CC BY
0
УДК 338.48
Soltanov K.
teacher of the D. Azadi Turkmen National Institute of World Languages.
BUSINESS TALKS Annotation:
The article examines business negotiations and analyzes its features.
Keywords: business tallks.
If the planning and preparation have been done well, the actual negotiations should go smoothly. The chief executive officer rarely will be directly involved in the talks and, in fact, must refrain from trespassing. Interference can cause serious damage to the credibility and sense of authority of the team in the eyes of the other party. This is not to suggest that top management should never sit at the bargaining table. Its presence may be necessary in certain situations, such as (1) initial meetings, to display interest and commitment, (2) to speed decisions or break deadlocks, and (3) to arrive at an agreement in principle (the legendary Onassis handshake), with details to be worked out by respective staff. Related to this topic is the decision the CEO must make about how much authority to delegate to the team. Restraint is essential. Full authority is often a great handicap - history is filled with blunders made at summit meetings - whereas limited authority gives the negotiator additional time to think and plan countermoves while checking upstairs for approval. Also, with limited authority, negotiators can give budget limitations, company policy, and an adamant boss as reasons for not making a concession. Generally, a negotiator who has easy access to decision makers and who can obtain quick and decisive responses will not lose credibility or power. Occasionally, a representative of the other party may go over the head of the team and attempt to deal directly with top management. This can set an unfortunate precedent. A few years ago the president of a large trucking firm permitted the traffic vice president of an automotive company to circumvent his negotiating team and deal directly with him. Not only was the morale of the president's team damaged, but also this action established a pattern in future negotiations for leapfrogging at the first sign of difficulty.
When the parties are moving toward agreement, provision usually is made for periodic noting of progress. In the Paris fashion industry, for example, there is a wire around the negotiating room on which daily summaries of tentative agreements are posted. Successful negotiators can sense a willingness to settle. Often, at this stage, a private meeting of one member of each party is held to reach an understanding, the details of which are filled in by representations of the two teams, subject to further refinement by legal and other staff groups. These drafts are then submitted to the top management of each side for approval. Generally, top management should not be afraid to ratify a contract that is in substantial agreement with the company's goals. If an important issue remains unresolved, a statement to this effect should be included in the final agreement. The act of ratification may serve as impetus to work out the additional compromise.
Often, ratification is simply a formality. If the chief executive officer has received periodic reports over the course of the negotiations, there should be no surprises in the final agreement. Asking questions is an effective way to uncover your opposer's thoughts and to assist him in the formation of his ideas. Questions permit you to channel the stream of conversation in any direction you may choose - you can make the conversational stream return to you. Questions are not only a window on the opposer's mind; they are implements for perception.
Subconsciously your opposer realizes the tremendous force that is potentially contained in questions.
Therefore, if the questioning process is not handled in an understanding way, it can cause great anxiety in the person being questioned. This anxiety is a sign that one feels that one's selfesteem, self-regard, or person is endangered. If your opposer shows signs of anxiety during the questioning process, you should do something about it - you should act immediately to remove the source of discomfort. You can progress into another area or eliminate the uncertainty of the question by making your purpose clear. As Dr. George Gallup points out, "When you start asking questions, the other person immediately wonders", "Why does he want to know?" One way to help eliminate this doubt is by laying a foundation for the question in advance. This will help put the other's mind at ease, because you have told him what you are going to try to achieve. You have given him some insight into what you are doing and why you are doing it. Список использованной литературы:
1. Asmolova, M.L. The art of presentations and negotiations: Textbook / M.L. Asmolov. - M.: Infra-M, RIOR, 2017. - 0 p.
2. Asmolova, Marina Lvovna The art of presentations and negotiations. Textbook / Asmolova Marina Lvovna. -M.: RIOR, 2014. - 0 p.
3. Buryakov, E. Kama Sutra of negotiations, or without which the client cannot be satisfied / E. Buryakov. - M.: Phoenix, 2012. - 352 p.
4. Vagin, I.O. And samurai negotiate, or how to capture your interlocutor / I.O. Vagin. - M.: AST, 2017. - 0 p.
© Soltanov K., 2023
УДК 621.31
Агаджанова Л.А.
Преподаватель кафедры иностранных яззыков Туркменский государственный институт экономики и управления
г. Ашхабад, Туркменистан Елдашова Х.Р. Преподаватель
Туркменский государственный институт экономики и управления
г. Ашхабад, Туркменистан Оразгельдиева С.Ч. Преподаватель кафедры романо-германских языков Туркменский национальный институт мировых языков им. Довлетмаммета Азади г. Ашхабад, Туркменистан
МОТИВАЦИОННЫЕ МЕТОДЫ В ОБУЧЕНИИ ИНОСТРАННОМУ ЯЗЫКУ С ПОМОЩЬЮ СКАЗОК
Аннотация
В этой статье представлен краткий обзор о различных мотивационных и интересных методах в обучении иностранному языку с помощью сказок.
Ключевые слова
Иностранный язык, обучение, самобытность, культура, воображение, опыт, педагогика.
