Meetings and Negotiations

Meetings
I. Definition: Meetings can be defined as the gathering together of a group of
people for a controlled discussion with a specific purpose
A meeting should be called in the following situations:
1. When decisions require judgement rather than calculation or expertise, (problem
sol!ing"
#. When pooling ideas impro!es the chances of good decisions, (ideagenerating"
$. %f &acceptance& of the decision is an important consideration for members.
'. (o discuss multifaceted problems requiring different s)ills or specialists.
(he essential elements of a meeting are:
1. A purpose. (he three basic purposes of meetings are problemsol!ing, idea
gathering or training.
#. An agenda. (his is a list of matters to be discussed in the meeting. When *ou
decide what to tal) about in a meeting *ou +set the agenda,. Without a list of
points an* meeting will quic)l* go out of control, and an uncontrolled meeting is
most unli)el* to be effecti!e or efficient.
$. Members. (here are three t*pes:
the chairman (or chairperson": the person in charge of setting the agenda
and running the meeting. (he chairman must control the meeting so that it can
reach a successful conclusion and achie!e its purpose. All meetings need
someone to ma)e sure that the maximum amount of business is conducted in
the minimum amount of time. (his is the role of chairman (addressed
&chairman&, &mister chairman& or &madam chairman&", who needs a certain
amount of language to get things started, )eep them going and lead them to a
conclusion.
the secretar*
the other participants
All the members will be expected to prepare for the meeting, and, when there, to
concentrate, communicate and cooperate in order to produce . . .
'. A result: the whole object of the exercise. -owe!er, this will be insufficient
without. . .
.. A report: normall* the minutes of the meeting.
II. Stages of a meeting
Opening the meeting and setting the agenda
Sample 1
Sarah: Right then, Alex, lets get down to business. On the agenda toda for our
publi! relations meeting are the resear!h pro"e!t, the laun!h of the website,
the timeline for press releases, and the se!retar of the ear award. Are
ou #uite happ with those points$
Alex: %eah, thats fine. If ou !ould go through them in order, thatd be great.
Sample &
Alex: O'a e(erbod, than's for !oming. )et*s 'eep this meeting fairl brief,
reall "ust a !ouple of things on the agenda. +irst of all, as ou !an see, the
news on the boo' re,laun!h- and se!ondl, the offi!e mo(e- and finall, we
will ha(e a little bit of time for an other business.
Good morning, ladies and gentlemen/colleagues.
If we are all here shall we start/make a start/get started? let's start/make a
start/get started? I think we should start/make a start/get started.
Okay everybody, thanks for coming
If everyone has got a copy of the agenda, let me first eplain the purpose of the
meeting.
!he ob"ective/purpose/aim/target of this meeting is to . . .
#ow let's look at the agenda in detail.
$s you can see there are five main points/items.
On the agenda today
%ust a couple of things on the agenda
If we could go through them in order
&ight then' let(s get down to business
)irst of all
*econdly
$nd finally
+et's keep this meeting fairly brief
$ny other business
Moving to the first point
&ight. #ow let's move on to/look at the first point.
Handing over to another person
&ight, %eremy, over to you.
Asking for repetition or clarification
1. %f *ou didn&t hear, *ou can sa*:
,I'm- sorry. I didn't hear what you said. .ould you mind repeating it, please/
#. %f *ou didn&t understand, *ou can sa*:
,I'm- sorry. I don't /uite follow you. 0ould you go over that again, please?
$. %f *ou feel the spea)er is being !ague or imprecise, *ou can sa*:
.hat eactly do you mean by ... ?
Paraphrase
*o what you're saying is . . .
In other words . . .
*o you mean . . .
*o, if I understand you correctly . . .
Summarising
!o sum up then,. . .
*o, to summarise what has been said so far, . . .
Moving to the next point
&ight. +et's move on to the net point
Geraldine, would you like to introduce the net point?
Okay, on to item 1. .ho's going to open this one?
Controlling decision-making
0an we take a vote on that proposal?
$ll those in favour. &ight. $ll those against. &ight, thank you.
*o that motion has been accepted/re"ected by 1 votes to 2.
3ery well, then, we agree with some reservations/ unanimously that
Any other business
0usiness meetings t*picall* end with the chairperson as)ing if there is +an* other
business,. (his is an opportunit* for an*one present to raise an issue that isn,t on the
agenda. After an* other business, the chairperson closes the meeting.
Sample .
Sean: O'a , an other business$
/ill: %es, I would li'e to sa something. An illustrator !ame in last wee', and I
thin' she*s (er good and it would be wise to put her on our boo's.
Sean: 0 o'a 0
/ill: I would li'e to be able to show her drawings and her portfolio in the next
!ouple of das. If thats all right...
All: 1hat sounds good0
Sean: %es, I*ll loo' forward to seeing those. Right, I thin' thats probabl about
it, but anbod got anthing else that the desperatel want to raise before
we wrap up$
All: 2ope.
Sean: 2o$ O'a. /e*ll be ha(ing another meeting, but there are a !ouple of
!onfli!ts in the diar so I thin' the best thing is if I email the date of the
next meeting.
1seful 2hrases
$ny other business
I would like to say something
If that(s all right
!hat sounds good
!hat(s probably about it
$nybody got anything else they want to raise before we wrap up?
!here are a couple of conflicts in the diary
Closing the meeting
&ight. !hat "ust about covers everything.
*o, the net meeting will be on . . . ,date- at. . . ,time-
!hanks for your participation
II. )anguage fo!us:
a. As'ing and gi(ing opinions
We can express our opinions on a scale from strongly to weakly. 0elow is a list of
expressison to introduce the opinion:
*trongly %&m con!inced3sure3positi!e that . . .
% strongl* belie!e that . . .
% ha!e absolutel* no doubt that. . .
% definitel*3certainl* thin) that. . .
% reall* feel that.
neutrally %n m* opinion
% thin)3consider3feel that .
% belie!e that . . .
As % see it, . . .
(o m* mind . . .
4rom m* point of !iew . .
.eakly % tend to thin) that. . .
5imilarl* we can as) for opinions on a scale from forcefully to tactfully. 0elow is a list of
expressions to as) for an opinion:
forcefully 6o *ou reall* thin) that. . .
6o *ou reall* belie!e that. . .
Are *ou absolutel* sure3 con!inced3
positi!e that. . .
6on&t *ou thin) that. . .
neutrally 6o *ou thin) . . .
6o *ou belie!e that. . .
6o *ou consider that . . .
Am % right in thin)ing that. . .
!actfully Would % be right in thin)ing that. . .
3se *I thin'* or *I feel*
4x:
&I do feel #uite strongl that we&re bringing this out too soon7&
&I dont thin' we,!e got an* choice7&
(hese phrases ha!e the effect of softening what the* are sa*ing, b* presenting their ideas
as opinions, not orders or instructions.
A!'nowledge people
&8)a* e(erbod, 7.& &7as *ou can see7&
&9eah Sean, 7.&
%t&s important to ac)nowledge the other people in the meeting, b* using their names, or
words li)e &*ou&, &we&, &e!er*bod*&, &m* colleagues& etc. %f *ou don,t use these words and
expressions, *ou ma* gi!e people the impression that *ou are rather detached and3or
authoritarian.
#O!4*
1. :otice the use of the positi!e and negati!e of think:
I think we should invest in a new computer system. (positi!e"
I don't think we should invest. (negati!e; not: I think we shouldn't invest"
I think so. (positi!e"
I don't think so. (negati!e"
#. !hink !ersus mean
.hat do you think about the new model? ,5 what is your opinion-
.hat do you mean? ,5 what do you want to say?-
$. 8ther expressions to gi!e opinions:
$s far as I am concerned, we should introduce the new security arrangements as soon as
possible.
$ccording to the 67, the money is not yet available for the new system, 8not9 according
to the 67's opinion-
b. Interruptions
%n business meetings it is sometimes necessar* to interrupt a spea)er. (his is possible but
it should be done politel*. We&ll be loo)ing at some wa*s *ou can do this.
Sample 5
Sean: +irst of all, the boo' re,laun!h. I "ust wanted to remind e(erbod that we
will be re,laun!hing the fair,tales range with new modern !o(ers, and
that this is going to happen at the beginning of next month. It*s important
that we get this right and there ha(e been #uite a few0
6ohn: A!tuall Sean, !an I "ust as' ou 7 sorr to hold the meeting up 7 !an I as'
ou about those dates, be!ause I thought that this was going to be
published the month after next, and I understand that e(erbod has got
their dates, but I do feel #uite strongl that were bringing this out too
soon.
Sean: /ell, an other thoughts before I !omment on that$
8arrie: I dont thin' we(e got an !hoi!e at all about it. If the radio programmes
are going out at the beginning of next month, we(e got to laun!h the boo'
at the same time if were going to ha(e an sales impa!t.
1se *!an* or *!ould*.
4x:
&5ean, !an % just as) *ou7/&
&%f *ou !ould go through them in order7&
0oth expressions abo!e are more polite than simpl* sa*ing &% want to )now7& or &<o
through them in order7&
3se *would li'e*
4x:
&7I*d li'e to be with other editors7&
&% would li'e to be able to show her drawings7&
(his sounds much more polite than &% want7&
3se *"ust*
=x:
&% "ust wanted to see7&
&5ean, can % "ust as) *ou7/&
(he word *"ust* gi!es the listener a message that *ou are not as)ing them to deal with
something difficult or timeconsuming; that it is not going to be a problem.
Sa *sorr*
4x:
&%&m sorr, but % reall* strongl* disagree7&
&Sorr to hold the meeting up&
(his is a !er* common wa* to &soften& what *ou sa*. We are not reall* apologising for
what we sa* using &sorr*& is telling the listener: &%&m going to sa* or do something *ou
might not li)e, so please don,t get upset&.
!. Agreeing9 disagreeing
%ne!itabl*, people will agree and disagree with one another during meetings. %t,s
important to ma)e *our position in a debate clear, while being polite to people *ou
disagree with: *our !iews are more li)el* to be respected if *ou present them in a
professional and nonconfrontational (nonargumentati!e" wa*.
We can use the following scale to show the range from agreement to partial agreement to
disagreement.
We can also distinguish between agreeing with someone and agreeing to something.
Agreeing with someone Agreeing to something
agreement
% totall* agree with
*ou
% full*3completel*
agree
%&m in total
agreement with *ou
there
% totall* accept that
% full*3completel* agree
%&m all in fa!our of that
partial
agreement
1p to a point3(o a certain
extent
%&d agree with *ou, but...
9ou ma* ha!e something
there,
but...
9ou could3ma* be right,
but...
1p to a point3(o a certain
extent
%&d accept that, but...
(hat ma* be so, but...
(hat ma*3might be right,
but...
disagreement
(%&m afraid" % can&t agree
with *ou
% don&t agree
% can&t go along with *ou
on that
(%&m afraid" 1 can&t accept
that
% don&t accept that
% can&t go along with
(hat
8ther useful phrases
I "ust wanted to see what kind of feedback you(ve got
I really strongly disagree
$ctually, I think *ean is right
I:d be much happier if ...
*peaking as an editor'
I think *ean(s floor plan is right
Sample :
Sean: 1he offi!e mo(e, as ou 'now, the plans ha(e been up b the main exit for
a wee' now. I "ust wanted to see what 'ind of feedba!' ou(e got.
1im: %eah, Sean, Im sorr, but I reall strongl disagree with the new floor
plan. I thin' it*s di(isi(e to separate the se!retaries and the assistants out
from the editors and managers. Id be mu!h happier if we !ould be lo!ated
in teams.
8arrie: A!tuall, I thin' Sean is right. I(e been !hatting to some of the se!retaries
and there #uite 'een to all be sitting in the same area, and, spea'ing as
an editor, I thin' Id li'e to be with other editors so that we !an boun!e
ideas off ea!h other and things. So I thin' Seans floor plan is right.
$gree and accept
I agree with you. (with someone; not9 I am agree with you"
I agree with the chairman's statement. (with something; > I share the same opinion as-
I agree with you about/on the new plans. (> to share the same opinion about3on
something"
I agree to your re/uest to postpone payment. (agree to something > to be willing to
accept or allow something"
I agree to review your credit position in a few months. (agree to do something; not:
accept to do something"
I accept your invitation. (to accept something; not: to agree something"
*tudy the following meetings paying attention to the specific language used.
Sample
A 1he next item on the agenda is the new Spanish sales organi;ation. As ou 'now,
we*re going to open the new sales offi!e in <ar!h and so we need to dis!uss
re!ruitment. =asi!all, we ha(e two alternati(es. /e !an either ta'e on new Spanish
sales representati(es and train them. Or we !an tea!h our +ren!h sales reps Spanish
and transfer them. An (iews on this, <ar!el$
= %es. 1he important thing here is produ!t 'nowledge, not language. 1he +ren!h
sales staff ha(e alread got the produ!t 'nowledge. 1he 'now how the !ompan
operates too. I thin' we should tea!h them Spanish and transfer them.
A >ow do ou feel about that proposal, 8arlos$
8 I don*t agree. It ta'es ears to learn a language. =ut wh don*t we emplo
Spanish staff, and send them to +ran!e for te!hni!al training$
= 2o. It*s a waste of time, if the !an*t spea' +ren!h.
8 /hat do ou thin', 2an!$
A I don*t 'now. >ow long does it ta'e to train a new sales rep, <ar!el$
= It depends on the rep. 3suall about a ear.
A <mm. 1hat is a problem. =ut I thin' nationalit is important here. It*s a
Spanish bran!h so I don*t thin' we should emplo +ren!h nationals. 2ow I 'now
ou*re not going to agree with me here, <ar!el, but as I see it we ha(e no !hoi!e...
?sour!e: !usiness Ob"ectives by #icki Hollett$ Oxford %niversity Press$ &''&@
Sample A
A Right. Shall we get started$ 4(erone*s got !opies of the report so I*m not going
to go through the figures in detail. 1he Bar'(iew hotel isn*t showing a good enough
profit and we need to de!ide how to ta!'le the problem. Cim, would ou li'e to
begin$
= %es, than's. +irst of all, I don*t thin' this is a problem of bad management. It*s
a problem of in(estment. It*s a beautiful building in a wonderful !ountr setting. It
should be a top !lass hotel but at the moment it*s too !heap. /h don*t we upgrade
it$
A /hat do ou mean b *upgrade* it$
= I thin' we should rede!orate, impro(e the ser(i!es we offer, then we !an
in!rease our pri!es. I*m sure the in(estment will show good returns.
A >ow do ou feel about that, Os!ar$
8 /ell, I don*t thin' in(estment is the 'e issue here. 1he Bar'(iew hotel doesn*t
ma'e mone be!ause it*s in the wrong lo!ation, and that*s our main problem. /h
don*t we ma'e !utba!'s in ser(i!es and use the mone we sa(e to redu!e pri!es$ /e
!ould offer budget wee'end brea's and spe!ial off,season deals.
A I didn*t follow what ou said about the hotel*s lo!ation.
8 /ell, the hotel isn*t in a prime site. It*s wa out of town and we !an*t fill it.
1hat*s wh I want to redu!e our pri!es.
A I see. An rea!tion to that, <iranda$
D %es, I thin' we*re getting sidetra!'ed here. 1his isn*t a #uestion of pri!es. 1his
is a mar'eting problem. /e need to de!ide what !ustomers we want to attra!t, and
the business !onferen!e trade is the growing mar'et , da !onferen!es, wee'end
!onferen!es, wee'da !onferen!es , this mar'et is booming and I thin' we should
de(elop it at the Bar'(iew. Of !ourse, this means we ha(e to pro(ide the right
fa!ilities. /e need a new !onferen!e hall for a start and an offi!e ser(i!e !entre but
this is .... (source: ;usiness Ob"ectives by 3icki <ollett, Oford =niversity >ress, ?@@?"
?ui@
%. (he following sentences are in the wrong order. Write them in the correct
sequence so the* all ma)e sense.
5econdl* we want to ha!e a loo) at the production budgets.
And then we,ll see if there,s an* other business.
8A, e!er*bod* than) *ou all !er* much for coming toda*.
%f we could go through each of them in order.
And finall* we need to loo) at the staffing le!els for the project.
Bust three things on the agenda toda*.
4irst of all we need to discuss our aims for the project.
Cight let,s start with item number one.
%%. 4inish the sentence with the correct phrase.
1. DDDDDDDDDDD , % would li)e to begin b* sa*ing that the compan* profits are up on last
*ear&s figures.
A (o begin at
0 4irst of all
E And start with
6 And for starters
#. DDDDDDDDDDD about the plans for next month&s meeting/
A Ean % hear *ou
0 Ean % clarif* *ou
E Ean % as) *ou
6 Ean % include *ou
$. DDDDDDDDDDDD , but % just wanted to clarif* a couple of points before continuing.
A 5orr* to hold the meeting up
0 5orr* to hold the meeting down
E 5orr* to hold the meeting around
6 5orr* to hold the meeting along
'. DDDDDDDDDDD that all of the staff members should ha!e an opportunit* to gi!e their
opinion about the compan* re!iew.
A % don&t feel !er* strongl*
0 % am feeling quite strongl*
E % am feeling more strongl*
6 % do feel quite strongl*
%%. 6uring the meeting, the managers as)ed e!er*one present to gi!e them F agreement 3
feedbac) 3 information G on the presentation that the*,d just seen. 5ome people said
that the* strongl* F disagreed 3 unhapp* 3 prohibit G with the new direction that the
media compan* was ta)ing. (he* said that the* would be much F comfortable 3
happier 3 prefer G if there were more opportunit* to discuss the plans before an* final
decision was reached. %n his role as Ffireman 3 editor 3 director G, (im 2eacoc) said
that he would loo) into the possibilit* of holding wor)shops to allow more time for
discussion between staff.
%%%. 4inish the sentence b* chosing the correct words and writing them into the
empt* boxes.
1. Well, we,re almost at the end of the meeting so is there
DDDDDDDDDD DDDDDDDDDDDDDD DDDDDDDDDDDDD /
sa* 3 other 3 thoughts 3 business 3 all 3 an* 3 things
#. Bust before we go on to the next point,
DDDDDDDDDD DDDDDDDDDDDD DDDDDDDDD DDDDDDDDDDDDDD DDDDDDDDD DDDDDDDDD .
nothing 3 to 3 sa* 3 li)e 3 now 3 something 3 % 3 don&t 3 would
$. 6oes an*one ha!e an*thing the* want DDDDDDDD DDDDDDDDDD before we close the
meeting/
on 3 at 3 raise 3 to 3 question 3 rise
'. Bust loo)ing in the diar*, % see there are a couple DDDDDD DDDDDDDDD, so we ma* need
to reschedule our next meeting.
errors 3 in 3 conflicts 3 at 3 of 3 mista)es
9ou are attending a meeting.
a. What does the chairperson sa* to open the meeting/

1. 8)a* e!er*bod*, than)s for coming. 4irst of all...
#. Cight then, let&s get down to business.
$. 5hut up please, % want to get started.
b. What does the chairperson sa* to set the agenda/
1. &:ow, *ou all )now wh* we&re here.&
#. &8)a* e!er*bod*, this meeting has been called in order to discuss next *ear&s budget.&
$. &:ow, there are just a couple of things on the agenda toda*: first of all, the proposed
staff changes, and secondl*, the arrangements for the mo!e to our new building.&
c. What does the chairperson sa* to start the main part of the meeting/
1. &(he proposal from the board of directors is that the entire budget increase should be
spent on ad!ertising.&
#. &Eome on then, let&s get on with it.&
$. &5o, the ad!ertising budget for next *ear is to be cut b* .HI.&
d. 9ou don&t agree with the plans to spend the budget increase on ad!ertising. What do
*ou sa*/

1. &% reall* strongl* disagree with this proposal.&
#. &%&m sorr*, but % reall* strongl* disagree with this proposal.&
$. &(hat would be completel* stupid.&
e. 9our colleague suggests spending the budget increase on research and de!elopment.
What do *ou sa*/

1. &5pea)ing as a researcher, % thin) this is a much better idea.&
#. &Bane is the onl* person in this room who )nows what she&s tal)ing aboutJ&
$. &Actuall*, % thin) Bane is right.&
f. What does the chairperson sa* to start the main part of the meeting/

1. &5o, we&re going to begin b* re!iewing the proposals for staff changes.&
#. &Eome on then, let&s get on with it.&
$. &Cight, let&s start with item number 1.&
g. 9ou don&t agree with the proposals for staff changes. What do *ou sa*/
1. &(hese plans are completel* ridiculous.&
#. &%&m sorr*, but %&m not sure that&s a good idea.&
$. &% don&t entirel* agree with these proposals.&
h. 9our colleague ma)es a suggestion *ou agree with. What do *ou sa*/

1. &Actuall*, % thin) Bohn&s idea is right.&
#. &Elearl*, Bohn&s idea is much better than an*bod* else&s.&
$. &%&d be much happier if we adopted Bohn&s idea.&
i. All the items on the agenda ha!e been discussed. What does the chairperson sa* next/
1. &-as an*bod* got an* other business before we close the meeting/&
#. &8)a*, let&s end things there, shall we/&
$. &Well, %&!e had enough of this, and %&m sure *ou ha!e too, so let&s end things there.&
j. All the items on the agenda ha!e been discussed. What does the chairperson sa* next/
1. &Well, that&s it e!er*bod* see *ou next timeJ&
#. &An* other business/&
$. &Well, we&re almost at the end of the meeting here is there an* other business/&
). (he meeting is nearl* o!er, but there is something else *ou want to discuss. What do
*ou sa*/
1. &% want to spea) nowJ&
#. &5orr* to hold e!er*bod* up, but could % just mention.../&
$. &Eould % just sa* something before we finish/&
l. (he meeting is nearl* o!er, but there is something else *ou want to discuss. What do
*ou sa*/
1. &Eould % just sa* something here/&
#. &5topJ % want to sa* somethingJ&
$. &%&d li)e to ma)e another point, if that&s all right.&
m. What does the chairperson sa* to close the meeting/

1. &(hat&s probabl* about it, but %&ll see *ou all again at the next meeting on the 1#th.&
#. &0*e e!er*bod*J&
$. &%f there is no other business, % hereb* declare this meeting closed.&
n. What does the chairperson sa* to close the meeting/

1. &8)a*, that&ll do an*bod* coming to the pub/&
#. &(han)s for coming e!er*bod*, and %&ll see *ou all again at the next meeting on the
1#th.&
$. &% hereb* declare this meeting closed.&
(egotiations
&) Structure
:egotiations usuall* ha!e four stages:
*he beginning: at this stage the negotiators tr* to get to )now each other so that the* can
anticipate strategies and reactions. (his is often an informal stage in the West, but a
longer and more formal stage in the =ast.
49 <ave you ever been to Aobe before?
<ow long have you been working for I;6?
*he exchange of proposals: at this stage the negotiators set the limits of the negotiation.
(he* set the goals, suggest alternati!es, and sa* what the* want.
49 .e would like a twoByear guarantee.
.e need to discuss the product specifications.
.e can either send them by air or by sea.
*he problem-solving stage: at this stage the negotiators tr* to reduce the distance
between what the* want and what their partners want. (he* explain wh* the other side
should change its position and ma)e compromises. %t,s important to )eep a positi!e
atmosphere and find solutions.
49 .e think you should pay for the insurance because you are packing the goods.
I(m sure we can solve this problem.
.e(d pay for transport if you reduced your price.
I(m afraid we can(t discuss reducing delivery times.
*upposing we paid in fourteen days. .ould you give us an early settlement account?
*he finish: at this stage the negotiators thin) about the future. 5etting the agenda for the
next meeting is the most important job.
49 <ow about meeting in !urin net time?
.e need to discuss the afterBsales service net time we meet.
+) %seful language
5ample: :egotiating terms of sale
.hat(s the price?
CDE per piece.
!hat(s rather high.
It compares favourably with our competitors(. $nd on an order of this siFe we could offer
a discount.
.hat discount could you offer?
E per cent.
.e didn(t epect it to be so low.
.hat did you have in mind then?
G per cent.
I(m afraid that(s not possible.
*upposing we agreed to a E per dent discount. .ould you agree to a DHBday credit
period?
#o. Our terms of payment are 2H days. It(s customary, I(m afraid.
Stating your position
(he price is rather high.
We didn,t expect the credit period to be so short.
,ustifying your position- Making compromises
I(m afraid it(s customary.
I(m afraid it(s company policy.
I(m afraid we always insist on this.
It compares favourably with our competitors.
Eustomer: We didn,t expect the price to be so high.
5upplier: What did *ou ha!e in mind then/
Eustomer: KLH a piece.
5upplier: %,m afraid we couldn,t accept that.
Eustomer: We,d li)e a long warrant* period.
5upplier: Eould *ou be more specific/
Eustomer: 9es, we,d li)e a two*ear warrant* period.
5upplier: (hat,s rather difficult but one *ear might be possible.
5upplier: We,d li)e *ou to pa* in dollars.
Eustomer: %f we paid in dollars, would *ou increase the discount/
5upplier: 9es, we could accept that.3:o, %,m afraid that,s not possible.
(he customer wants:
Early delivery (the end of the month)
A penalty clause for late delivery (-10% for each month of delay)
A discount for bulk purchase (-8% for order over 1,000 pieces)
An early settlement discount (-% for settlement !ithin 1" days)
Checking .hat you/ve agreed
A Eould we go through that again/3Eould we chec) what we,!e agreed/
0 8f course
A We,re going to pa*...
0 9es, that,s right.3:o. % thought we agreed ...
Hypothesi0ing
Conditionals
1. >potheti!al present situations: past D would
(hese are unreal or imaginar* situations.
=x: %f % )new the answer, %,d tell *ou.
%f % was ha!ing a part*, % wouldn,t in!ite Marcia.
%f % had the mone*, % could help *ou.
(he !erb be usuall* ta)es the form were for all persons in these sentences, though was is
used in e!er*da* speech. %n the first person it is possible to use should instead of would.
=x: %f % left home, % thin) % should be lonel*.
&. >potheti!al past situations: past perfe!t D would ha(e
(hese refer to past e!ents.
=x: %f % had )nown *ou were coming, % would ha!e met *ou at the station.
%f *ou hadn,t reminded me, % might ha!e forgotten.
8ther wa*s of ma)ing a conditional sentence
3nless M onl* if not
%,ll go ahead and get the tic)ets unless *ou call me this afternoon
Bro(ided9pro(iding onl* if
%,ll do what *ou sa* pro!ided the police are not informed.
Should after if, this ma)es the possibilit* of an e!ent seem unli)el*.
%f *ou should see Ann, could *ou as) her to call me/
((his implies that % do not expect *ou to see Ann."
/ere to this ma)es an e!ent seem h*pothetical
%f % were to as) *ou to marr* me, what would *ou sa*/
If it were not for9if it hadnt been for, these describe how one e!ent depends on
another.
%f it weren,t for Bim, this compan* would be in a mess.
%f it hadn,t been for the goal)eeper, 1nited would ha!e lost.
=ut for this can replace if not. %t is used in formal language, and must be
followed b* a noun form.
%f *ou hadn,t helped us, we would ha!e been in trouble.
0ut for *our help, we would ha!e been in trouble.
Supposing9suppose the* can replace if, especiall* in e!er*da* speech.
5upposing *ou won the football pools, what would *ou do/
/ill9would politeness and emphasis
%f *ou will3would wait here, %,ll see if Mrs <reen is free.
%f *ou sta* out late, no wonder *ou are tiredJ (insist on sta*ing out"
1# $upposin% your company %ave you a lar%e sum of money to invest in your
department# &hat !ould you spend it on'
# $upposin% someone offered you a (ob in $audi Arabia at t!ice your
present salary# &ould you take the (ob'
)# $upposin% you !ere made redundant# &hat !ould you do'
=ibliograph:
1. 0rieger, : and Eomfort, B: +anguage &eference for ;usiness 4nglish, 2rentice
-all %nternational, 1NN#
&. http:99www.bb!.!o.u'9worldser(i!e9learningenglish9business9
$. -ollett, O: ;usiness Ob"ectives, 8xford 1ni!ersit* 2ress, 1NN1
'. -ollinger, A: !est Iour ;usiness 4nglish 3ocabulary, (eora, #HH'
.. Oince, M: Ad!anced Panguage 2ractice, Macmillan, #HH$
L. 6anaging Information9 &unning effective meetings, 2itman 2ublishing, 1NN.