Showing posts with label Business English. Show all posts
Showing posts with label Business English. Show all posts

Thursday 25 October 2012

Are the French hopeless at languages?

Till Gins, director of Oxford Intensive School of English, is adamant that this is not the case. He claims they are no worse than anyone else, rather they are victims of an education system which will not accept its failings. The French-Brit has been director of the first language school in Oxford for 40 years and has seen millions of students come and go, attracted by his intensive, ‘one to one’ teaching method. He explores what lies behind the cliche…

Born to a French father and an English mother, Till grew up with dual heritage. After graduation, he came to Oxford to write a memoir on John Locke and it was then that he began to give individual lessons. The more he taught, the more he realised the effectiveness of tutorials, a teaching method specific to the universities of Cambridge, Oxford and Dublin. He concluded that the best way to master a language was to have ‘one to one’ classes which enable the teacher to tailor their teaching to the student.

The school’s programmes are first and foremost aimed at executives and business managers. But we also welcome students and prépa students (students preparing for entrance examinations to the Grandes Écoles).  Whatever the age of the pupil, it is difficult to undo the damage done by their education and culture.

Of all the students OISE receives, Till believes that the French have the most inhibitions. They are not bad at languages, as we often hear, but they are afraid of making fools of themselves and this psychological block is so deeply rooted in their national mentality that they have real difficulty taking risks. They would prefer to calculate what they are going to say beforehand or just remain quiet rather than make a mistake, the result being that they cannot communicate spontaneously in a foreign language.

Till traces this mental block back to the way many French children are brought up. For example, if a child is given a sweet and does not say thank you, their mother would often say to them ‘What do you say? What do you say?’, giving them the sense that they have done something wrong. According to Till, the French education system only reinforces this idea, meaning that many French children are afraid to try for fear of making a mistake.

Consequently Till felt that his role was not so much to teach English but eloquence. That is what makes the difference, whether you have mastered the basics of a language or not. Many French students have spent years learning English grammar and vocabulary in school but still do not know how to use it spontaneously. Till considers risk taking and engaging in debate to be a much more effective way to learn.

Summarised by OISE Oxford's in-house French linguist, Joanna Shaw

Click here to read the full article in French.










Thursday 2 August 2012

Business English

Note: OISE Oxford's in-house tutor, Bill Cheesman, is a specialist in teaching business English. All of the material on this page has been taken from The Essential Guide to Business English, by William E. Cheesman, Barbara A. Cheesman. If you would like to buy a copy, visit www.longwellpress.com/

Essential Expressions for Clarifying Information and Checking Understanding

Basically, there are two ways to make sure that you correctly understand what your colleagues or clients and saying. The first is to clarify by asking specific questions such as "Could you repeat that please?" The second is to summarize in your own words what you think your client means to check that you have understood correctly.

If you are not very confident speaking in English, simply say to your colleague or client: "I'm afraid my English is not very good. Could you speak slowly please?" This is an excellent technique because it deals with the problem immediately.

  • Saying that you do not understand
Sorry, I don't understand.
Sorry, I didn't understand that.
Sorry, I don't follow you
Sorry, I didn't catch that (This expression is used when you miss a small bit of information.)


  • Asking for repetition 
Could you repeat that please?
Could you say that again please?
Could you go over that again please?
Sorry? Pardon? (Spoken with rising intonation.)


  • Asking for repetition again
I'm afraid I still don't understand. Could you say that again?


  • Asking a colleague/client to speak slower
Could you speak slowly please? (Use at the beginning of a conversation.)
Could you speak a little slower please?
Could you speak more slowly please? (Use during a conversation when a colleague or client has been speaking too fast.)


  • Asking for more precise information
Could you explain that please?
Could you be a little more specific?
Could you explain that in a little more details?
What exactly do you mean by a slight increase?
Could you clarify your position on that?


  • Checking by summarizing in your own words
Do you mean that the order still hasn't arrived?
Are you saying that all of the components are defective?
Are you suggesting that we use a different supplier?
If I understand you correctly, you think  that we should terminate the contract immediately. It that correct?


  • Reformulating
I probably didn't explain that very well. Let me put it another way.




Essential Expressions for Chairing Meetings:

The letter (F) indicates a rather formal expression; (I) indicates an informal expression. Unmarked expressions are neutral.


  • Starting the meeting
- Shall we start? (F)

- Right, let's get started.

- Okay, let's get down to business. (I) ("Shall we" is more formal; "let's" is more informal.)


  • Welcoming participants and introducing guests
- Good morning ladies and gentlemen. Thank you all for being here. (F)

- Good morning everyone and thanks for coming.

- Good morning everybody. I'm glad you could all make it. (I)

- We're pleased to welcome Michael from our Frankfurt office.

- I'd like to introduce Didier from Paris.



Source: The Essential Guide to Business English, by William E. Cheesman, Barbara A. Cheesman.