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TEMA III: THE EUROPEAN UNION (UNITILE 6, 7)

Durata (n ore de pregtire) 1


Total, din care:
- instruire teoretic 30 minute
- instruire practic 30 minute
Obiectiv general: nsuirea vocabularului specific administraiei Uniunii Europene,
identificarea i prezentarea principalelor instituii ale UE n limba englez.
COMPETENE
SPECIFICE
1
S asimileze
vocabular,
structuri
lingvistice
specifice i
informaii despre
Uniunea
European n
limba englez.
S fie capabili s
- identifice i s
prezinte , n
limba englez,
principalele
instituii ale
Uniunii
Europene;

CONINUT
TEMATIC

METODE/
FORME DE
ACTIVITATE

2
Noiuni de baz
despre Uniunea
European i
instituiile sale.
Vocabular
specific
documentelor
administrative
din Uniunea
European.
Tipuri de
prezentri n
limba englez.
Vocabular
specific. Aspecte
interculturale.

3
Metoda
comunicativ:
Prezentare
interactiv
Conversaie
euristic
Exerciii
individuale/ n
grupuri mici (46 studeni)
Jocuri de rol

MIJLOACE DE
INSTRUIRE,
MATERIALE DE
NVARE
4
- videoproiector
- laptop
- CD player
- CD-uri i DVDuri

CRITERII DE
EVALUARE
5
Capacitatea de a
utiliza vocabular i
structuri specifice
n limba englez,
despre Uniunea
European.
Capacitatea de a identifica i de a
prezenta , n limba
englez,
principalele
instituii ale
Uniunii Europene.

INDICAII BIBLIOGRAFICE SUPLIMENTARE:

Ashley, A. Oxford Handbook of Commercial Correspondence. New Edition. Oxford


University Press, 2003.
Ashley, A. Oxford Handbook of Commercial Correspondence. Workbook. New Edition.
Oxford University Press, 2003.
Butzphal, Gerlinde, Maier-Fairclough, Jane. Career Express Business English 2.
Cornelsen Verlag. Berlin, 2010.
Capel, Will et al. Collins Business Vocabulary in Practice. (3rd ed.). Collins, 2012.
Downes, Colm. Cambridge English for Job Hunting. Cambridge University Press, 2008.
Emmerson, Paul. Business English Handbook. Advanced. Macmillan, 2007.
Emmerson, Paul. Business Vocabulary Builder. Macmillan, 2009.
Handford, Michael et.al. Business Advantage. Cambridge University Press, 2011.
*** Oxford Business Dictionary. Oxford University Press, 2008.
Walker, Caroline, Harvey, Paul. English for Business Studies in Higher Education.
Garnet Publishing, 2008.

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UNITATEA 6: THE EUROPEAN UNION

LEARNING OBJECTIVES
By reading this chapter you will be able to:
check your knowledge about the European Union
update your information on the EU
practise the specific vocabulary and grammatical structures for the subject of the EU
develop persuasion skills
SECTION A- INTRODUCTION
INFO CELL
The origins of the EU can be tracked back to the early 1950s but its principal founding
treaty is the Treaty of Rome (1957), which established the EEC (The European
Economic Community). The EU was intended to unite the peoples of Europe and to
create a common market between its member states. Starting with 6 member states, the
EU has gradually expanded to 15 members. Further enlargement is taking place
especially in order to encompass some of the former communist countries from Eastern
Europe.
Economic integration within the EU has led to the creation of the single European
market and the introduction of a single currency (euro). This large competitive market
should act as an incentive to efficiency and innovation, prompting the reorganisation of
companies, industries and markets. There has been a wave of mergers and alliances
since the late 1980s, reflecting not only global trends but also the reshaping of the EU
business environment.
The EU has a number of policies that affect the activity of business firms, covering:

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Agriculture

Education

Immigration

Industry

Legislation

Monetary and fiscal policy

Regional and social policy

Services

Trade

Transport

Pre-questions
a. What do you know about the European Union as an organization, from the
economic, social and political point of view?
b. Where is Romania in the EU context?

SECTION B
1. Fill in the following article taken from The Economist magazine with
words/groups of words extracted from the box below.

establish legitimacy mooted

democratically impaired

referendum

popular
endorsement

constitutional convention

commitments

treaties

When the idea of writing a formal constitution for the European Union was first
(1)______ , its advocates said that the EU should be easier for its citizens to
understand. They were right. The implicit constitution lurking beneath the Unions
tiers of (2)_______
and practices is quite impenetrable even to experts in the
subject- and this mystery arouses suspicion. Another reason to write a proper
constitution, governments acknowledged, was that the Union is widely regarded as (3)
. Decisions made at the center are remote from citizens. Lines of accountability are
stretched thin. A new constitution would address this directly, aiming both to strike a
better democratic balance and to make the channels of accountability easier to
understand. All this would bring the Union closer to its people.

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On these grounds, The Economist warmly endorsed the idea of drafting a new
constitution for the EU. We await June 20-th with the keenest interest: That is when
Valery Giscard dEstaing, representing the (4)
, will present a final proposal to
Europes leaders. Of course, whether the convention drafts a good constitution or a
bad one remains to be seen. The signs so far are discouraging, though much can
change before the debate concludes.
However, regardless of what the convention proposes, and whatever constitutional
design member-governments later adopt in the inter-governmental conference that
will decide matters, one thing follows from the reasons for embarking on this exercise
in the first place. The new constitution should be submitted to (5)
in each of
the member countries
It may be that the new constitution will represent a bold new move in the direction of
ever closer union, as espoused in one of the EUs earlier treaties. Perhaps as we
have urged, the constitution will explicitly reject that ideal, proving instead a stable
settlement rooted in the principle of subsidiarity (the idea that decisions should be
taken as closely as possible to the people they affect). Or it may be that the new
constitution will do neither of those things, and merely condense and clarify the
existing (6)
, obscured as they are at present by the way the Union has
evolved. As far as the need to (7)
for the constitution is concerned, it makes no
difference. So long as the idea is to say plainly what the Union is, what it intends to
be, and how it will henceforth stand in relation to its citizens, this will be a hugely
significant document-one that cries out for (8).

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2.a. Write your own ideas about the text in the table below. The starting phrases
have already been introduced for you.
Pros

Cons

I totally agree with the idea that

Im afraid I dont have the same opinion


on..

I think the author is right when he says.

I cant agree with the statement that.

I dont think he considered the whole


By and large we have the same opinion
matter of.
on
I cant agree more with the author when In my opinion, it is out of the question to
say that..
he says..
2.b. Debate.
In groups of 3 discuss the article above, considering the following cards and
table.

Student A
You agree with the idea of a formal constitution for the EU and think that referendums
are not necessary at this stage. You have an optimistic view on the matter, including
about the position of Romania in the context

Student B
You are quite skeptical in what the subject of the EU is concerned. You cant feel the
blessings of the matter. And besides, you prefer to stick to the national values.

Student C
You carefully observe your colleagues in their debate and evaluate their performance on
a scale from 1(the poorest) to 10(the highest), following the criteria from the table below:

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Evaluation Table

Pros
Secularist countries, led by France, view pluralist Europe beyond the need to refer
to religion. They also stressed the fact that "Christian values" would make it more
difficult to accept a Muslim country such as Turkey.
In an editorial, Scandinavia's largest daily newspaper, the Swedish Aftonbladet,
argued that emphasizing Christian values would be a "huge mistake" because it
would "exclude groups and raise new walls." In addition, Terry Sanderson, vice
president of the UK's National Secular Society, pointed out that "Europe has to be
secular for it to be really unified."

Cons
Many of the 10 countries due to join next year, i.e. the Roman Catholic Poland,
wanted "Christian values" mentioned in the constitution. Likewise, the Hungarian
Monsignor Peter Erdoe states that "without Christianity, the heart of Europe would
be missing". Pope John Paul II also lobbied for "a clear reference to God and the
Christian faith to be formulated in the European constitution." Former Irish Prime
Minister John Bruton formally proposed including a mention of Christianity.

Outcome
Giscard d'Estaing, a former French president and the head of the Convention on the
future of Europe, the body charged to draft the constitution, indicated the possibility
of a compromise. Religion is to be mentioned in the preamble, leaving aside God or
religious values in the main body of the text.

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UNITATEA 7: DEVELOPING PRESENTATIONS SKILLS


TYPES OF PRESENTATIONS
Here are some examples of business presentations:
a. Press conference the chief executives of two companies tell
journalists why their companies have merged
b. Demonstration the head of research and development gives a
presentation to non-technical colleagues about a new machine that the
research and development department has just completed
c. Product launch a car company announces a new model
d. Workshop company employees do practical exercises on time
management
e. Seminar a financial adviser gives advice to people about investments
WHAT MAKES A GOOD PRESENTATION?
A presentation, and the presenter, the person giving it, are usually judged by:
1. The way the presentation is organised:
The ideas and the visual aids are clearly structured easy to
follow
How the information is mixed with interesting examples and
stories people want to hear how the presenter relates
personally to the subject
2. The way the presentation is delivered:
Rapport with the audience members feel that the presenter
understands them
Eye contact the way the presenter looks at the audience
Loud enough voice
Variety in the speakers tone of voice its important not to
speak in a monotone and to vary the speed that you speak at
3. The way the presenter feels about the topic, the audience and
himself/herself:
Confident and relaxed look
Enthusiastic about the topic
Positive attitude
Interested in the audience and getting them involved
participating in their minds

Among the most used visual aids we could mention:


-

Flipchart and marker


Data projector and screen
Whiteboard, blackboard

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Overhead projector (OHP) and transparencies


Handouts

KEY STEPS IN A PRESENTATION. VOCABULARY


INTRODUCTION
Geraldine Daniels works for a firm of management consultants. She is responsible for
recruiting consultants for the firm. She has been invited as a guest speaker to an
international conference in Cannes to talk about the subject of recruitment.
a.
b.
c.
d.
e.

My names Geraldine Daniels and I work for J&D Consultants.


Its very nice to see so many of you here in Cannes on such a sunny day!
Im going to talk about Consultancy Skills for the 21st Century.
There are three main areas I want to look at today.
If you have any questions, Ill be very happy to answer them at the end of the
session.
MAIN PART

OK. To begin with, lets look at the first type of skills that consultants need:
technical skills.
Of course, related to technical skills, you need good general knowledge of
management subjects.
Thats all I have time for on technical skills. Lets move on to the second area:
interpersonal skills.
As you can see on this slide, there are two key areas in relation to interpersonal skills.
And as this transparency/slide shows, interpersonal skills are complex.
I think that covers everything on interpersonal skills.
Time is moving on, so lets turn to the third area: people management issues.
This is the third and most important area that I want to talk about today.
OK, thats all I have to say on/about the key area of people management issues.
CLOSING
Let me just sum up. Firstly, we looked at technical skills, secondly, interpersonal
skills and last but not least, people management issues.
In fact, the secret for success in the future is going to be, in my view, these people
management issues. That brings me to the end of my presentation. Are there any
questions?

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ANSWERING QUESTIONS
a. Thats a fair point. I know that some consultants dont have a very good
image. But I think that the results from our organisation, J&D Consultants,
speak for themselves. I can give you examples of enormously reduced costs
or increased profits at companies that have used our services
b. Thats confidential. Im afraid I cant tell you.
c. Thats not really my field. But I can put you in touch with someone in my
organisation who is working on internet applications.
d. The questioner would like to know what sort of background the people we
recruit usually have. Is that right? Well, we recruit some of our consultants
straight out of business school, but mainly
e. Well, I think that goes beyond the scope of todays presentation. Today I
wanted to concentrate on consultants skills, not go into particular case
studies in consultancy. Well, weve run out of time and I think thats a good
place to stop.
f. Im afraid weve run out of time. But if youd like to come and discuss that
with me now, Ill try and give you an answer. I think thats a good place to
stop. Thank you for listening.

INTERCULTURAL ASPECTS
a. Avoid mannerisms irritating ways of moving and speaking such as
overusing Er
b. Be careful with humour. For example, dont make jokes about people in the
audience.
c. Dress formally unless you know for sure that the occasion is informal.
d. Maintain eye contact by looking round the room at each person in the
audience for about a second, before moving on to the next person. Dont
concentrate on just one or two people.
e. Face the audience at all times: dont speak to the equipment or the screen.
f. Remain standing: dont sit. Stay more or less in one place and dont move
around too much.
g. Smiling is fine at appropriate moments, but not too much: it can seem
insincere as if you dont mean it.
h. Use gesture hand movements to emphasize key points. Point with your
whole hand, rather than just one finger.
i. Respect the audience. Dont make exaggerated claims dont say things are
better than they really are.

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PRACTICE
1. Identify the presentation types according to the things that people say in
the fragments below:
a. Each group has a series of problems faced by a company. I want you to
suggest solutions.
b. Now is the right time to get out of company shares and invest in
property.
c. The combined resources of our two organisations will allow us to
achieve great things.
d. The X300 has the most advanced features of any car in its class.
e. As you can see, this prototype is far in advance of anything we have
done before.
2. Read the article and answer the questions:
MAKING SURE YOU GET THE MESSAGE ACROSS
Your mouth is dry, your voice trembles, your hands shake and you can hear
your heart thudding yes, you are making a presentation. No matter what job
we do, most of us will sooner or later have to make one, whether it is
delivering a goodbye speech, explaining a project to bosses, or trying to get
new business.
Khalid Aziz, of the Aziz Corporation, which teaches senior executives to
communicate, says: About 60 per cent of the effectiveness of a spoken
presentation is nothing to do with the words. Its to do with style, confident
body language and the right speed of delivery. Management consultant Terry
Gillen says: Your presentation should have a main theme, a single powerful
message. It should have a clear structure, with each point leading to the next.
Human brains automatically try to organize information received, so if your
presentation does not have a structure, your audience will create its own.
Attention will wander and listeners may get the wrong idea. And if you
structure your presentation, it will be easy for you to remember. But Mr
Gillen warns: Reading from a document, whether its a whole speech or
detailed notes, sounds formal and stiff, and switches the audience off.
Presenters should encourage passive and active audience participation to
personalize the message and keep people listening. Mr Gillen says: Use
phrases such as what would you think if Encourage them to ask
questions or, if you are demonstrating something, get them to join in. Theyll
do this only if you look friendly and smile. Make eye contact and maybe
enter the audiences territory rather than staying stuck behind your desk. He

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adds: The audience want to enjoy the presentation and are more likely to do
so if the presenter also appears to be enjoying it. Nerves and anxieties often
show. Audiences will notice uncomfortable body language and hesitant
speech. Mr Aziz says: Minimise panic by steering clear of coffee for at least
two hours before. Practice and rehearse, and visit the venue to remove the
fear of the unknown. Beware of complex visual aids which confuse and
distract attention from the message, and add extra information with your
voice.
NatWest corporate manager Deborah Buckle, 32, learned to Present with
Passion after attending one of Khalid Azizs courses. Deborah, of Surrey,
says: Knowing your stuff is not enough. You have to enthuse your audience.
I also learned that, unless youre careful, the message received is not always
the one given.
1.
2.
3.
4.

Which elements of a good presentation does Khalid Aziz refer to?


What about Terry Gillen?
Is reading from a prepared text a good idea? Why/Why not?
For Terry Gillen, what are the four ways of getting audience
involvement?
5. For Khalid Aziz, what are the two ways of avoiding panic, and one
way of using visuals well?
6. What is the most important thing about presentations for Deborah
Buckle?
7. She says that the message received is not always the one given.
Where is this idea referred to previously in the article?
3. Match the expressions in bold type taken from Introductions with what
the speaker is doing.
1. Interacts with audience by showing she knows where she is and saying
what she thinks of the place
2. Identifies herself
3. Tells the audience when she will answer the questions
4. Announces the title of her talk
5. Says how it will be structured
4. Correct the mistakes in the situations below, taken from presentations.
There is one mistake in each situation.
a. To begin with, let we look at the most basic product in our range.
b. Of course, you will certainly have lots of questions in relation with the
product specifications of our basic model.
c. Thats all Im having time for on product specifications.
d. Lets move on to our mid-range model.
e. As this transparency is showing, there are two key features I want to
talk about in relation to our mid-range model.

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f. I think that cover everything on our mid-range model.


g. Our top-of-the-range product is the third and more important model I
want to talk about.
5. Would it be logical to hear the expressions in italics immediately after
the presenter has used the expressions provided as examples for
CLOSING? Why/Why not?
a. There are two main areas I want to talk about: one old products, two
new products and three ideas that are currently under
development.
b. Let me just sum up as Ive covered the three things I wanted to talk
about and weve getting near the end of our time.
c. Firstly, we looked at technical skills, secondly, interpersonal skills and
last but not least, people management issues. That brings me to the end
of my presentation and fourthly there are the financial aspects and Im
going to spend 20 minutes on them now.
d. In fact, the secret for success in the future is going to be, in my view,
these people-management issues. Of course, other experts in the field
have different opinions on this.
6. Match the following questions from the audience with the answers that
Geraldine gives on pages 62-3.
a. Sorry, but I didnt hear the end of the question could you repeat what
the questioner said?
b. In what ways do you think the internet is going to change the way
management consultants work in the future?
c. Some companies refuse to use management consultants. What do you
say to people who say that consultants are a waste of time and money?
d. What is the average salary for your consultants?
e. I dont know if you have time to answer this, but can you tell me how I
can apply to work for J&D?
f. You say that J&D have enormously increased profits at some
companies. Can you give one or two examples of this?

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