personnel, tralning, and leadership stytes and career
conterence. As usuai, the the AIM contérence, he Is đevelopment) and have promotion prospects. These
conterence programme presentlng a paper on Bhosen tíiis preserrtation from surveys are based on
Includes presentations on a 'Leadership stylep'. infbrmation in the corporate interviews carried
wlde varietyoí subjeets. programme. out world-wide
UNI T FOUR
Vievving D 3 Watch Versions 1 and 2 o f the video from 09.49 to 15.25. Asyouwatch,
make notes on Dr Lindens presentation. Use this checklist to help you.
Compare your notes vvith the key on page 60.
C h éckliit
'■'ỆÊÊÊỆaoĩ''
Version 1 Version 2
Eye contact
ử i
Language
complexity?
sentence length?
use of pauses?
(ím)personal?
Manner
open or closed?
(un)interested?
Post-vievving 4 Which version o f Dr Linden’s presentation is easier to understand? Read the

instructions below and, using the video transcripts on page 75 and page 76,
calculate the Fog Index for both versions o f his presentation.
The Fog Index

The Fog Index (invented by Robert Gunning)
is a mathematical formula for measuringthe
comprehensibility of language (usually written
language).
F = 0 . 4 (A + L)
Key
F = Fog Index
A = the average length of sentences
L = the number of long words per 100 words
(a long word has three or more syllables
excludingthe endings -ed, -es, -ing)
T H E R I G H T KI ND OF L A N G U A G E
Language knovvledge
Á .........
DK 1 I N U E N [Version 1] DR LINDEN (Version 2)

'Nextỉỉide. In the American part o f ‘We can secinthis /ỉext sỉidt theresidts
thesurvey it w3s[oundthat... ' from thvAmerican p a r t đ the suTvey’
1ook at the differences between written and spoken language. Then read the
extracts from Dr Lind en's presentations, a clbelow, and decide which are
written language and which are spoken la ngu 3ge. Find examples in each
extract to support your answers. Check your answers in the key on p a g e e l .
VVritten language Spoken language
longsentences shorter sentences

com plex vocabula ry simpler vocabulary
complex arguments sim p ler a rgu me nts
impersonalstyle personalstyle
a \òu can see here, 35% o fth e group uf managers classified as participative
reacheđ senior mana gement posit ions. On the other hand. 74% o f the more
individualistic managers achieveđ senĩor management status.
b An individualistic style appears to be doscly associated with rapid career
path progression. whereas a group or participative style, despit e its evident
attractiveness 10all members ofstaff. is correlated with a relativelyslow
career progression.
c Although lip Service is paid 10 theconcept o f participative management.
their real perceptions of leadership qualities completely contradict this
view. Il can be further secn that such survevs...
d So, we And there isa massive contradiction. Good managers arc supposed to
be participative-. to m ak esu reth ey co n su lt und discuss. Good leadersare
supposed to be strong individuals- ableto makedecisions on their own.
You arc going to hear a point from another presentation. delivered in three
different styles. As)'ou listen. complete the table. Checkyour answers in the
keyon p a g e e t .
a b c
read or spoken? ----------- ----------- -----------

distant or hum an? ----------- ----------- -----------
spontaneous or prepared! ----------- ----------- -----------
personalor impersonal? ----------- ----------- -----------
Language focus Personal and impersonal styles
Active and passive ío rm s
The passive is formed with the verb toủe + the past participle. It isless personal than the active.
Tense Active Pass ive
present simple Ith in k it is thought
present continuous we arc discussing it is being discussed
present perfect the boss has said it has been said
past simple John called a meeting a meeting was called
future I will refer to this later this will be referred to later
Personal p r o n o u n s Everydaylanguage
Active verbs use more personal pronouns: Using slang and everyday expressions can make an
Ỉth ỉn k ... im pacton the audience and add drama:
W eareworìángon... Where’s the caringsideoíemploymentgone?ril tellỵou
Becareful not to overuse 1. We is a good alternative where. It shiding behinda damnedset otìargetsand
for talking about companies: objectives- thats whereit is.r
Wewilllaunch theproductíH June. You need to know your audience very well to use this
kind oflanguage.
Rererence to th e a u d ien ce
AsTm sureỵou know.. .
We hữve al/ experienced...
You m ay remember...
A sl'm surewe'd aỉỉagree...
3 Make these sentences more personal by using the active not the passive.
Check your ansvvers in the keyon page 61.
a The issue ofrestructuring was discussed.
We
b Money is being directed into the wrong accounts.

The Finance Manager
c The agreement will be signed later this month.

Both companies
cl It has been found to be rather unreliable.
e It is reported thatshares are due to rise.

The press
T H E R I G H T K I N D OF L A NG UA G E
4 Make these sentences less personal by using the passive not the active.
a 1 íavour a reduction in workirtg hours.
b The boss íorced him to resign.
c They have transíerred the money via the bank.
d We are planning an autumn sales campaign.
e Susan will reorganize the Research Department.
ADMlí^
5 Match the more íormal verbs with their less íormal (spoken) equivalents.
Check your answers in the key on page 61.
íormal iníormal
1 to acquire------ a to put into action
2 to reduce b to pull out
3 to access \ c to get vvorse
4 to appreciate --------- d to buy
5 to capture e to pay
6 to deteriorate f to cut down
7 to implement g to get into
8 to rationaJize h to take
9 to remunerate i to understand
10 to withdraw j tom akesim pler
28 U N I T F OUR
Change this text into more natural spoken English. Start like this: Vd like to
talk todaỵabout... Compareyour version with th ek eyon page 61.
Introduction
The subject of this paper is a cost-benefit analysis of introducing

job sharing. The aim is to provide the necessary iníormation for a
decision to be made within the next two months. The subject will
be looked at under the folIowing headings: Anancial implications,
working practices, and social eíĩects.
financial implicatỉons_____
A detailed study of personnel and associated costs has been carried

out. From a paỵroll point of view, 10% of staíĩ choosing to job
share will mean no actual increase in direct salary costs. However,
there will be additional costs incurred in the administration of
salaries.
Choose a text from your own sources (e.g. a company brochure, a product
description) and change it into more natural spoken language. Practise
presenting the iníòrmation.
T H E R I G H T KI ND OF L A N G U A G E
Pre-viewing 1 Look at these visuals. What do you think o f them?
Píâòuct
There are Ihrse areas thai ate <JÍ thB Uk. 1 F ~ ' inporiance when I
consldcrlng the deslgn o f ínv n m pcs ?u«t:
Destgn 1. Attracting the "tntomt
2. Intorming ưie custom sr
3. Bring conventB' 1 tsr the eustomer
"» « a la Row W 8 h a v e d e a l t Hiltlit> a tH r e Ire a s.
■ Attractive
1 Tnecolour, shape, and t a 'i» o fth r haltle hsvebeen
■ lnformative chosen terconslt « rctt & . luse they pioved
'o Be the onea tnat Bia pllDt group conuderod the IH M
■ Convenient attrastlv*.
í Research aleo shom d ttiat custoroe e r» t
Interested In glamorous nemes QL tl. UM <* msny
colours. What ' t , reellyi canteđ w ss d Iníor mation
a b o u tv r h o t w a s ' j a tN s b o ttte . O n c i a g a m . It w a s
L. F n o t t o u s s lo n g , t e t r J l ] w g a n I o o e s c r ib e th e
u on tsrttE , u t to USB slm p lữ la n g u a g s Ib a t m e la y o e r s o o
GOuld toan unBerstana.
ầ s u r p t t s s í s s u l t w a a t h a „ 0 m a n y o t K e ơ io t g íữ u p yvere
GOnĐemBd abot t how saBỊT (r (Sttỉcu Il| it wouK) be to
open the bottla. Man1 thoúr* £WB ttaí ẽeíd too much
a tte n tlo n to saM B y t e é t u r s s — m a k ln g II Il!lfte u il fo r sm a ii
c M ld ra n t o o p a n — a n d n o t e r H (1 _ t - o n 1 0 c u a to m e r
convenience.
2 This checklist contains some o f the ‘rules’ for designing and using visual
aids. Discuss these rules and try to agree on some others to add to the
checklist. Compare your answers with the key on page 62.
Checklist
Design
Don't use visuals to repeat what you can say with words.
Don’t overcrowd visuals with too much iníormatlon.
Use
Don’t use too many visuals.
Don't read from the vísual.
UNIT FIVE
3 Read the Video Presentation Context. Imagine you are making the
presentation.
a VVhat sort ofvisuals will you use?
b How will you use these visuals?
The company The presenter The audience The presentation
Westwood Brewery, based In Joanna Brookes is Joanna has invíted the senior Untortunately, Joanna gets the
London, is a traditional Westwood’s r>ew PR Manager. managers of the brewery and date wrong. She only reallzes
company. It has recently One of the tlrst ttiíngs she đoes some outside consuttants. her mistake when her
created the post of Public is to organiỉe a meeting to They are expecting to secretary tells her that the
Relations (PR) Manager In discuss ứie brewery's participate In a meeting about audience is waitlng in the
orđerto improve the corporate Im age-in particular the corporate image of the conterence room. She is
company's image In the wheưier it needs to be brewery. planning to say somethlng
market. changed. about the Products and the
latest production fĩgures.
Viewing □ 4 Watch Versions 1 and 2 o f the video from 15.35 to 20.30. As you \vatch,
compare the design o f Joanna’s visuals. Note anything you particularly like
or dislike.
□ 5 Watch Versions 1 and 2 o f the video from 15.35 to 20.30 again. As you
watch this time, compare the way Joanna uses her visuals. Again, note
anything you particularly like or dislike.
Post-viewing 6 Design a visual (on a transparency, flip-chart,orboard) o n o n e o íth e

following:
a information about your company/organization
b a business/management concept
VI SUAI . AI DS
Language knovvledge
JOANNA BROOKES
‘Production flattened out around the
480.000 markforfour years and
then, more xvorryingly, dropped to
460.000 last ỵear.'
1 You are going to hear Francesca Rocca, Finance Director o f Marvotto,

talking about turnover íìgures. As you listen, vvrite the Lníormation she
presents on Graph 1 below. Check your version with the key on page 62.
2 Complete this description vvith iníormation from Graph 2 below. Check

your answers in the key on page 62.
I’d like to draw your attention to some key íìgures. On this graph, I have
-------------------------- both proíìtability and turnover. The
k------------------------- line represents turnover and the ^--------------------------
one represents proíìts over the last ten years. As you can see, ten years ago
our turnover stood at £550,000. Over the next five years it
^-------------------------steadily. It reached a peak o f £750,000 íìve years ago
and, uníòrtunately, since then it has ?-------------------------- lt now stands
back at £550,000.
Let’s look at the profit íìgures for a minute. During Lhe same period,
proíìtsị-------------------------- There was a slight i _________________
in 1993, but othervvise we have b_ our profitability
throughout this period.
Graph 1 Graph 2
Sm $.000
.5
4
.3
.2
.1
1.0
.9
.8
.7
.6
.5
.4
3
.2
.1
0 Tnrr T T T I I
-5 years Now +5 years
Key Key >tumover --------- profìt
UN IT FI V E
Language focus Describing trends, charts, and graphs
Types of chart
segments bars c o lu m n s
db □□
□ != □
pie chart line graph bar chart table fìow chart organigram
Describing change An end to movement

to flatten out/level off
ưpward movement
to increase/rise/go up
to grow/expand Sales have Ịỉattened out.
to rocket/boom
No change
Our sales rose lastyear.
to remain constant/stabỉe
To increase and to expanảcan also be used transitively: to stay the same/at the
e.g. We increased sales. same level
We expanảeả our workforce.
Sales have remained constant.
To raisecan only be used transitively:
e.g. We raised ourprices. Three other verbs - to maintain, to hold and to keep- are
► Note used transitively:
Transitive verbs can be used when we want to e.g. We plan to maintain our dividend (at the same level).
express an action which affects an obịect. We need to hold our costs down.
ACTION OBIECT We plan to keep ourprices ỉow.
e.g. We raised our prices.
Degree of change
Intransitive verbs cannot be used to express an
action, only a result. dramatically/considerably/sÌỊ;nìficantly/moderateỉy/
slỉghtly
e.g. Prices rose.
Dovvnvvard movement
to decrease/fall/drop/
decline/go down Sales have/aỉlen Profits rose sỉightỉy.
lo contract considerably.
lo slump/colỉapse
Speed of change
Profits havefalletì recently.
rapidly/quickỉy/sudảenlỵ/graảuaỉỉy/steadilỵ/slowly
To decrease and to drop can also be used transitively:

e.g. We have ảecreased our costs.
IVe wiỉl drop ourprices.
To reàuce and to cu tcan only be used transitively: Absenteeism had Sales went up rapidlỵ.
e.g. VVe reduced his salary. dropped sỉowỉy.
We had to cut 200ịobs.
VĨ S U A L AIDS
3 Make th e s e sentences transitive. The first one has been done foryou.
Check your answers in the key on page 62.
a Our salaries have remained constant for fivevears.

The company salaries et the same level.
b The tem perature in the building has fallen.

The caretaker the tem perature in the building.
c Interest rates have risen over the last two vveeks.

Banks their interest rates.
d Produ ction has staêd the sa me for so me time.

Thecom pany p ro d u c tio n a t the same level.
e The average age has decreased in the company.

Recruiting policy the average age.
4 Weoften use noun phrases instead ofverbs to describe trends. For

example:
Prices haverìsen considerabỉy.
There has been a considerablerisein prices.
Change the following sentences to include a noun phrase. Compare your

answers with the key on page 63.
a The market has expanded slightly.
b Prices are going to fall drama tically.
c Ou r export sales collapsed suddenly.
d Sales are increasing steadily.
e Salaries have dropped grad ually.
f Proíỉts will certain ly rise significan tly.
'Ourexportsales oollapsedsl/ddenly.'
34 U N I T Fl V E
1 Design and present some effective visuals on the information below.
Nike Inco rporated

Foundation: 1972
Employees: 45 (1972); 6,500 (1992)
Sales: $3.2 million ( 1972); $3.4 billion ( 1992)
Share price: $5.50 (1980); $65.00 a share (1992)
199 1: profit increase- 15%, sales increase - 13%
Total world-wide revenue
footwear: $2.62 billion (77(fo)
apparel: $628 millio n ( 18%)
other: $ 162 million (5%)
2 Design and present visuals to communicate the following messages.

a An employer s desire to introduceTQ M (Total Quality Management),
b A decision to ban smoking throughout the building.
c An announcem ent o fa competition for the most successful sales person.
V I S ƯA L A I D S 35
Pre-viewing 1 Use this checklist to discuss the importance o f body language in
presentations. Compare your ideas vvith the key on page 63.
Checklist
eye contact
facial expression
hands
m ovement
posture
2 What body language can you use to persuade?

Video Presentatíon Context
The organteatlon The presenter The audlence
The Academic Management Dr Linden is responsible íor Aii merabers or Dr Llnđer) & Or Linden irrtends to point out
Institute is partly funded by the budget of his department. staff are at the meeting. TheJỊ the options íacíng the
local govemment. It Is íaclng He has called his staff are all worried about possible department and the Institute.
cuts in its budget. together to discuss the job lossas.
situation. He wants to
persuade them to propose
an alternative.
36 U N I T SI X
Vievving □ 4 Watch Versions 1 and 2 o fth e videoử om 20.40 to 23.18 with nosound. As
vou vvatch, make notes on Dr Linden s body language. Use tliis checklist to
help ỵou. Compare your notes with the key on page 63.
Checklỉst
Version 1 Version 2
General appearance
stance and posture
Hands - position
H ands-gestures
Eye contact
Facial expressỉon
Movement
□ 5 Watch Version 2 o f the video from 22.14 to 23.18 again, this time listening
to the sound. As you watch, underline the expressions in these extracts
which are strongly emphasized. The íìrst one has been done for you. Check
your answers in the key on page 64.
a Thesc cost cuts are going to cause considerable pain.
b Wc nced to draw up a plan o f action. I have put some ideas on the board.
c Thcse are some ofth e measures we could consider. There are broadly
three approaches.
d First, we could accept the cuts and reduce stafĩdrastically. Secondly, we
could fìght and hope to achieve some reduction in the level o f the cuts.
Or thirdly, and this is what I support, we could put forward an alternativc
proposal. Now, this vvould m ean...
Post-viewing 6 Choose one of the topics (a-c bdovv) and prepare a brief presentation. Try
to be persuasive. (If possible, record your períormance on video and use
the recording for feedback. Play it back with no sound.)
a Women make better managers of people than men.
b The world is changing so fast that long-term planning is no longer
feasible.
c Body language is at least as important as spoken language.
BODY L A N G U A G E
Language knovvledge
DR LINDEN
‘Or thirdly, and this is what ỉ
support, we couldputforward an
alternative proposaư
E3 1 You are going to hear eight short extracts ííom different presentations. As
you listen, decide whether the language in each extract is being used to
emphasize or minimize the message, and complete the table. The íirst one
has been done for you. Check your answers in the key on page 64.
£mphasize Minimize J ITMfíÝúOM£AS euủhlT .

□ S u p d lỳ t Ị o H ẻ M -T H Ó T ỳ ò U 'V £
6 ỄẾIVÍ P lC kE p T õ TAKé m ÌT ib J T H £
Ị
'
□ □ C ứM PflNJỵ’S O C H m K )SII-IM 6 PR036CT.
□ □
□ □
Language focus Emphasizing and minimizing
Emphasizing Minimizing
Strong adverbs intensify adjectives: Look at the way the following expressions o f degree
We’ve haả an extremely good ỵear. and uncertainty modify, or minimize, the message:
Adverbs can be total, very strong, or moderate. It seems we will have to delaỵ the deliverỵ.
TOTAL The ChiefExecutive Officer appears to have left the
absoluteỉỵ ựantastic) country.
completeỉy (awful) ỉ t ’sju st a little bitỷurther.
ettúrelỵ (depressing) We’regoittg to reduce ourstaff a bit.
VERYSTRONG Perhaps we should consider resigning.
extremeỉy (good) There might be another way.
verỵ (bad) I tenả to think we should stop now.
MODERATE To some extent, the cotnpany hasfailed to realize its
/ airly (safe) potential.
reasonablỵ (expensive) Intonation is also very important in giving more or less
quile (cheap) emphasis to vvhat we say.
UN1T SIX
Add an adverb to these sentences to emphasize the m essage. Compare your
answers with the key on page 64.
a This has been a good year. **

Key
b We have had a diíĩìcult time. *
c We have seen a disastrous decline in our proíìts. *♦* moderate *
d It vvas easy to achieve our objectives. * very strong **
e The announcement was unexpected. *** total**«
f I’ve got some bad news. **
Complete these sentences with words that wil] minimize the message.
Compare your ansvvers with the key on page 64.
a We ------------------------------ see things dilĩerently___________________

your experience i s ------------------------------ limited.
b ------------------------------ , you’re right. B u t ____________________ we

------------------------------ consider the long-term view.
c There’s ------------------------------ tim e ._____________________we

------------------------------ discuss this question now.
Change the language in this text to communicate the message more
persuasively. Compare your version with the key on page 64.
The trouble with business today is that people don’t have time.
Companies have reduced theừ workforces so that fcwer people have
to do the same amount o f work. This means that managers don’t see
what is happening around them. They need their tim e to work
through theữ regular tasks and have no time to take on new
initiatives. . V ■; . ■■ V-V ' ' ■ ■■■
Time for reílection is important. Decisions taken now n ot only affect
today’s business, they can also have an ừiAuence on business in the
long term. Strategy is the concem o f senior management when it
needs to be the concem o f everybody in the company.
Prepare and give a short presentation on a subject you feel strongly about.
ưse language, body language, and intonation to communicate your
message clearly and persuasively.
BODYLANGUAGE
7
Pre-viewing 1 What should go in the finaJ part o f a presentation? List the things you
think should go in a presentation ending. Compare your list vvith the key
on page 64.
2 What vvould you include in the endings to:

a a farewell speech to a colleague?
b an introduction ofyour department to a new colleague?
Video Preseniation Coniext

The company The presenter
Westwoođ Brevvery, based in toanna brooKes ĩs Joanna nas invlted the senior Joanna Brookes is reachlng
London ís a traditional Westwood’s new PR Manager. managers oỉ ứie brewery and the end of her presentation.
company. It has recently One of the first things she does some outside consultants. The presentation should
created the post of Public ib to organize a meeting to Ttey are expectlng a clear provide a Glear agenda for the
Relations (PR) Manager in discuss the brewery's summary and a sense of discussion whicH follows.
order to improve the corporate image - in particular direction for their diseussion.
company's image in the whether It needs to be
market. changed.
Viewing □ 4 Watch Versions 1 and 2 o f the video from 23.28 to 25.23. As you vvatch, note
vvhat Joanna includes in her enđing each time. Compare your notes with
the key on page 65.
40 ƯNI T S E V E N
□ 5 Watch Version 2 from 24.24 to 25.23 again and complete Joanna’s
presentation notes. Check your answers in the key on page 65.
Signal to end
b h h
Summary
1 Products
2 markets
3 _________
*
Recom m endation
*
Invitation íorquestlons
Post-viewing 6 Use the information below to prepare and give the ending o f a
presentation.
Si
ổignal to end
r u hrieỷlr ‘ummarize the maittpoints
Summary
1 saỉes results
2 salesýoreeait
3 aaionoỉatỉ
Recommendation
Invỉtatlon fòr quesỉlons
Are there arty questions?
F 1 N 1 S H I N G OFF 41
Language knovvledge
JOANNA BROOKES
'So, beíore wemoveontodiscuss
these matters, let m ejust summarize
the tnain issues. Firstly... secondly...
tHirdlỵ... So, Isuggest we take things
in thatorder... Beforewestart are
there aỉỉYquestionsyou 'dlike to ask?'
^ 3 You are going to hear the final part o ffo ur different presentations. Asyou
listen, decide whic h presentation each extract comesfrom, and complete
the table. C heckyour ansvvers in the key on page 65.
Presentation Extract
The Sales Presentation

(by a salesman to a group ofprospective customers)
The VVelcome Presentation

(to a group ofvisitors to a plant)
The New Idea Presentation

(to a group of managers)
TheM otivation Presentation

(by a Personnel Director to a gro up of new employees)
Language focus Endings

Signallingthe end R ecom m ending
Thatbringsme tothe end ofmypresentation. 50, 1 vvouldsuggest that we...
Thatcompletes mypresentation. 1'dliketopropose... (m oreíorm al)
Beíore Istop/fmisll. le tm e ju s ts a y .. Inmyopinion, the onỉy wayforward is...
Tuat coversalll wantedtosaỵtodaỵ.
Closing
S um m arizing Thankyouỉoryourattention.
Letme ju stru n overthe keypointsagain. Thank ỵo u ío r listenừig.
rilbrieỷly summarizethe m ain issues. Ihope y o u vvillhavegained an insight in to ...
To sum u p ...
Brieũy- . Inviting questions
I'dbe gladto tryand ansvverany quesĩiom.
C oncluding So. ỉet’s throw itopen toquestions.
A syoucan see. there are som e verygoodreasoũs... A11Yquestions?
111 conclusion...
ĩd lik e toleaveỵOỉl wứh thefollowing thought/idea.
UNI T S E V E N
2 The sentences a-e belovv are the end o f a presentation, but they are in the
wrong order. Put them into the right order. Check your answer in the key
on page 65.
a So, I’d now be glad to answer any questions.
b I sincerely hope you’11 all go avvay with a more complete picture o f the
principal activities of ƯNEXCO.
c Very brieíly, there are three. Firstly, fund-raising; secondly, publicity;
and thirdly, political lobbying.
d So, that brings me to the end o f this presentation.
e Finally, I’d like to leave you with something which I heard recently. ‘You
can’t please all the people alỉ the time, but we should certainly be able to
feed all the people all the time.’
3 Make full sentences by matching the correct halves. The íìrst one has been
done for you. Check your answers in the key on page 65.
a Beíore we come to the end,_. 1 there are four major features.
b I’d be glad to answer 2 vve start the discussion now.
c To summarize, 3 byquotinga vvell-knovvn saying.
d We can conclude 4 we should reduce our costs.
e Inm
In m yopinion,
yop in ion, 5 anvquestionsnow.
f I’d like to suggest ^ - 6 I’d like to thank you for your
participation.
1 Use the iníormation below to prepare and give the ending of a
presentation on your home town.
2 Prepare and give the ending o f a presentation on a proíessional subject o f

your choice. Include a recommendation, if appropriate.
F I N I S H I N G OFF 43
Pre-viewing 1 What is the best way to handle diffìcult questions after a presentation?
Compare your ideas vvith the key on page 65.

The organizaikon The presenter The audlence The prsssntation
The Assodotion of Dr Línden is well knovyn fbr hís Tbree members of thc Dn Llnden has talked about the
International Management publlcatíons in the fleld of aadlence ask Dr Lindena results of recent surveys into
(AIM) is holding iỉs annual management psychology, He question. Each questloner has leadershíp styles and career
conterence. As usual, the hasjustfinisbsd presentíng a đlfferent personallty and promotion prospecỉs. These
conterance programme his paper Qn 'Leadersh'" style of questíonỉng. surveys are based on
Includes presentatíons on a styles'. He awa!ts questìons corporate interviews earríeđ
wide variety of subịects. from the audience. out wor1d-wide.
Viewing □ 3 Watch Versions 1 and 2 of the video from 25.34 to 28.53, with no sound. As
you watch, note the differences in body language in the two versions.
44 UN1T HIGHT
□ 4 Watch Versions 1 and 2 from 25.34 to 28.53 again, listening to the sound.
As you watch this time, note the diíTerences in the way Dr Linden handles
the questions. Mark whether he does ( / ) or does not (x) carry out each
stage in the checklist belovv. The firsl One has been done for you.
Checklist
Verslon 1 questions Version 2 questions

S llrípu: welcomes the question ‘
1 X 2 X 3 X 1✓ 12 / 3 X
m
takes time to think betore answering
1 2 3 1 2 3
♦ V
clariAes the question
1 2 3 1 3
' ti r ...
¥ ¥
accepts criticlsm positively
1 2 3 1 2 3
¥
replỉes positivelỵ
1 2 3 1 2 3
¥
,—»ViXỷ. checks the questioner is satistied
1 2 3 11 2 3
Post-vievving 5 Work with a partner to practise handling questions. Each person should
choose one o f the topics (a-b belovv), and their partner should ask them
questionsabout it.
a T hebalan ceofw ork an dh om elife
b National stereotypes
Take two or three minutes to íormulate and anticipate questions beíòre
youstart. Use thechecklist in Viewing4 to helpyou. (Iípossible, record
your períormance and use the recording for feedback.)
QU E S T I O N T I M E 45
Language knovvledge
QƯESTIONER
‘ Dr Lindetĩ? Ifỵou dorìt mind me
asking, couldyou telỉ us how the
respondents assessed difficuỉt
concepts such as individuaỉismĩ’
DR U N DE N
‘ o / course. I supposeỵou’re referritĩg
to the second surveỵ í mentioneảĩ'
You are going to hear Samantha 0 ’Neill answering some questions aíter
her presentation on product development. As you listen the íìrst time,
summarize the questions on this flow-chart. Then listen a second time and
summarize her answers. Compare your ansvvers with the key on page 65.
Questions Answers
medium-range product
a _______________________ ?
I yes,but
b ________
sm
no replacements in pipeline I
c ------------------------------------?
I" tr "' • í
difficult to say
------------------------- ► ,
C l l product
e __________
nơth eĩ Aeld
f __ __
production delays on A 15 Ị
g ------------------------------------------------- ? '
Language focus Asking and ansvvering questions
Direct questions A negative stateme nt qu estion is loo king for the

answer'no':
D o yo u haveany plans fora ũew productionplant ?
We haven’t won the contract, have we?No, it doesrit look
Where doyou plan tolocateitĩ
like it.
Polite questions and answers Iwasn 't a success? Not much ofone.
We aren 'tgoing to make it on time, are we?Vm aừaid not.
Q UESTIONS
Do Ỵ O II m i n d iĩla sky o u lf t h c answer contradicts the statement, thevvord
Would telỉừig me íf/w hether... actuallỵ'\Sofien used:
whaưwhere/elc. .. T heplant sgoing to close, isn ì it?Well, actually,ỉ’vejust
Could/Canyou tellm e... ab o u t... heard the company is employing more staff.
Tm interested to know ..
Vả like to know.
Clarifying a question
ANSWERS
I f l understandyou correctly, you aresaying/asking ...
I didn 't quite catch tha t.
Go ahead/Please do/Certainty.
Could you go over thatagain ?
Thatsagood question.
T hats interesting.
ưm not sure whatyou 'regetting at.
Statem ent questions and answers Avoiding giving an answer

Perhaps we could deal with that later.
QUESTIONS
Can we talk about that on another occasion?
All the space was bookedĩor an October launch.. ?
I'm aữaid that sn o t myíield.
(question intonation)
ỉ don 't have theữgures with me.
It worriesme that we don 'thave allYreplacements in the
pipeline. Đoesnt itworryỵou IOO? I'm sureMr (...) couldanswer that questỉon.
Thats interesting, but I'd p rđ er not to answ erthat today.
ANSVVERS
A positive State m ent que stion is looking for the Checking the q uestioner is satisíìed
a n sw e ry es ': D oesthat answeryourquestion?
Itsgoingtobelate, isritit? I'm aừaidso. Is that cỉear?
You’vegot problems with theassembiyĩ Yes,afew. May wego on ?
The supplỉershavedone theirjob. /sthat rìght?Yes, asfar
aslknow .
E b3 2 You are going to hear six questions. Listen and choose the best response to
each question. Check y o u r ansvvers in the key on page 65.
d
1 No, o fc o u rse not. 1 Ineedabreak.
2 Please do. 2 I don't need a break.
3 No, that's a prohlem. 3 T h a t 's a g o o d idea.
b e
1 Well, actually, it's confident ial. 1 No, they arent.
2 Yes, I do. 2 You’re w ro n g .
3 Certainly. 3 A ctually,som e are at headquarters
c f
1 You could say so. I Any m om ent.
2 That's right. 2 T h at's a difficult question.
3 I'd prefer n o t to. 3 That's interesting.
QUESTIO N TIME
3 Put the questions and ansvvers in these three dialogues in the correct order.
a
A: Fd like to ask you about next years prom otion campaign.
B: We’ve got a meeting next vveek to decide. ril let you know straight away,
i f t h a t ’s o K .
A: Excuse me, could I interrupt?
A: Sure, that’ll be fìne.
B: Sure, what exactly wou!d you like to know?
A: Well, could you tell me at this stage whether you have íìxed a budget?
B: Oícourse.
b
A: VVoulđ you mind telling us when you’re going to retire?
B: When is it?
A: May 1 ask a question?
B: That sounds fine. ru look forward to it.
B: Not at all. fm plan nin g to stop work just after Christmas.
A: Oh good! We’d like to invite you to our Christmas party. Can you
come?
A: It’s on the 24th from seven onvvards.
B: Goahead.
A: I see what you mean. Yes, ofcourse we’ve looked at all the options and
we think this is the best One.
A: Are therc any questions?
A: I’m aíraid thats all we have time for novv. Perhaps vou’d ILke to talk
about that later.
B: Well, you knovv, other possibilities such as relocating to a cheaper area.
B: Yes, I vvonder if you have considered any other options?
A: ]’m not sure w h a ty o u ’re gettừigat.
B: But surely relocation vvould be better for the staff?
TH/NT SÕUMD5
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48 UNIT El tìHT
Pairvvork 1 You are going to role-play a T V interview. Working with a partner, decide
which role to take — interviewer or interviewee— and read your rolecard.
Prepare your questions and ansvvers beíòre you start. (If possible, record
your períormance and use it for feedback.)
Intervlewer
A news atory Bnf just braken. Hammonâ Electronics Inc. (an
Hmeríean m jl*inational) Is going to Glose Itb plant lr> Southern
Germany and mave to Pcrtugal. The clo&ure will result In more
than 2.0QC j0D losses. Vour job is tc interviẹvv the Human
Resources Manager at Ha mmĐ n c T s European Neadquarters in
Brussel Govbe ĩhe rollo’ hg question areas:
á reasons for relocation

b effects of relocatlon
c Rolicy Qf comoany for European píOduction
a íuture in Germany
lntervlewee
Yqu are the Human Resources Manager at Hammond
Electronics Inc. (an American mulỉinaíiana . You are based at
the Gompany’s European headquarters in Brussels. Hammond
Mas just announced that it wili Glose its plant in Southern
Germany and moye to Portugal, wtth the loss of 2 ,0 0 0 jobs In
Germany. Your job is to answer questions about this decision.
Prepare your answers in the following areas:
a reasons for relocatlon

b effects of relocatlon
c policy of company for European production
d íuture in Germany
2 Choose a presentation you have given recently and make a list o f questions
on it. Working with a partner, practise handling the questions.
QUESTION T I ME 49
Pre-viewing 1 Look backat your notes on ưnit l. What problems did Joanna have in that
presentation?
2 Read the Video Presentation Contcxt. Imagine you are making the
presentation.
a What will you indude in the presentation?
b How wiU you prepare for the presentation?
Video Presentatlon Context

The company The presanter The audlence The presentation
Westwoođ Brew®ry, based ìn Joanna Brookes. the new PR The autíience of senior The preseotation stioulđ
London, is a traditional Manager at Westwood managers and outside proviđe a clear agenda for the
company. It has recently Brewery, has organìzed a consuttants Is expecting a discussion vvhich follows.
created the post of Public meeting to discuss the presentatlon which will clearty
Relations (PR) Manager in brewery's corporate Image. introduce the main topics íor
order to improve the discussíon.
company‘s image in the
market.
50 UNITNINE
Vievving D 3 Watch the videoử om 29.03 to the end. As you watch, use this assessment
form to evaluate Joanna’s presentation.
System
general organization
introduction
ending
connections
relevance
length
level
Manner
audience contact
interest
assuranoe/confidence
Bođy language
stance and posture
hands
ejse contaet
movement
íacial expression
appearance
Visual aids
number
design
relevance
use
Overall impression
P U T T I N G IT A L L T O G E T H E R
□ 4 Watch the video again from 29.03 to the end. As vou watch thistim e, make
n oteson theorganization ofloannaspresentation. U seth is‘classic’
presentation structure to help you.
Summary
Post-viewing 5 Prepare and give a presentation on a subject you know well. Follow these
guidelines and use the assessment form in Vievving 3 to evaluate each
others períòrmances.
Beíore th e oresentation
define the audiesce

clariíy the obịcctises/purpose
plan the content
■esign suitabĩe vỉsual aids
control the ỉengtb
*òllow a clear strat tu re: introduction, mai n parts,
summary and 00’■ Iusion
During the presentation
keep eye contact B*c audience

don’t rush ircmer • Co pause)
articulate dearly and Ị'ĩJịect your voicc
52 UN I T N I N E
Language knovvledge
JOANNA BROOKES
‘O nepointfor discussion, then, is
whether we should maintain such
differentProducts in our range.’
You are going to hear two short extracts from Joanna’s presentation again.
a As you listen to the íìrst extract, mark the linking expressions and the
emphasizers/minimizers Joanna uses. Check your answers in the key on
page 66.
The íìrst thing to be said about these Products is that theyVe very
diverse. Well, let’s take our premium export lager, Hohenbrau. Now
this product has alvvays been positioned at the top end o f the market.
It has a high price and it*s onỉy available through selected rctail
outlets. Altogether, it’s quite exclusive.
On the other hand, our Rutters bitter has an entirelị' different
pcrsonality. ỉt’s brevved in a traditional waỵ. We put ì lot o f malt into
it, which gives it a rich golden colour. As far as I knovv, it’s alvvays been
soid at a mcdium price, and is available through most supermarkets.
Sơ, as you can see, these are two very diíĩerent products. One an
up-market German-type Pilsener, the othcr a very English bitter. One
pointfor discuỉsion, then, is whether we should maintam such different
Products in óur range.
Let’s move on to marketing, and 1 only vvant to raise one issue.
b As you listen to the second extract, mark the pauses and the vvords
Joanna emphasÌ7.es. Check vour answers in the key on page 67.
The third element is the people and primarily here 1 mean the
brevvery workers and the management. One o f the things that
shockeđ me vvhen I fi'st joined Westwood was this organization
chart. It s like som ething from the last century. Do you realize there
are ten layers betweeri the shop-floor workers and the Managing
Director? In my view, this makes the company slow and
unresponsivc. I knovv there are many good things about Westwood,
but our image is much the same as it was in, say, the times o f Queen
Victoria - a very traditional, paternalistic employer. Well, the very
least we need to do is discuss whether this image is appropriate for
the late 20th century, let alone the 21st.
P U T T I N G IT A L L T O G E T H E R
Language focus Delivery and style
Tempo Sentence length

Vary the speed - don’t talk at the same pace alỉ the Avoid reading your text - this should help keep the
time. And pause from time to time - a few seconds o f sentences fairly short.
silence are sometimes just as effective as words.
Register/Style
Volume Make your English sound natural - don’t use vvritten
This is largely a question o f voice projection. There is English. Decide how íormal the language should be for
no need to shout. Vary the volume. A quiet part can the audience.
contrast with a louder part.
Linkers
Expressiveness Use linking expressions to guide the audience through
Vary the pitch (high pitch = soprano, low pitch = bass). your presentation. Linkers will also help you vary the
A good way o f varying the pitch is to introduce pace o f your presentation.
questions into your presentation. This should force
you to raise the pitch a little. Emphasizers/Minimizers
It’s alvvays a good idea to exaggerate a little - it will help
Articulation to get your message across persuasively.
The sounds will be clearer if you don’t rush your
vvords. Ifyou anticipate diíĩìcuUy in pronouncing
certain key words, practise them beíorehand. ưsually
the problem is the syllable stress.
2 Use the video transcript on pages 79 and 80 to practise giving Joanna’s

presentation. Use this assessment form to evaluate each other’s delivery
techniques. (If possible record your períormance and use the recording for
íeedback.)
tempo
volume
expressiveness
articulation
54 U N 1 T NI N E
Give a short presentation based on the text below. ưse this assessment form to
evaluate each other’s use o f language. (If possible, record your períormance and
use the recording for íeedback.)
sentence length
register/style
linkers
em hasizers/m inim izers
Therc are some important things ỉa remenaber whea glving à

presentation. One o f the key dem ents, ỉn ray opỈQĨOn, ỈI thecontact
with the audienGeJTb>s ^ k e a c h ie v e đ thrọụgh a yạịBrty of
techniques. eye eơnta£t as much as possible ís a
very im pO ỊrỉaỉĩtW raễ^P^^^ yoQ are speaking to 3 wry large
audience, it’s a ga%di<te||9|rgdỉ out two OI three members of the
audience and eãtamraẩ ÉỊrccOTỈlact wỉíft them.
Another way o f keeping contact is to encourage íhe aadience to
interrupt and ask questions durũìg the presentation. This may
depend on the time you have allocated but, in prkneipie, ít la Setter to
deal with a question at thc time it arỉses rather than ỉater.' <CBBare
many other íactors but eye contact and auđieace p&rticipBiien wiỉl
count for 60% success in establishing a sỉroog relatioiisiỉp wiflj your
audience.
.* • • . • -'••p..
‘Ií’s a good iảea topick out two or three members ofthe audience and
establish eye contact with them.’
P U T T 1 N G IT ALL TOG E THE R 55

Prepare and give a fìve-minute presentation on ‘The golden riiles o f
presentations’ Evaluateeachothersperíòrm anceusingthisassessm ent
form.
System
general organization
introduction
ending
connections
relevance
length
level
Delivery
tempo
volume
expressiveness
articulation
Language
sentence length
register/style
linkers
emphasizers/mlíiimizers
Mannei
auđience contact
Interest
assurance/contidence
Body language
Stance and posture
hands
eye contact
movement
íacial expression
appearance
Vlsual aids
number
design
relevance
use
Overãll impiesslon
Answer Key
Unitl What is the point?

Communication skills Overall
Avvareness oĩyourauảience (Who are they?What aretheir needs or
interests? What do they expect fro m you?)
Clear objectives (10 inform, persuade, welcome, ctc.)
System
Planning- have a dear struc ture and a sense o f tim ing
Organization —have clear connect ions between the different parts or ideas
Information - m akesure what you say is interestingand relevant toyour
audience
Im pact- make sureyou hav eastro ng introduction and conclusion
Delivery
Clear, simple, and íluent
Use o f naturalspoken language
Useofpauses for emphasis
Body language
Use ofstrong, clear gestures for emphasis
Good eye contact with the audience
Positive, confident, and relaxed m anner
No distracting gestures
Visualaids
Clear and simple rnesssages
Efficient, professional use ofequipm ent
Overall
She doesn't seem aware ofthe needs or interests o fher audience.
Her objectives are not dear.
System
She is obviously not prepared.
Her presentation is unstructured and confusing.
The information is not organized logically, or linked clearly.
She does notgive much useful infor mation.
She has no tth o u g h t abouttim ing.
There is no strong introduction or conclusion.
Delivery
She hesitates a lot.
She reads from a paper (badly).
She refers to herselfnegatively.
She uses specialist language.
A N S W E R KEY [peges e - c ]
Boảy language
Hergestures are not linked to herspeech.
She does not maintain eye contact with her audience.
She does not appear confident.
She has some distractinggestures.
visualaids
She has a screen bu t does Iiot use it.
Language knovvledge a back in 1982 (finished)

b since that date {uuíỉnished}
c some time ago (finished)
d over the last fewyears (unfinished)
e now (present)
f over t h e same period (unfinished)
g last year (finished)
h ten years ago (finished)
in 1985 (finished)
since then (unfinished)
2 a sold
b have investad
c stands
d haveincreased
e retired
3 a back in the cigluis

b a tth e m o m e n t
c sincejanuary
d last month
e over the last few years
5 l'd've liked to speak for longer on this subject, but I'm afraid I haven't got
enough time. Hovvever, 1'dtlike to say a fewwords about future prospects.
This year, we've had some major problems; next year, we'll face even more
severe ODes. This is certain, as the market s becoming even more
competitive.
• . w o u l d l ĩ k e t a n b e u s e d h c r e f o r e m p h a s is .
\N s w E R KEY [p a g e s S c ro ]
Unit 2 Makingastart
Communication skills 4 Geoffonly includes a reference to theaudience.
5 Geoffindudes all the items in the checklist.
Language knowledge Internal presentation : a, d. f. g. i, I

External presentation: b, c, c, h.j, k
2 a talk about f fina lly

b brief g questions
c act as h go along
cl lo okat hear
e points ofview
3 a 2 e I
b 3 f 3
c 2 g 3
d 3 h 3
4 a I'm delighted f sections

b I ta ke ca re g don't hesitate
c Mv purpose is h a chance
d go through in mo re depth
e divide
Unit 3 Linking the parts

Communication skills 4 It is not at all clear what Geoff is talking about and thereseems to be no
organization behind his talk.
5 Point 1: History
Point 2:Main markets (and M auton nevvsstory)
Point 3: People
Language knowledge a 3 e 5
b 4 f 2
c 7 g 6
d 1
2 a 3 d 1
b 6 e 2
c 4 f 5
A N S W E R K E Y [ p a g e s ! 3 —2 o Ị 59
3 (other answers are possible)
a That was a good meeting. By the way, did I tell you about the match
last night?
b O ur competitors are becoming stro nger. For example/In particular, one
o fthem , Falcon, has a joint venture with a Japanese íirtn.
c I've divided this into two parts: firstly, the issue ofprofit-sharing;
secondly. the question ofshare option schemes.
cl This year we have lost market share. Hovvever, we expect to remain No. 1
in the market.
e There arc some vital factors to consider. for example/in particular. the
fisk ofa take-over bid.
f Falcon has reduced its costs byrelocating. Similarly. we must consider
cutting the cost o fo u r premises.
g We'vehad a difficult year, but we've still ma de a healthy profit.
h We expected to lose money in the Far East. In fact/Actually, this was our
most profitable market.
The yen dropped against the dollar. As a result, we made considerable
profits on the exchange rate.
J There have been some íailures on occasions. However, as a rule, wehave
been very successful.
Unit4 The right kind of language

C o m m unicatio n skills Advantages oíreading a presentation
• There is little hesitation
• It may be easier la follow the topicbecause there are fewer distractions
• Th espeaker feels more confident
Disadvantages oírendmgữ presentation

• No eye contact with the audience
• VVritten English is more complex and often difficult to understand
• The ton e is more impersonal
• The delivery is less spo ntaneous
• The phrasing is less natural, so it's difficult to listen to
• The reader oữen speaks too quickly
3 Version 7
Eye contact - no eye contact with th e audience
Language - complex (vvritte n), longsentences, few pauses, impersonal
M anner-. closed, uninterested
Version 2
Eye contact —good eye contact with audience
LangUiỉge —simpler language. shorter sentences, more pauses, more
personal
M anner - o p e n , interested
60 A N S W E R KEY [ p a g e s 21- 5 ]
Language knovvledge Spoken language: a, d
Written language: b, c
a read; distant; prepared; impersonal

b spoken; distant; prepared; impersonal
c spoken; human; spontaneous; personal
a W6 discussed the issue ofrestructuring.

b The Finance Ma nager is directing money into the wrongaccounts.
c Both companiesvvillsign the agreement later this m onth.
cl I have found it rat her unreliable.
e The press reports that shares are due 10 rise.
a Areduction in vvorking hours isfavoured.

h He was forced to resign.
c The m oney has been transferred Via the bank.
d An autum n sales campaign is being planned.
e The new Research Department willbe reorganized bySusan.
1 d 6 c
2 f 7 a
3 g 8
4 9 e
5 h 10 b
Presentation practice (other versions are possible)

I'd like to talk today about the costs and beneíìts o f introducingjob
sharing. What I aim to do isto provide the necessary iníbrm ation íb ru s to
make a decision within the next two months. I have divided my talk into
the following parts: firstly, we'll look at the financial implications; th e n ,
we'll turn to working practices; and finally, we'll look at social effects.
So. let's start with the financial im plications. We have carr ied out a detailed
study ofpersonnel and associated costs. And we have seen that, from a
payroll point ofview. 10% ofstaffchoosing to job share will mean no
actual increase in direct salary costs. Hovvever, we need to be aware that
there will be additional costs in administering salaries.
ANSVVER KEY [pages 26-9]

Unit 5 Visual aids
Communication skills Desigtĩ
Don’t use visuals to repeat what you can say with words.
Don’t overcrowd visuals with too much iníormation.
Use visuals to support or summarize what you say.
Only use key vvords, not lines o f text.
Think about which kind of visuaỉ is right for you
(graph/table/picture/words, etc.).
ư se colour (but not too much).
Use
D on’t use too many visuals.
D on’t read from the visual.
Make sure the audience understands the visual.
Use a pointer and/or masking techniques vvhere appropriate.
Face the audience as much as possible.
Don’t block the audience’s view.
Remember that vour visuals should help you communicate your message.
They should ũfìt distract your audiences attention from what you say.
Language knovvledge
— = turnover --------- sales
a shown/plotted/drawn e fallen/decreased/come down

b solid f remained constant/stable
c broken/dotted g falI/decrease/drop
d rose/increased/went up h maintained
a has maintained
b has reduced
c have raised
d has held
e hascut
ANS WE R KHY [ p a g e S 3 0 ~ 4 ]
a The re has been a slight expansion in the market.
b There is going to be a dramatic fat! in prices.
c There was a sudden collapse in exportsales.
cl There is a steady increase in sales.
e There has been a gradualdro p in salaries.
f Therevvill certainlybe a significant rise in profits.
Unit6 Body la n g u a g e
Communication skills Eỵe contact
Maintain good eve contact with different paaple in the audience.
Don't just look at o ne person.
Facial exp ressio n

Use facial expressions (e.g. smiles) to em phasize your feelings.
Hands
Use your hands to emphasize what )'OU sav.
It is saíer to keep hands out o f pockets - in some cultures this shows
disrespect.
Hold a pen or pointer if you feel more comíòrtablc-. hut don't play with it.
Movement
Don't stand completely still c- a little movement between table and board, 01’
betvveen notes and audience, is more interesting.

Don 't move around too mu ch, 01’ the audience may vvatch you instead o f
listening to you!
Posture
Try to keep your posture upright but relaxed.
Lookstraight ahead, not down at the floor or up at th e ceiling.
Version 1
General appearance: scruíty
Stance and posture: hunched
Hands - position: in pockets
Hands - gestures: no helpful gestures
Eyecontact: none
Facial expression: depressed
Movemen t: s ta tic - several nervous gestures
Version 2
General appearance: smart
Stance and posture: upright
Hands - position: visible and active
Hands- gestures: clear, helpfulgestures
Eỵe contact: a lot
Facialexpression: concerned, enthusiastic
Movement: dynamic
A N S V V E R KEY [pa gesja-z] 63

5 a These cost cu rsare going 10 caưse considerable pain.
b We need to draw up a plan ofaction. 1have pu t some ideas on the boa rd.
c These are some ofthe measures we could consider. There are broadlv
three ap proaches.
d Eirst, we could accept the cuts and reduce staff drasticallv. Secondlv, we
cou ki fight and hope to achieve som e reduction in ihe levcl o fth e c u ts.
O r thirdlv, and this is what lsup p o rt, we could put forward an alternative
proposal. Now, this would...
Language knovvledge Emphasize: c. d, e, h

Minimize: a, b, f g
2 (other answers are possible)

a This has been an extremely/a very good year.
b We have had a fairly difficult tim e/q uite a difficult time.
c We have seen an abso lutely/a totally disas trous decline in our profits.
d It was quite/fairly easy to achieve our obịectives.
e The announcem ent was completelv/totallv unexpected.
f I've got so me very/extremely bad news.
3 (other answers arc possible)

a Wetend to see things differently. Mavbe your experience is a little bit
limited.
b To some extent, y o u re right. But perhaps we might consider the
long-term view.
c There'sjust a little bit o f timc. Perhaps we might discuss this question now.
Presentation practice (other versions are possible)

The trouble v.-ith business today is that nobody has any time at all.
Companies ha ve drastically redu ced their workforccs so that far fewer
people have to do the same a m o u n t ofwork. To some extent, this means
that managers don't see what is happeningaround them . Thev reed their
tim e to ju s t work through their regular tasks, and they have absolutely no
time to take on new initiatives.
Time for reAection is very im portant. Decisions taken now not onlyaffect
today s business, they can also have a significant inĩluence on business in
the long term. It seems that strategy is too often the concern ofjust senior
management. when it needsto b e th ec o n cern ofeverybody in the company.
Unit 7 Finishingoff
Communication skills Ttiefinalparí oílhe presentation shouỉd include:
• a clear signal that ỵou are about to end
• ab rief,clearsum m ary o fw h a ty o u havesaid
• aconclusion or recommendation (if appropriate)
• an invitation for questions, to m akecom m ents, or start a discussion.
64 ANSVVERKEY [pagesjz-ao]
Version I
A signalto end
Version 2
Asignal to end
A summary
A recommendation
An invitation for questions
5 Signal to end: So, beforewe move on to discuss

Summary: 3 personnel
Recom mendation: T o follo w th esa m e order ÚI discussion.
Invitation for questions: BeÉore westart, are there any questions you'd
li ke to ask?
Language knovvledge a The Motivation Presentation

b The New Idea Presentation
c The Welcome Presentation
d The Sales Presentation
2 d. b .c.c;a
3 a d 3
b 5 c 4
c 1 f 2
Unit8 Questiontime
Communication skills Htìtídỉing questions
VVelcome the question
Listencarcíully tu th equ estion- don't interrupt
Take tim e to think beíòre you answer
Checkvou have understood the question - rephrase orclariíy iínecessarv
Reply positively- be brief and clear
Accept criticism positively
Afteryouranswer, checkthat thequestỉoner issatisíìed
Language knowledge a any real future?

b not such great sales
c aren t vou worried?
clnew products in other areas
e when will it be readv?
f ask Tonv
g will it be ready for launch da te?
h yes
a 2 cl 3
h I e 3
c 2 f 1
A N S W E R KEY [pages 4O-7 I

a
A: Excuse me, could I interrupt?
B: Ofcourse.
A: I'd like to a s k y o u about next y ea r s p r o m o t i o n ca m paìg n.
B: Sure. what exactly would you like to know?
A: Well, could you tell me at this stage ,vhethcr you have fixed a budget?
B: We’ve got a meeting next vveek to decide. rillet you know straight
away. ifthat'sO K .
A: Sure, th a tìlb e line.
b
A May I a s k a q u 'Stion?
B Go ahead.
A: VVOllldyou mind tellingusw hen you'regoing to retire?
H: Not at all. I'm plan ning to stop w orkjust after Christmas.
A: Oh good! We'd like to invite yOLi to our Christmas party, Can you
come?
B: w h e n is it?
A: It's 011 the 24th from seven onwards.
B: That sounds finc. 111 look forward to it.
A: Are there any questions!

B: Yes, I wonder ify ou have considered anv other options!
A: I'm not sure wha t you’re getting a t.
B: Well, you know, other possibilities such as relocating to a chea per
area.
A: I see what you mean. Yes, ofcourse we’ve looked at all the options
an d vve think th is is thc best one.
lỉ: But surely relocation would be better for the staíĩ?
A: I'm aữaid th a ts all we have time for now. Perhaps yoiid like to talk
about that later.
Unit 9 Putting it all together

Language knovvledge a T h e ứ rs íth in g lobesaid about these products isthat they're l a y
diverse. Weỉỉ, let's takc our premium export lager, Hohenbrau. Now this
product has alvvays been positioned at the-top end of the market. It has a
h ig hp riceand it's only availabl e th rou gh selected retailoutlets.
Altogether. it's í/uiípcxclusive.
0 " theother hand, o u r Ruttcrs hitter has an etitirclyảỉíỉerenị
personalĩty. It's brewed in a traditional way. We put a lot o fm alt in to it,
which gives it a rich golden colour. Asfar as I know, it’s alvvays been sold
at a medium price and is available through most supermarkets.
So, as vou can see. these are two verj-differem products. One an
up-m arket Ccrrnan-rype Pilsener, the other a verỵ English bitter. One
point for discussion. then, i s \vhether w e should maintain such
different products in our range.
Letsmove ott to marketing, and I onlyvvanito raiseone issue.
66 ANSWF.R KEY {pages 48- 531

b The third eìemeni isthe peoplel... and primarily here, I mean the
brexvery workers IUlIlthe management. / O n e o fth e thingsthat shocked
me when ĩỷìrstjoined \Vestwood was this... / organization chart. It's like
something from the last century. / Do you rea!izethere are ten layers
between th esho píloor workers and the Managing Director?/ In my
view,this makes the company slow and unresponsive. / I tnoivthere are
many gooc? things aboutw cstw oo d, /b u t our image is much the same as
it w a s in, say, the times o f Queen viaoria-. a very traditional,
paternalistic employer. /Well, the very 7easfweneed to do isdiscuss
whether th is image is appropriate for the late 20th century, / letaỉone
the21st.
ANS\lÊR KEY [pagc sj ]

Tapescript
U nitl What is the point?

Language knovvledge PETER BLAKE
AsyOiiall know, the brewery was b o u g h tb ack in 1982 and, as I'm sure
youre all aware, thcreVe been some major changes since that date. I'd like
to focus on some of these changes and the effect theyve had on the way the
brewery works.
Some ti me ago, the new owners announced a new strategy for grow th. This
strategy had somespecific targets - both turnover and profits had to
increasea lot. These objectives haveled to some very majo rchanges,
especially in the areas of production and marketing.
On the production front, we started byreducing the workforce by5%, but
in fact, over the last few years it has droppe d further, so that it now stands at
just 180, nearly 20% less than ten years ago. Over the same period, we have
invested heavily in new plant an d equipment. As an indication, last year we
spent nearly E1 million on nevvvats. I'd also like to mention the recent
appointm ent of Geoff Stone, our new Production Manager. He has a vvealth
ofexperience in the hrevving industry and Jthink we've alreadyseen the
sort ofinfluence he can have on the production side ofthe business.
lalso mentioned marketing. It m aysurpriseyou to know th atten years ago
wesrwood had no marketing department. There was Gordon Peters, the
Commercial Director - he's retired now - hut otherwise th ere was no real
marketingorientation. In 1985, we recruited PamelaTaylor asMarketing
Manager an d since th en she has built her depart ment in to a major force in
the co mpany. It's currently act ive in several areas - notably on the PRfro nt,
especialỉy in the local community, and also in sales promotions with a
number ofrece nt campaigns in localp ubsto promote our beers.
Right, I' 11sto p there. That should help you to un derstand some ofth e
recent changes at the brevvery before we go on to talkahout. ..
Unit2 Makingastart
Language knovvledge a My name's C ordon Macrcaughton. I'm the new Finance Manager and I
hope you won't give me too hard a time!
b Ladies and gentlemen. It's an hon our to have the oppo rtunity o f
address !ng suc h a dis tinguished audience.
c The subject o fm y paper today is a critical analysis o fth e effects ofa low
carbohydrate dieto n ...
d I'd like to tell you t o d a y a b o u t th e im p lic a ti o n s o f o u r recent su r v e y in to
po tential cost savings.
68 T A P E S C RJ PT
e M yaim is to update you on recent research íìndings and to draw some
tentative conclusions.
f This talk should serve as the springboard for a discussion ofthe benefits
and drawbacks ofthese savings.
g I plan to take only ten minutes of your t ne this morning.
h During the next half-hour, you will hear about a wide range ofresearch.
I've d iv id e d up m y p r e s e n t a t i o n i n t o th r e e p a r ts : íìrstly, w e'll l o o k a t th e
levelofsavings which weneed to make; secondly, r i l r u n through the
options open to us; and, finally, ril bepresenting my recommended
course ofaction.
The subject can be looked at under two headings: íìrstly, the definition of
this kind ofdiet; and second ly...
k Wc have ten minutes allotted for questions following the presentat ion.
I Feelfree to interrupt me at any time.
Internal presentation: a, d, f, g, i, I
External presentation: b, c, e, h, j, k
Unit3 Linkingthe parts

Language knowledge 2 a There are some very good reasons for cutting costs. In particular, the fact
that we are actually losing m oney at the moment.
b Now, as a rule, we operate on healthy margins of around 20-25%, but
recently we’ve beeri forced into aggressive discounting.
c Now, I'm not saying we're the only ones who are suffering. For example,
our ma in competitor, Tritons, has already closed down one ofits plants.
d Letsconsider the recent point-of-salecom petition.The main aim here, by
the way, was to raise sales in ou r major outlets.
e The marketing departm ent launched a new packet size a few m onths ago.
However, sales have hard ly taken offat all.
f Both these initiatives have faileđ. So, in brief, we have been over-hasty in
our reactions to the harsher economic climate.

Language knowledge 2 a The research indica tes a failure to recognize the im portance o f
psycholog ical factors on the part o f many o fo u r members. It is highly
signiíìcant that most managers failed to identify this asa critical clement
in both the making and implementation ofdecisions.
b It may come as a shock to you to realize that many managers fail to
recognize the psycho logical factor as important. In my view, it ishighly
signiíìcant that we, as a profession, have no t really understood how
im po rtant this factor isin hoth short-term and long-term success.
c The prob lem is we've forgo tten tha t ou r employees are human. We treat
them like machines. VVegive them targets and expect them to get on with
it. Where's the caring side o f em ployment gone? ril tellyou w here. It's
hiding behind a damned set oftargets and objectives - that s where it is!
TAPESCRIPT 69
Unitõ Visual aids
Language knovvledge HRANCESCA HOCCA
Ith o u g h t it would be useful to look at so me figures for a moment. Lets
start with turnover. Asyou can see on this graph, I’ve plotted two lines. The
solid one representst h e g ro u p s turnover, and the broken one t h e sales
generated b y o u r subsidiary in Germany. The figures have been converted
into dollars and are shown on this axis in thousands.
OK, let’s look at the group's turnover first ofall. Fiveyears ago, itstood at
$1.1 million. It rose steadily over the following fiveyears and now stands at
s 1.45 million. Now, we have done some forecas ts for the next fiveyears and
we anticipate a flauening out at around s 1.5 million as pr ice competition
becomes more and more fierce.
Fortunately, the figures for our German subsidiary are even better. W6
started this subsidiary nearly ten years ago. In the early years, grovvth was
gradual and we reached sales of$4ŨO,UOUfÌve years ago. This represented
just under 30% ofthe group's turnover, Over the last fivcyears, the
German market has continued to grow steadily and our turnover is now
around 5600,000. Unlike our group forecasts, we anticipate some further
significant growth and have projected sales of$750,000 in anotherfive
years, represent !ng 50% o fthegroup's total turnover. So, as you can see, the
German operation is vitalto our future.
Unit6 Body language

Language knovvledge a I th i n k we have to get this into perspective. It's j u s t a m i n o r p r o b le m . It's
nothing serious.
b I'd like to make a suggestion. Perhaps we could consider moving our
production northwards.
c I'm afraid we can't get away from it. O ur pitifully low quality levels are
threatening the future ofthis company.
d I've got to say that l've never heard such a ridiculous argument. There is
no way wecan consider taking this sort ofaction.
c There's one more point I'd like to make. It's absolutely essential we make
money on this product.
f We've got a little bit o fa problem here. Perhaps it’s not Central to our
business, but I tend to think we should talk about it brieũy.
g ln a way, I would say th is is quite important. On the other hand, I realize
vveVegot quite a full agenda today.
h Before we go any fur ther, let me say this has been an extraordinary year,
and we've seen some truly remarkable achievements.
70 TAPESCK1PT
Unit7 Finishing off
Language knowledge a Well, thankyou for listening. That brings me to the end ofthis
presentation. Before Ileave you to get o nw ith your work, I'd just líke to
say how glad we are to have you with us, and I wish you a very successful
and happy time here at Sinton's. Thank you.
b So, before I stop, let me just run over the key benefits. Firstly, Aexibility:
itìl work anywhere. we've triallcd it extensively and the results arc
excellent. Secondly, price: as youve seen, it's goingto be highly
competitive. And lastly, innovation: this is really a breakthrough in the
field. Now, I'm sure youve got lots ofquestions, so fire awaỵ.
c So, ladies and gentlemen, that completes my brieíintroduction. Sevilles
is a fascinating company, and hopefully you'll get to know us better as you
go around the plant. So [et me hand you over to Caroline, w'ho’s going to
be shovvingyou around.
d That brings me to the end ofm y presentation. I realize that many ofyou
already knew something about our company. Hopefully, I've filled in
some ofth e gaps. As you can see, we've got an impressive displayofour
products here. YVhy don ty o u come and get some hands-on experience?
Unit8 Questiontime
Language knovvledge SAMANTHA 0 ’NE1LL
So that brings me to the end ofm y presentation. I'd be glad. to answer any
questions.
QUESTIONER 1
I was interested to hear w hatyou had to say about our m edium-range
product. Do you think it has any real future?
SAMANTHA 0'NETLL
Certainly I do. However, we can't expect the same level ofsales as we’ve
generated over the last ten years. WOUldn't you agree?
QUESTIONER I
Tsuppose so, It worries me that we don't have any replacements in the
pipeline. Doesn t it worry you too?
SAMANTHA o 'NEILL
w ell, t h a t s difficult to say. It's t r u e we h av e n t c o m e up with a r e p la c e m e n t
for the 843. On the other hand, as I pointed. out, we have new products in
the pipeline in other areas.
QUESTIONER 2
On that subject, I'd like to ask you about the C II product. Can you tell us
h o w m u c h longer before it's readyfor production?
SAMANTHA OjNEILL
That's not really my field. Tony should be able to give you an idea about that.
QUESTIONER 2
Right, n i talk to him after the meeting.
QUESTIONER 3
Sarnantha, could I ask you about the production delays on our new AIS
product?
TAPESCRIPT 71
SAMANTHA ONEILL
Please go ahead.
QƯESTIONEK 3
VVell , as vou know, we've put together a fairly large-scale advertising
campaign. Allthe space was booked for an October lau nch...?
SAMANTTHA 0 ’N E I L L
Don't worry. w e ì l be readỵ fur the launch dale. There arc one or two
technical problems, h l l thev won'l delay us much longer.
Q ƯESTIO N E R 3
T h a t 's g o o d 10 hear.
2 a May Iask vou aquestion!

b Do you mind telling me vvhere you got those figures?
c I suppose you’re in town for a week. Is that riglit?
d Don't yOll think we need to take a break?
c All the jo b losses arc in the plant, aren’t they?
f Could I ask you when youre going to Leave?
Unit 9 Putting it all together

L a n g u a g e k n o v v le d g e (OANNA BROOKLS
a The first thing to be said about these prod ucts is tha t they’re very diverse.
Well, let’s take our prem ium export lager, Hohenbrau. Now this product
has alwaysbeen positioned ar the top enđ ofthe rnarket.lt has a high price
and it's only available through selected retail outlets. Altogether, it’s quite
exclusive.
0 n the other hand, our Rutter s bitter has an entirely different personality.
It*s brevved in a traditional way. We put a lot ofm alt into it vvhich gives it a
rich golden colour. As far as I know, it’s alvvays be en sold at a medium price
a n d is available t h r o u g h m o s t s u p e rm a r k e ts .
So, asyou can sec, theseare Iwo very different products. One an up-market
Germ an-type Pilscncr, the other a very English bitt er. One point for
disc u ssio n th e n , is whe th e r w e s h o u l d m a i n t a i n s u c h d iffe ren t p r o d u c t s in
our range.
Let's move on to marketing, and I only want to raise on e issue.
b The th ird clement is the people ... and pr imarily here, I m ean the brewery
wor kers and the management. One o fth e things that shocked me when I
tĩrst ịoined westwood was this organization chart. It's like something
from th e l a s t c e n t u r y - d o y o u realize t h e r e are ten layers betvveen the
sho p-floor workers and the Managing Director! In my view, this makes the
company slow and unresponsive. I know there are many good things about
\Vestwood, but our image is much the same as it was in, say, the times o f
Queen Victoria - a verv tr aditional, patern alistic employer.
W e ll, th e v e r y least w eneed to do i s d i s c u s s v v h e t h e r t h i s i m a g e is
appropriate for llie late 20th century, let alone the zlsr.
72 TAP E S C I U P T
Video Transcript
Unitl W h a t is th e p o in t?
JOANNA BROOKES
l'm sorry I'm a bit late ... um ... I'm not exactly sure how 10 start this ... urn
... Isuppose Ishould start by telling you something about the brevvery ... It’s
old ofcourse, very old, and ... urn ... And it was íbunded in 17, 1778, yes, I
think that's right. So it's a very old brewery and ... urn ... we use traditional
production methods and the products themselves are very, very old ... urn
... as you can see, and we have an im perialstout vvhich isvery, again vcry
t r a d i tio n a l, a n d it's d e s c r ib e d as dark, i m m e n s e , rich with a d e p th o f b u r n t
fruitiness, this beer is a n i d e a l n ightcap. I m p e r ia l sto u t is 50 % s t r o n g e r th a n
any o fth e other beers in the export premium range ... the re ... urn ... Oh, we
also do a lager, we atso make a lager which is Euro pean, a European type
b e e r a n d , w ell,sales have increased a lot ov er t h e last year.
O f course, w e w e re a fami ly firm well, in fact, w e still are a fam ily firm. As
you know the present owner is Ben wcstwood ... urn ... There was a take-
over bid ... urn ... 1’m not exactly sure when, but it was resisted, and ... urn ...
we c o n t i n u e to r u n as a family firm a n d this is i m p o r t a n t for the c o r p o r a t e
im age. w ell, in fact this is w h y we're here to day to discuss the c o r p o r a t e
image and decide ifwe, well, it needs to change. We also have horses ... you
m a y have seen th e m del ivering the bee r to th e local pubs? Yes?
Yes, yes ... urn ... production has actually dropped a little over the last few
years, although profits have actually held up and that's someth ing we need
to discuss ... I mean can we actually continue as a sma 11, independent
brewery?
Anyway, th a ts about it. So ... um ... that is the ma in question today. So I
don't know vvhether that helps at all, but it's all I can think ofreally, so I, ril
leave ... ri l leave ... I think that's that, so ril leave it there, OK?
Unit2 Makingastart
V e r s i o n :l GEO FF MAXWELL
Right, the tour. I've got some overheads here to give you a picture of... Oh
well, never mind, we'll manage without. Anyway, rilte lly o u something
about the plant we'll be having a look around. [don't know how much you
know about us. Perhaps some of you have been he re before?
Anyway, ril start by telling you a bit about the plant so that later you can ...
urn ... ask questions ... and it should help to understand the process. So,
here we are in the main building ...
VIDEO T R A N S C R IP T 73
V e rs io n 2 GEOF F M A X W E L L
Hello and welcome to Standard Electronics. I'm GeoffMaxwell, the Factory
Manager in charge o fth e plant you'll be seeing today. I know some ofyou
have come a long way today so we aim to ma ke your tour both interesting
and worthwhile. Beíòre we start the lour, I'd like to give you a brief
presentation about the com pany- this will help to put the production side
o fth e business into context.
My talk willlast about 15 minLítes and ril be using the fl.jp chart. Now
t h e r e s qui te a lot to cover, so I'd be g ra te fu l i f y o u 'd h o ld any q u e s tio n s u n ti l
the end o f my talk.
Asyou callsee, ]’ve divided up my presentation into three main parts.
Firstly, we'll fu n briefly through the h isto ry of the com pa ny. Secondly, ril
tellyou something about our ma in markets - this is im portant in
understanding the production process. And finally, ril come to thep eo p le -
ou r most imp orta nt asset.
OK? Let’s start with the history.Standard started out as a private limited
company when itwas first established in 1935 ...
Unit3 L in k in g th e p a rts
V e rsio n 1 (iEOFF MAXWELL
In any case, I' 11... um ... I' 11 tellyou something about the plant so that later
you can ... ask questions ... and it should help to understand the process ...
so, here we are in the main building. Not much o fa building. Anyway, we've
been based here for more than fifty years, one o fth e country's best-loved
engineering firms. Anyway, itstarted back in 1943 when there was a need
for high quality connections. Youknovv, the sort Britains famous for.
What weuse isa process called pre-priodine electrostatic coating. In this
process we a p p ly ...
V e rs io n 2 G EOF F M A X W E L L
... im portant in understanding the production process. And finally,ril come
to the people- our most im portant asset. OK, let'sstart with the history.
Now don't vvorryỉ I'm not going to giveyou a history lesson.just a few key
dates. Standard started out as a private limited ...
.. went public. So we’ve had a pretty eventful 60 years or so. Anyway,
I'll leave the history there. Ifyou're interested, you'11 find more about
Standard in this pretty brochure. Youshould find one ofthem amongst all
the other bits ofp aper our PR people love to give out. So, let’s turn now to a
brief overv iew o fo u r main markets. If you look at this chart, you' 11see our
slice ofth e pie, which in the European ...
74 V I DEO T R A N S C R I PT
By the waỵ, you may have seen the story in the news today about our main
c o m p e ti to r , M a n to n . It se em s they re goin g to b r i n g o u t a n e w p r o d u c t
which could seriously inữinge the C o p y r i g h t ...
So, we'll have to wait and sec how the market reacts. Anyway,let me get
back to what I was saying about new markets for Standard. I think we have
to say that ...
Nobody really knows what the next century will bring. What's for sure is
yũll need people who can adapt quickly. And that brings me to the íìnal
part ofthis short introduction to Standard, and that isto talk about our
people. Aslsaid, they are our most im portant asset. O ur total world-wide
headcount ...
We've even sponsored a group to sail around Britain. So, beíòre I go on, are
there any questions about our personnel policy?

V e rs io n 1 DR I. ĨN D E N
The significance of these figures incorporating data from multicenrre
studies cannot be underestimated. Next slide. In the American part ofthe
survey it was found that success in business can be correlated directly with
leadership styles.
An individualistic style appears to be closely associated with rapid career
path progression, whereas ag ro up or participative style, despite itsevident
attractiveness to all members ofstaff, iscorrelateđ vvith a relatively slow
career progression. Next slide. This isfurther illustrated in my next slide
which shows the results o fa n o th e r survey into senior management
attitudes.
Although lip Service ispaid to the concept ofparticipativc management,
their real perccptions ofleadership qualities completely contradict this
view. It can be further seen that such surveys ...
V e rsio n 2 DR LĨNDEN
Wecan't reallyafford to ignore these results. The survey w asone ofthe
most extensive ofits kind and covers a wide range of corporations ... We
can see in this next slide the results from the American part ofthe survey.
This survey was based on interviews carried out with senior managers in
200 corporations. Youcan see here ... 35% o fthe group ofm anagers
classiíìedas participativc reached senior management positions. On the
other hand, 74% of the more individualistic managers achieved senior
management status. So, Ithink the conclusion isself-eviđent. Ifyou want
to reach the top of American companies, you have a much better chance if
you adopt a fairly autocratic, top-down approach.
What is im portant here is not to dismiss the last ten years. Ten ỵears in
vvhich thevalue ofparticipative management has been preached ... No,
what wemust do isto better understand the motivation ofsenior
management.
VIDEO T R A N S C E 1P T 75
Ifwe look at this next slide. we can sec the results fram another survey into
senior management attitudes. Thisshovvs how managers firstly evaluate
the qualities o fa good m a n a g e r... and secondlỵ, how theyevaluate the
qualities ofa good leader. What is quite tiear is that managers are supposed
to be sensitive, adaptable, and cooperative while leaders need to be
decisive, dvnamic, and single-mìnded.
So, we find there is a massive co n trad k lio n . Good managers aresupposed
10 be participative . to makesure theyconsult and discuss. Good leadersare
supposed to be strong individuals- able to make decisions on their own.
Unitõ Visual aids

V e rsio n 1 IOAN NA BROOKES
So, we need to think about the products. Our prỂmiura export lager is
describeđ as a German-brand,;d Pilscncr with an aboveaverage alcohol
c o n t e n t ... urn ... it’s positioned at the top end ofth e market and is only
available through selected merchants and retailers.
Anyvvav, I'm sure.vou’re all familiar with that p r o d u c t ... urn ... O ur high
malt bottled bitter. Rutters. isdescribed as a tradit ional W6St Country
bitter with a very dark colour and tllick consistency ... urn ... It has a high
price for a bottled bitter ... um ... and is available through all major
superm arketchains and offl icences.
Asyou can see, production in 1984 was around the 245.000 bottles and
then during the next tĩveyears mereascd steadily ... Fĩveyears ago the
annual o u tp llre a c h e d 480,000 bottles there. asyou can sec ... and asyou
c a n see th e figures stayed at t h a t so rt o f f i g u r e u ntil last y ea r w h e n th ey
dipped to 460,000 there, as you can sec.
V e rsio n 2 JOANNABROOKES
A very important. perhaps Ihe most importan t,clement in our corporate
identity, isour product range. Th e fìrst thing to bcsaỉđ about this product
range is that it's very diverse. w ell, let's take our premium export lager,
Hohcnbrau. Now this p ro duc th a s always been positioned at the top cnd o f
them arket. lt has p very high price, and is on lyavailable through spccialist
retail outlets. Altogcther, it’sCỊLiitc exclusive.
On the other h a n d , our Ruu cr's bitter has an entirclydifferent pcrsonality.
It's brewed in a traditional way. Wt' put a lot o f malt in it which gives it a rich
golden colour. And, as far as I know, it's at a medium price and sold
through most supermarkets.
So. as you can see, these are two very different products. One an up-market
Gerrnan-type Pilsencr, the other a very knịịỊlish bitter. Our problem iswe’rc
110 longer su re about whủt sort o f brewery we are ... Anvwav, let's leave the
products for a mom ent, and tu rn to o u r recent record on the production

side.
76 "IDEO TRANSCRIPT
To make sure we’re all in the picture, I've prepared a graph which illustrates
our production record over the last twelve years. Asỵou can sec, we're only
going to be look ingat bottled beer production. Now, tvvelve ỵears ago, we
had an annual output of 245,000 bottles - as you can see. Over the next six
to seven years, production grew steadily and reached 480,000 way back in
1990. Those were the easv years. It seemed all we had to do was to turn up at
work, produce the beer, and the beer would sell itself.
The last five years ha ve been quite different. Produc tion ílattened ou t to
around 480,000 for four years, and th e n , m ore worryingly, dropped to
460,000 lastyear. So, this is the background to our meeting today. W6 can
no longer sit b ac k an d let the well-establis hed n a m e o fw esrw o o d do the
work for us ...
Unit6 Body language

V e rs io n 1 D R LIN D EN
These cost cuts are going to cause considerable pain. W6 need to draw up a
plan ofaction. I have put some ideas on the board ... These are some ofthe
measures we could consider. There are broadly three approaches. First, we
could accept the cuts and reduce staffdras tically... Secondly, w ecould fight
and hope to achieve some reduction in thelevel o fth e cuts. Or thirdly, and
this is what Isupport, we could put forward an alternative proposal. Now,
this would mean we have to organize ...
V e rsio n 2 DR LINDEN
These cost cuts arc going to cause considerable pain. Wc need to draw up a
plan o f a c t i o n . I h a v e p u t s o m e i d e a s o n t h e b o a r d ... T h e s e a r c s o m e o f the
measures we could consider. There are broadly three approaches. First, we
could accept the cuts and reduce staffdrastically. Secondly, wecould íỉght
and hope to achieve some reduction in the [evel o fth e cuts. Or thirdly, and
this is what Isupport, we could put forward an alternative proposal. Now,
this would mean ...
Unit7 Finishing off

V e rsio n 1 rOANNA BROOKES
Yes, ỵ e s ... um ... production has actuallydropped a little over the last few
years, a l t h o u g h profits have a c t u a l l y h e l d up ... u m ... a n d tha t's s o m e t h i n g
we need to discuss ... Im ean, can weactually continue as a small
independent brewery?
Anyway, that's about it, so ... um ... that is the main question t o d a y ... um ...
so ... Id o n t know w hether that helps at all, but it’s ali i can think ofrealty,
so I, m leave ... rilleave ... lthink thats that ... so ... lìllcave it there, OK?
VI DEO T R A N S C R I P T 77
V e rsio n 2 lOANNA BHOOKES
SO, before w e m o v e o n to discuss th e se m a tte rs, let me j u s t su m m a r i z e the
main issues as I see them. Firstly,on the product side. there's thequestion o f
diversity o fprodu ct range. Secondly, on the marketirtg front, vve need to
review o u r distribution network. And thirdly. on the personnel side, we
need to look at the sort of employer we are, and want to become. So. 1
suggest we look at things in that order: product. dis tr ibu tio n, and people.
Hopefully this will Help LISto agrec on a clear way forward. Right. before we
start, a re t h e r e an y q u e s tio n s y o u 'd tike to ask?
Unit8 Questiontime
V e rsio n 1 QUESTIOXHR I
You s e e m to have c o m p le t e ly igno red the q u e s t i o n o f m a le d o m i n a t i o n o f
to p m a n a g e m e n t posts. D o n 't v o u thi n k yOU Tresults arc a lm o s t e n tir e ly d u c
to the fact that there are practically no women in senior positions in
American companies!
DR L i N D E N
Id id n o t address thequestion ofgenderbecause it was not m y p u rp o se to
address it. No doubt it would be inlcresting to discuss it on another
o c c as io n .
QUESTIONER 2
Dr Linden! If \OLl don't mind me aski ng, could you tell us how the
responđents assessed difficult conceptssuch as individualism?
[)R L1NDEN
Well it is not important, but ifvou want to know, just ii m o m e n t ,... yes, as I
th o u g h t ... we used the Belbin personality test to position respondents.
QUESTIONER 3
Dr Linden. could I ask you how the survevs were set upỉ Ynu know, did rbcy
use a control group?
DR L I N D E N
! believe they used a con tro ! group. These weren't my surveys, you know, I
can't tell you the details.
V e rs io n 2 QUESTIONER1
You seem to have completely ignored the question of male domination o f
top management posts. Don't you th ink you r results arc almost entirely due
to the fact that there are practically no women in sen ior positions in
American companiesí
DR LINDEN
I think thats a very interesting point. I'm aữaid I d i d n t have time to
address the question of gender itself, because I was mainly concent rating on
the question o f management style. However, I feel sure that this aspect
would be worth discussing at length on another occasion.
78 V I DE O T R A N S C K 1PT
QUESTIONER 2
Dr Linden! Ifyou don't mind me asldng, could you tell us how the
respondents assessed difficult concepts such as individualism?
DR I . I N D E N
Ofcourse. I suppose you're referring to the second survey I mentioned?
Well. 111 just check. if! m a y ... yes ... as I thought. we used the Rclbin
personality test in orđer to position respondents. I think that you lì And
th atth is is a fa irly s ta n d a rd psychological test with such management
surveys. Arc there any more quest ions you would like to ask about the trial?
QUESTIONER 3
Dr Lindcn, could Iask you how thesurveyswere set up?Youknow, did

they use a control group?
IÍR LI.NDEN
I t h i n k I see w h a t y o u m ean. \ b u ' r e in tereste d in t h e p r o c e d u re follow ed for
the surveys?
Q U E S TIO N E R J
T h a ts right.
HR I . I N D E N
I'm afraid that s really outside myíìeUl. I mysclfwas not invoỉved in
carry ing out the surveys. However, I c a n give you the reteixnces afterwards,
iftheyw ould be helpful.
QUKSTIONER 3
T hankyou.
U n it 9 P u ttin g it all t o g e t h e r
JO A N N A B R O O K E S
Good morning. So me ofyo u may know me better than others, so let me
justbrieflyintrodu ce m vselt My n a m e s loanna Brookcs. and I’m in charge
ofPublic Relations for westwood Brewery, Asyou may know, this isa
relatively new post, and its creation reũects the Board s concern over our
position and image in the market. So, one o f my íìrst tasks is to define a
clear company identity for w c stw o o d . one that w iltcarry us forward into
the next century, For this reason, I have asked you all to join me here today
tu h ea ry o u rv ie w so n a wayforward for Westwood. S o m e o fy o u havebeen
with the brevvery for many vears, others not at all, so bcíore we start I'd like
to ou tline three main aspects which Isec contributing signiíìcantly to the
brewcr>'s ident ity.
The first aspcct isthe products, the second our markets and distribution in
particular, and the third keyclement iso ur people. So, let'sjust spend the
next few minutes reviewing these three elements ... and please, interrupt
me ifyou have anyquestions or points you'd like to raiseas wego along.
So, the products. Arguably.the m o s tim p o rtan te le m en t in OLir corporate
identity is our product range. The íìrst thing to be said abo ut these
prodưcts isthat theýre very diverse, Well, let’s take our premium export
lager, Hohcnbrau. Now this product has alwaysbeen positioned at the top
end ofthe market. Ith a s a h ig h p r ic e a n d it’s onlyavailablethrough
selected retailoutlets. Altogether, its quite exclusive.
VIDHO TRANSCRIPT 79
On the other han d. ou r R utters bitter has an entirely different personality.
ĩt*®brewed in a traditional way. We put a lot o f malt in to it wfaỉch gives it a
rich golden colour. As far as) know. it’s ahvays been sold at a medỉum price
a n d isa vailable t h r o u g h m o s t s u p e r m a r k e t s .
So, as you can see, tbese are two very different prod ucts. O n e an up-market
Germa n- type Pilsener. tbc other a very Engl ish bitt er, On e point for
disc u s s io n then, is vvhether we s h o u ld m a i n t a i n su c h different p r o d u c t s in
o u r range.
Let’s mo ve on to marketing. and I only want to raise one ìssue. It's
connected with the products really. It seems to me it’sgoing to be very
difficult strengtheni ng westwocd's identity in Alt market when some o f
our beers are only available through spacialistoutlets.
QUESTIONER I
Excuse me, ifyoudon't mind mesaying. Jthinkyou'llfind there are very
good reasons fur restricting the channels for som e o fo u r beers.
IO A N N A
That s ìnterestìng you should say so and Ilook forward to hearing more
about that in our discussions. P erhaps..ecan ỉeave it that the re are
probably very good p roduct reasons why. but that these may conAict with
the p r o m o tio n o f the tota 1 com p a tiy image, VVould you agree?
QUES TIO NER I

That's certa inly true.
lOANNA
So. that covers Iw o o f th e elem en ts which I th ink we need to dìscuss. rh e
third etemenỉ is the people ... and primarily here, 1 mean the brewery
workers and the management. One o fthe things that shoi.ked me when I
first joined Westwood was this ... o rg a n ũa tio n chart. It’s like something
from the last (CnlUr)' - d o ỵou realize there are ten layer , betvveen th e sh o p -
íloor workers and the Man aging Director! In my view, th is ma kes the
companyslovv and unresponsive. Iknow thereare many good things about
Westwood, but our image is much ihefam e as it was in. say, the tim esof
Queen V ic to ria -a very traditional. pat ernalistic employer.
well. the very least we need to do is discuss whêther this image is
appropriate for the late 20th century, let alone the 2 Ist. SOi beíbre we mo ve
on to dỉ' cuiki these matters.,1 et rncjust sumrnariste ihe main issnes as Isee
them. Firstly. on the productside. theres the questión ofdÌvei5Íty of
prod uct range. Secondlỵ, on the marketing fro nt. we need to review our
distribution netvvork. And thirdly,on the personnel side. we need to look
at the sor t o f employer we are and want to become.
So, I suggest w e loo k at things in thai order: p ro d u c t, distribution. and
people. Hopefully this will h d p us to agrce on a clear way forward. Right,
before vrestart. are there any questionsyoud like to askĩ
80 VID EO T R A N SC R I P T

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O X F O R l ) B U S I N E S S E N G L I S H SK1LLS

Unit Communication skills Language knovvledge Presentation practice

Visualaids making a well-designed and describing graphs, charts, designingand usinggood

2 Read the Video Presentation Context. Imagine ỵou are making

Video Presenta .ion Context

Introductỉon 2 Outỉlne Main p arts r, Sum m ary pT C oncluslon

a As you all know, the brewery was bought back in ỉ 982. ( A )

d ... in fact,-------------------------------------------------- it has dropped íurther... ( _______

h It may surprise you to know th a t_________________ Westwood had no

force in the company. (— )

Recent time T h e p r e s e n t perfect

P resent tim e T he p re s e n t sim ple

w HAT IS T H E POI NT?

b --------------------------- , our output stands at 150 per hour.

1982 founđeđ by George Sonway

2 Prepare and present some background information on one o f the

2 How wou!d ỹou introduce yourself at the beginning o f a presentation?

Language focus Introducing yourselí and your tal k

G reeting, n am e, p o sitio n Length

P u rp o se /O b jectiv e Reíerence to the a u d ien ce

presentations — one internal, one external. As vou listen, decide which

2 Complete thispresentation introduction with w ordsfrom thelist. Check

aspringboard for discussion. I'm going to [ị the

a I’d like to inỷorm ỵou o f the latest news.

b Couỉd y o u up? We can’t hear you at the back.

d He’s going t o -----------the latest results.

e Let m e ------------ why vve need to cut costs.

f We’ll have tiỉĩie t o ------------ about this over lunch.

g I couldn’t ------------- how long wiJl it take.

h We w ill-------------- you when the project comes to an end.

4 Introductions can become repetitive. It’s ừnportant to have a choice of

G ood m om ing, ladies and gentlemen. lt's a pleasure a to be with you

Audience Companv employees Visitors Colleagues Boss

Subject Salary freeze: Company overvievv Change in Your salary increase

Purpose To iníòrm To describe To discuss To persuade

Time 10 minutes 20 minutes 5 minutes 1 minute!

2 Choose a presentation you have given recenứy or are preparing to give.

The company The presenter The audience The p resen ta tio n

Post-viewing 6 In Version 2 o f his presentation, Geoff follows this approach:

tell the audience vvhat tell the auđience what

3 Linkthe ideas in these sentences byadding an appropriate word or phrase.

2 Read the Video Presentation Context.

Video Presentatlon Context

Post-vievving 4 Which version o f Dr Linden’s presentation is easier to understand? Read the

The Fog Index

DK 1 I N U E N [Version 1] DR LINDEN (Version 2)

VVritten language Spoken language

longsentences shorter sentences

read or spoken? ----------- ----------- -----------

Tense Active Pass ive

present simple Ith in k it is thought

present continuous we arc discussing it is being discussed

present perfect the boss has said it has been said

past simple John called a meeting a meeting was called

future I will refer to this later this will be referred to later

b Money is being directed into the wrong accounts.

c The agreement will be signed later this month.

cl It has been found to be rather unreliable.

e It is reported thatshares are due to rise.