1.14 Week 1 Review

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Del curso dictado por Arizona State University

Inglés Empresarial: Gestión y Liderazgo

457 calificaciones

Arizona State University

Inglés Empresarial: Gestión y Liderazgo

457 calificaciones

Curso 1 de 4 en SpecializationInglés Empresarial

Are you a business executive or a manager who uses English in your career? Then you know that good business communication in English requires focus, vocabulary, and specific linguistic structures. In this course, you will follow along a recently promoted manager as she builds and leads her team to success. Together, you will practice the language and styles of communication needed in English for: • Recruiting and training a professional team to work together with integrity and respect • Managing and participating in well-organized meetings • Making telephone conferences more efficient • Writing professional emails that are easy to read The activities in this course will give you the opportunity to share your experience and receive immediate feedback from other business professionals around the world. ¿Es usted un ejecutivo de negocios o gerente que utiliza inglés en su profesión? Entonces Ud. sabe que la buena comunicación empresarial en inglés exige los enfoques, el vocabulario y las estructuras lingüísticas específicas. En este curso, Ud. seguirá, a lo largo con un gerente recién promovido, como ella construye y conduce a su equipo hacia el éxito. Juntos, ustedes practicarán el lenguaje y los estilos de comunicación en inglés necesarios para: · Reclutar y el entrenar a un equipo profesional a trabajar juntos con integridad y respeto · Manejar y participar en las reuniones bien organizadas · Hacer que las conferencias telefónicas sean más eficaz · Escribir correos electrónicos profesionales que sean fáciles de leer Las actividades en este curso le dan la oportunidad de compartir su experiencia y recibir retroalimentación inmediata de otros profesionales empresariales en todo el mundo.

De la lección

Decisiones para dotación y contratación de personal / Staffing and Hiring Decisions

En este módulo, seguiremos a Elizabeth en el proceso de armar su propio equipo. Veremos la manera como ella se comunica con su equipo y colegas dependiendo de cada situación. Esto le ayudará a prepararse para hacer solicitudes de forma directa o indirecta. Usted podrá usar como ejemplo, la forma que en que ella aplica modelos de comunicación con su equipo, y como usa el idioma. Por medio de la interacción con sus compañeros, podrá sintetizar sus nuevas habilidades en conversaciones y actividades en la vida real....In this module, you’ll follow Elizabeth through the process of building her team. You’ll look at the way she communicates depending on the situation. From this observation, you’ll be better equipped to make requests using direct and indirect approaches. by analyzing her interactions with her team, her language choices, and the communication patterns she follows. Through the discussion boards and peer reviewed assignment you will synthesize your new skills in real life conversations and activities.

1.14 Week 1 Review9:30

Conoce a los instructores

Wanda Huber
International Educator
Arizona State University Global Launch
Andrea Mürau Haraway
International Educator
Arizona State University, Global Launch
Jenny Young
International Educator
Arizona State University Global Launch

[MUSIC]

Hello and welcome to English for Management and Leadership.

In this video, we'll review making direct and indirect requests, how and

when to use the direct and indirect approach, and how to write a summary.

Wow, you've covered a lot.

For this review, you'll be given a hypothetical situation and

a question to answer that will help you check your knowledge.

Then you'll be asked to communicate that situation to your boss

using the most effective approach.

The hypothetical question you're going to answer is complicated, so

I will ask you in parts.

Here's part one, and it's the scenario.

You are a manager for a small business in the service industry.

Even though you normally summarize the business activities in a status report

every two weeks,

your boss requested that you give him a status report one week early.

Look at this picture of your boss.

Look at that smile.

Doesn't he seem like a nice person?

A nice person to work for?

Who wants to keep a pleasant mood at work?

How would this nice person request that you write the status report

one week early?

Would he give you an order or would he be more polite?

It might be useful to review what we know about making direct and indirect requests.

Direct requests often use the imperative mood and can be annoying.

Remember Jenny's bossy sister?

If your boss makes direct requests,

he would say something like complete it today.

For the indirect request, he would show concern for your feelings.

He'd use words such as please and modals such as would or could.

He might say something like would you mind completing the report early or

would you like to complete the report early?

So based on this information,

what language do you think the manager chose in his request?

Direct or indirect?

I think he wanted to soften the message, because he knew that you were very busy,

and completing the summary report one week early would cause extra work for you.

Do you agree with me?

Good job.

Can you believe Jenny disagreed with me?

Jenny said that she thinks the boss used direct language

because he only looks nice.

Ever since he got his promotion, he's been really bossy,

like her bossy sister, and he doesn't care how much he annoys everyone.

Do you agree with Jenny?

If you agree with Jenny, you'd be right, also.

The key takeaway here is that deciding whether to make a request using direct or

indirect language depends on the mood, the audience, and the situation.

Are you ready for the second part of this hypothetical situation and question?

It requires you to synthesize what you've learned about writing summaries and

using the direct or indirect approach.

Here's what happens next.

Normally, you handle doing extra work but this time you're nervous.

You're nervous about this status report, because although your boss is nice,

you feel he's going to be really upset about the mistake you made.

You forgot to fill a large order for your biggest client.

Although it was an error, the client wasn't angry.

Actually the client seemed happy with the way things turned out.

Now, here's the question.

In your summary to your boss, should you use the direct or indirect approach?

To help us, let's review what we know about these two approaches and

what we know about summaries.

First, the direct approach.

When we have neutral or good news, we say it directly following this pattern.

Start with the news, add details or

explanation, conclude with a summary statement.

Now, let's talk about the indirect approach.

When you have news that is unwanted or may be met with resistance or you

aren't really sure how the message will be received, then we say it indirectly.

We follow this pattern.

Start with a buffer, give the reasons, express the news, then redirect attention.

Let's review summaries.

Summaries describe the most important ideas.

The only details that are included are the ones that

are needed to understand the information.

You don't give your opinion in a summary.

Remember Jenny's Bakery example?

In a summary, you wouldn't say which donuts are the most delicious,

for example.

Okay.

Let's go back to our hypothetical question.

In the summary to your boss, should you use the direct or indirect approach?

Should you say something like I did?

Here's my example.

The Walmart order was lost in the system and not filled on time.

A computer glitch prevented the open order from being seen.

The computer glitch and the increased number of open orders

caused the Walmart order to be neglected.

Walmart indicated that the error was not a problem for their schedule and

was satisfied with an explanation of how it wouldn't happen again in the future.

Although the error caused the order to be filled late,

the situation has been mitigated, and all future orders should be filled on time.

Would you say that the example summary I just gave

you was in the direct approach format?

Then you understand.

Good job.

First, I stated the news.

The Walmart order was lost in the system and not filled on time.

Then I gave an explanation and details.

And then I ended with a summary statement, basically a summary of my summary.

The direct approach is typical for business summaries or status reports.

Notice that I didn't share my opinion.

I just shared the most important points.

You'll be using the direct approach later in the course

when we cover status reports.

Clearly, you understand that the direct approach is typical for

business summaries.

Let's check your understanding of the indirect approach.

Let's imagine that your boss didn't request the status report, but

you wanted to inform him of the bad news before he read it in the summary.

You write and send an email, informing him of the situation.

Would you start with a buffer?

Yes, you would, wouldn't you?

You might write in the body of your email, here's the buffer,

your concern about your order system proved to be valid this week.

However, I didn't turn, however, it didn't turn out as bad as you expected.

Now, here's the reason.

The repeat customer orders were not labeled as open, so

he worked on filling only the open orders.

Here's the bad news.

This means that Walmart's order was not filled on time.

And here's the redirect.

Walmart was satisfied with this explanation and,

in fact, indicated that the delay worked in their favor.

The problem with the computer system has been mitigated and

should not happen again in the future.

Now that we've reviewed summaries in the direct and

indirect approach, you are going to get the chance to demonstrate your knowledge.

You will be asked to write an email containing a summary.

You will choose the appropriate pattern and approach for that situation.

And you know what?

I think you're ready.

Thank you for your hard work in Module 1 of English for Management and Leadership.

>> And

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