Conference Calls

 Conference Calls

Student’s Name:  Elizabeth González Navarrete

NUA: 203712

After watching the videos, write the expression mentioned and the meaning of the idiomatic expression you did not know before.

1.     Shall we get started

2.     it's time we got down to business

3.     first of all, I'd like to welcome our guest

4.     firstly I'd like to thank you all for coming

5.     Why don't we deal with urgent matters first?

6.     we can then move on to the less pressing matters

7.     I'd rather we dropped the less urgent matters

8.     I believe the benefits outweigh the drawbacks

9.     we must come to an agreement on this

10.  Let's wrap up then, shall we?

 

●      ¿Empezamos?

●      es hora de que nos pongamos manos a la obra

●      en primer lugar, me gustaría dar la bienvenida a nuestro invitado

●      en primer lugar me gustaría agradecerles a todos por venir

●      ¿Por qué no nos ocupamos primero de los asuntos urgentes?

●      luego podemos pasar a los asuntos menos urgentes

●      Preferiría que dejáramos los asuntos menos urgentes

●      Creo que los beneficios superan a los inconvenientes.

●      debemos llegar a un acuerdo sobre esto

●      Terminemos entonces, ¿de acuerdo?

TASK 2:

Select the best option/s for each question. They might include several in some questions. 

What is a teleconference? 

___A teleconference is a meeting of three or more people who are separated by distance,  using electronic communication. 

___Teleconferences may include one, or some combination, of three types of communication:  audio, video, and data (documents, images, computer files, etc.) 

Why would you organize a teleconference? 

___Professional development. 

___Collaboration on countywide, statewide, or national programs or initiatives. ___Education and distance learning. 

___Idea sharing. 

___The communication of rules, regulations, expectations, etc. 

___Consultation with experts. 

___Establishment of connections among participants. 

___Extension of the reach of an important speaker, awards ceremony, annual meeting, etc. ___Advocacy. 

___Meetings among colleagues separated by distance. 

When would you organize a teleconference? 

___When travel is not feasible because of conditions, time, and/or expense. ___When you want to involve a very large number of people.

Activit adated b Antonio Maldo.  

___When regular, reasonably frequent, meetings must be held among people in widespread  locations. 

___When computer files that need to be viewed and/or manipulated by a number of people  as the conference goes on are integral to the purpose of the conference. 

___When an immediate decision has to be made and people need to be convened in a timely  manner. 

Who should organize a teleconference? 

Initiators might include: 

___Funders 

___State agencies 

___Hospitals or other centers of training and practice 

___Colleges and universities 

___State or national professional associations 

___Lead agencies in collaborations that span several communities 

___Professional consultants or suppliers that have been hired by one of the above entities to  provide training, evaluation, equipment or software and instruction in its use, or other services  to organizations or individuals engaged in health and community work. 

Hosts might include: 

___Local community organizations 

___Local branches of state agencies 

___Clinics or hospitals 

___Schools, colleges, and universities 

___Local chapters of professional associations 

How do you organize a teleconference? 

___Determine the purpose and topic of the conference. 

___Identify your audience. 

___Choose the technology. 

___Organize host sites. 

___Choose a date and time.

Activit adated b Antonio Maldo.  

___Make arrangements with a service provider. 

___Arrange for technical coordination at both the initiation point and host sites. ___Publicize the conference. 

___Recruit and register participants. 

___Prepare the sites. 

___Welcome participants and do the paperwork. 

___Hold the teleconference, encouraging participation and online chat as appropriate. ___Evaluate the teleconference. 

___Follow up.

Telephone Calls

 TELEPHONE CALLS

Student’s Name:  Elizabeth González Navarrete

NUA: 203712

Answer the questions.

What is a Noun? A noun is a word that refers to a thing (book), a person (Betty Crocker), an animal (cat), a place (Omaha), a quality (softness), an idea (justice), or an action (yodeling).

What is a Verb? A verb is the action or state of being in a sentence.

What is an Adjective? Adjectives are words that describe the qualities or states of being of nouns: enormous, silly, yellow, fun, fast.

What is an Idiom? An idiom is an expression that takes on a figurative meaning when certain words are combined, which is different from the literal definition of the individual words.

What is a phrasal verb? In English traditional grammar, a phrasal verb is the combination of two or three words from different grammatical categories – a verb and a particle, such as an adverb or a preposition – to form a single semantic unit on a lexical or syntactic level.

Define on your own words (in English) the following terms and expressions.

Supply/Supplies

(As a noun and as a verb)

To put someone necessary/

endowment of an asset to a specific group or persons. For example "drinking water was supplied to the community of Silao"

through (Phrasal Verb) is not literal, To put someone through is passing a call, in this case

Engage/Engaged

(As a verb and as an adjective) when you take responsibility for an important matter at work, at school, etc./

is a responsible person with what he does

 

The line is engaged

(idiom or expression) can not attend you at this time

To hold

(Verb, multiple meanings) wait / hold a call /

Ship

(As a noun and as a verb) Vessel with a concave bottom and a deck, especially large or medium tonnage.

Shipment

(Noun) shipping,

●      sending,

●      shipment,

●      dispatch,

●      consignment,

●      mailing

 

Shipping

(Verb) transport,

●      transportation,

●      carriage

 

Cultural Differences

 Task 2 Multicultural Environment

Many times we believe that all people understand our culture because from childhood it is what we see and we create a custom. Although there are many cultural differences between countries and we must understand them. The Some work may seem strange to us, but it works for them or an ingrained habit. In addition, multiple variants cause the creation of different businesses. We must learn from others. Each way of working as a learning and each person can show us a lesson through it. I think if a variety of businesses did not exist, life would be a bit boring. Each person learns to do something and lives from it. A bond of love is created by what you do. No matter the cultural differences, anywhere in the world there are people creating businesses that help them survive. It is important to learn some differences because we can have the opportunity to get involved in a different work environment than the one we know and we have to be ready

 “Cultural difference in business”

 

 “Managing Cross-Cultural Remote Teams

Importantly, people want flexibility in their work. The pandemic has taught us many things, including the importance of creating a virtual culture. I recently did research on virtual work environments and as a result, more than 50% of people felt comfortable working like this. Adapting to changes is part of a culture but when changes involve something new it can be more complicated. If there was a preparation before, it would be easier to get involved in environments of change. It can be difficult to adapt to things that take us out of our comfort zone. But, it is important to mention that the changes exist to survive. The world is constantly changing, we must adapt to new things. There is a phrase that says: if you don't adapt, you die. I would like to talk about the benefits of telecommuting and virtuality. There is an appropriate way to work from home and that generates greater performance in workers In conclusion, most people love what they do if they do it their own way. Greater comfort and flexibility provide better work results.

 

Clarifying & Confirming information

 Clarifying & Confirming information

Why is it important to clarify information?

In order to better understand what the other person wants to communicate to us and to be educated to tell them that we are not understanding what they are talking about. Also, to avoid misunderstandings

What is the goal of clarifying questions?

Understand the topic you are talking about, have better conversations, avoid misunderstandings with people, receive and understand the correct information

Which expressions did you learn to confirm what you were trying to communicate?

Sorry, i lost my train of thought.

Just a moment,  i lost my train of thought.

One second, i need to gather my thoughts.

I need a moment to get my thoughts together.

Let my try that again

Let me start over

Let me rephrase that

 

When should you use them?

when we lose track of what we are saying or feel that the person we are talking to does not understand us. Also, when the person who listens to us tells us that he has not understood us

Write a summary of information presented in the videos and that you consider the most important about the topic.

It is important to improve communication skills.

Learning to say things in a correct and polite way is also important since English is a language in which misinterpretations can exist. The phrases mentioned in the videos are very helpful for our future conversations.

SUMMARY: Clarifying and Clarification

 Clarifying and Clarification

In communication, clarification involves offering back to  the speaker the essential meaning, as understood by the listener, of what they have just said.

Clarification is important in many situations especially  when what is being communicated is difficult in some way.  

Through clarification it is possible for the speaker and the listener to make  sense of these often confused and complex issues.

Asking the right question at the right time can be crucial and comes with practice. The best questions are open-ended as they give the speaker choice 

Guidelines for Clarifying

Clarification is the skill we use to ensure that we have  understood the message of the speaker in an interpersonal exchange.

It is important to keep only to the essential components of the conversation,  and it must be given from the speaker's frame of reference, not an  interpretation from the listener’s viewpoint.

In reflecting, clarifying, and summarising, speakers must be allowed to disagree with, and correct, what the listener says. They should be encouraged to express themselves again, if necessary, giving the listener another chance at understanding,  and to check to understand until an agreement is reached.

 

 

 

Defining Negotiation

 NEGOTIATION 

Negotiation is the process of discussing each individual’s position on a topic and attempting to reach a solution that benefits both parties. We often step in and negotiate when a conflict is taking place, but conflict doesn’t have to exist for there to be an opportunity for negotiation. It can be a discussion of an exchange of goods and services.

All negotiations share four common characteristics:

·       The parties involved are somehow interdependent

·       The parties are each looking to achieve the best possible result in the interaction for themselves

·       The parties are motivated and capable of influencing one another

·       The parties believe they can reach an agreement

If these conditions don’t exist, neither can a negotiation. The parties have to be interdependent—whether they are experiencing a conflict at work or want to do business with one another. Each has an interest in achieving the best possible result. The parties are motivated and capable of influencing one another, like a union bargaining for better working conditions. 

THE SIX STAGES OF NEGOTIATION

Preparation and Planning

In the preparation and planning stage, you (as a party in the negotiation) need to determine and clarify your own goals in the negotiation. This is a time when you take a moment to define and truly understand the terms and conditions of the exchange and the nature of the conflict. What do you want to walk away with?

You should also take this moment to anticipate the same for the other party. What are their goals in this negotiation? What will they ask for? Do they have any hidden agendas that may come as a surprise to you? What might they settle for, and how does that differ from the outcome you’re hoping for?

This is a time to develop a strategy for the negotiation. We’ll talk more about strategies in the next section.

Definition of Ground Rules

After the planning and strategy development stage is complete, it’s time to work with the other party to define the ground rules and procedures for the negotiation. This is the time when you and the other party will come to an agreement on questions like

·           Who will do the negotiating—will we do it personally or invite a third party?

·           Where will the negotiation take place?

·           Will there be time constraints placed on this negotiation process?

·           Will there be any limits to the negotiation?

·           If an agreement can’t be reached, will there be any specific process to handle that?

Usually, it’s during this phase that the parties exchange their initial positions.

Clarification and Justification

Once initial positions have been exchanged, the clarification and justification stage can begin. Both you and the other party will explain, clarify, bolster and justify your original position or demands. For you, this is an opportunity to educate the other side on your position and gain further understanding about the other party and how they feel about their side. You might each take the opportunity to explain how you arrived at your current position, and include any supporting documentation. Each party might take this opportunity to review the strategy they planned for the negotiation to determine if it’s still an appropriate approach.

This doesn’t need to be—and should not be—confrontational, though in some negotiations that are hard to avoid. But if tempers are high moving into this portion of the negotiation process, then those emotions will start to come to a head here. You need to manage those emotions so serious bargaining can begin.

Bargaining and Problem Solving

This is the essence of the negotiation process, where the give and take begins.

You and the other party will use various negotiation strategies to achieve the goals established during the preparation and planning process. You will use all the information you gathered during the preparation and planning process to present your argument and strengthen your position or even change your position if the other party’s argument is sound and makes sense.

The communication skills of active listening and feedback serve the parties of a negotiation well. It’s also important to stick to the issues and allow for an objective discussion to occur. Emotions should be kept under control. Eventually, both parties should come to an agreement.

Closure and Implementation

Once an agreement has been met, this is the stage in which procedures need to be developed to implement and monitor the terms of the agreement. They put all of the information into a format that’s acceptable to both parties, and they formalize it.

RULES

1.    Separate the people from the problem. This describes the way the parties should interact with each other throughout the negotiation process. Negotiators are only people, and they have personal interests in their positions. If Party A attacks the position of Party B, it can feel as though he or she is attacking Party B personally. If parties can go into a negotiation committed to clear communication and do their best to acknowledge the emotions that are attached to the negotiation process, there will be a better chance for an amicable resolution.

2.    Focus on interests, not positions. This is an aspect to be considered throughout the negotiation process, starting with planning and preparation and revisited in clarification and justification. A party’s position is something he has decided upon. His interests are the reason why he’s made that particular decision. Each party should attempt to explain their interests clearly and have a full understanding of the other party’s interests.

3.    Invent options for mutual gain. It’s during this stage, that falls within the bargaining discussion part of the process, that parties should get together and try to generate as many possible options for resolution. Parties can focus on shared interests to generate as many win-win solutions as they can during the brainstorming sessions. Once all possible solutions are exhausted, evaluation of those proposed solutions can begin.

4.    Insist on using objective criteria. Using objective criteria can keep the discussion polite and the relationship preserved during the negotiation process. This objective criterion can be introduced during the ground rules stage, or at any point thereafter, and parties should agree to its use. Objective criteria can be statistics, past legal judgments, professional standards, or other data that is legitimate and practical.

5.    Understand your “BATNA.” The BATNA – the best alternative to a negotiated agreement – is the most advantageous course of action a party can take if negotiations fail and an agreement can’t be made. A party should never accept a negotiated deal that leaves him or her worse off than his BATNA. The BATNA is a leverage point in negotiations, and without a clear idea of BATNA, a party is negotiating blindly.

ELEMENTS

1.    Interests. Are “the fundamental drivers of negotiation,” according to Patton—our basic needs, wants, and motivations. Often hidden and unspoken, our interests nonetheless guide what we do and say. Experienced negotiators probe their counterparts’ stated positions to better understand their underlying interests.

2.    Legitimacy. The quest for a legitimate, or fair, deal drives many of our decisions in negotiations. If you feel the other party is taking advantage of you, you are likely to reject their offer, even if it would leave you objectively better off. To succeed in negotiation, we need to put forth proposals that others will view as legitimate and fair.

3.    Relationships. Whether you have an ongoing connection with a counterpart or don’t think you’ll ever see her again, you need to effectively manage your relationship as your negotiation unfolds. Relationship dynamics become all the more important when you have an ongoing connection: future business, your reputation, and your relationships with others may hang in the balance. You can strengthen the relationship by building rapport and meeting your own high ethical standards throughout the process.

4.    Alternatives and BATNA. Even as we take part in negotiations, we are aware of our alternatives away from the table—what we will do if the current deal doesn’t pan out. According to Getting to Yes, negotiation preparation should include an analysis of your BATNA or best alternative to a negotiated agreement. For example, a job candidate may determine that she will start applying to grad schools if a particular job negotiation falls apart.

5.    Options. In negotiations, options refer to any available choices parties might consider to satisfy their interests, including conditions, contingencies, and trades. Because options tend to capitalize on parties’ similarities and differences, they can create value in negotiation and improve parties’ satisfaction, according to Patton.

6.    Commitments. In negotiations, a commitment can be defined as an agreement, demand, offer, or promise made by one or more parties. A commitment can range from an agreement to meet at a particular time and place to a formal proposal to a signed contract.

7.    Communication. Whether you are negotiating online, via phone, or in person, you will take part in a communication process with the other party or parties. The success of your negotiation can hinge on your communication choices, such as whether you threaten or acquiesce, brainstorm jointly or make firm demands, make silent assumptions about interests or ask questions to probe them more deeply.