體驗(yàn)商務(wù)綜合英語4 Unit 6 Risk

PAGEPAGE11商務(wù)綜合英語課程教案授課時(shí)間第周星期第節(jié)課次授課方式（請打√）理論課√討論課□實(shí)驗(yàn)課□習(xí)題課□其他□課時(shí)安排6授課題目（教學(xué)章、節(jié)或主題）：Unit6RiskTeachingobjectivesandrequirements(教學(xué)目的、要求):Studentsarerequiredto1．Mastereconomicvocabularyininternationalbusinessriskandthevocabularyofmanagingrisk;2．Befamiliarwithdifferenttypesofbusinessrisk3．Gettoknowtheaspectsofriskmanagementtobetakenintoconsideration4.LearntheskillsofriskmanagementTeachinghighlightsanddifficulties(教學(xué)重點(diǎn)及難點(diǎn))：Highlights:graspheaspectsofriskmanagementtobetakenintoconsiderationmastervocabularyininternationalbusinessriskandthevocabularyofmanagingriskDifficulties:understandtypesofbusinessriskinbusiness2.expressthemselvesmorefreelyonthethemeafterdoingaseriesoftheme-relatedreading,listening,speakingandwritingactivities;Timeallotment(教學(xué)時(shí)數(shù))：6PeriodsTeachingmethod(教學(xué)方法)：GroupDiscussionExemplificationanddemonstration；Task-basedteachingTeams-basedCooperativeLearningReferences(參考書目)：科頓，法爾維等編，體驗(yàn)商務(wù)英語綜合教程4，《體驗(yàn)商務(wù)英語》改編組改編，高等教育出版社，2021.6馬斯庫爾，海特勒著，體驗(yàn)商務(wù)英語教師用書4，《體驗(yàn)商務(wù)英語》改編組改編，高等教育出版社，2021.8蔣景東著，常用商務(wù)英語詞典，浙江大學(xué)出版社，2021,5.（英）帕金森

編著，牛津英漢雙解商務(wù)英語詞典，華夏出版社，2021教學(xué)基本內(nèi)容方法及手段IITeachingprocedureStep1Startingup:(20minutes)1)Studentsareaskedtofigureoutthemeaningofthequotation:"Theworldismuchriskiertoday,""Becauseeverythingismuchmoreinterconnected."risk-managementexpertRonDembo（gaveupaprofessorshipatYaleUniversitytolaunchhiscompany.）Hasthereeverbeenariskiertimetobeinbusiness?Allbusinessisbuiltonrisk.2)Dividethestudentsintogroupsof4todiscussthefollowingquestions.a.Whichitemcarriesthemostorleastrisk?Travel:car,plane,train,shipLifestyle:drinkingalcohol,pooldiet,smoking,joggingMoney:property,stocks&sharessavingsaccount,cashShopping:online,mailorder,privatesales,auctionb.Whatrisksdobusinessface?KidnappingofmangersConfiscationofassets（沒收，充公）Devaluationofshares,currencyBeextorted:illegallybeforcedtogivemoney.(勒索)Beinginsolvency:nothavingenoughmoneytopaydebts(無力償還債務(wù))Facingfraudandcorruption詐騙與腐敗Industrialespionage(商業(yè)間諜行為)Invest:puttingmoneyintoanewventureVenturecapitalist:whoputmoneyintosuchbusinessesspreadtheirrisksothatthepaybackfromoneortwosuccessfulventureswillhopefullymorethancompensateforthemoneylostinthefailures.風(fēng)險(xiǎn)資本家Reputationalrisk,brandsuicide,productliabilityclaim(產(chǎn)品質(zhì)量承諾書)Productrecalls(產(chǎn)品召回)Theriskofmanagementcomplacency(自滿)c.ListentoAllanSmithandnotedowntheriskshementions1doingnothingAudiolingualandcommunicativemethod課程教案（續(xù)）教學(xué)基本內(nèi)容方法及手段2creditorguaranteerisk3politicalrisk4riskofcatastropheordisruption（theriskofnotabletocontinuebusinessasusualbecauseofsomeunforeseenevent）Step2Vocabulary:describingrisk(30minutes)a.NoRisk,NoRewardYou’llmeetpeopleandorganizationsthatarestillpreparedtogamble--intelligently,shrewdly,selectively--eveninaperiodofinsecurityandinstability.Theirstoriesofferlessonsinstrategy,marketing,leadership,R&D,andinnovation.Theyalsoremindusthatthegoodmoveswedon'tmakecanbeasconsequentialasthebadmoveswedomake--thatplayingitsafeisn'talwaysplayingitsmart.b.Formphraseswith"risky".RiskybusinessRiskydealRiskyinvestmentRiskylendingRiskyprojectRiskystrategyRiskyundertaking冒險(xiǎn)事業(yè)c.verbsusedtodescriberisk.PredictMeetAssessManageForeseeEncounterFaceCalculateEstimatePrioritiseEliminateMinimiseReduceSpreadc.LevelofriskHigh:Great,huge,serious,significant,substantial,terrible,tremendousLow:Faint,low,negligible,remote,slightStep3listening:Effectiveriskmanagement(50)A.6.21.Operationalrisks——forexampleregulatorynon-compliance(不符合；未能遵守)(failingtoobeyregulationsandlawsapplicable(可適用的)totheindustry),supplychainfailure,failureofgovernancewithinanorganisation.2.Financialrisks——forexample:cashflow,creditorexchangerisks.3.Hazards——forexample:safeguardingemployeesandthepublic,naturaldisasters(fires,floods,etc.)andtheInterruptioninbusinessthatthesethingscauseortheirenvironmentalimpact.4.Strategicrisks——forexamplemarketchanges,increasedcompetition,failureofanorganisationtoadaptorchange. 6.2(I=Interviewer,SF=SteveFowler)I Whatarethemaintypesofriskthatcompaniesface?SFWell,allorganisationsfaceawiderangeofrisks.Indeed,riskandrewardareintrinsicallylinked.Thecompanyortheindividualthatrisksnothingachievesnothingandgenerallyspeakinghigherreturnsinvolvegreaterrisk.Understandingriskisthereforefundamentaltoeffectivebusiness.Goodriskmanagementmaximisestheprobabilityofbusinesssuccessandthelikelihoodoffailure.Riskcanbecategorisedintofourtypes.Firstly,operationalrisks,forexample,regulatorynon-compliance,supplychainfailure,orfailureofgovernancewithinanorganisation.Secondly,financialrisks.Forinstance,cashflow,creditorexchangerisks.Thirdly,hazards.Forinstancesafeguardingthehealthandsafetyofemployeesandthepublic,naturaleventsandconsequentbusinessinterruptionimpact,orenvironmentalimpact.Andfinally,strategicrisks,forinstance,marketchanges,increasedcompetition,orfailuretoadaptorchangebyanorganisation.Riskscanbeinternallydriveni.e.withinafirm,orexternallydriveni.e.bythemarketortheenvironmentinwhichthecompanyoperates.Companiesshouldthinklaterallywhenconsideringrisk.Don’tjustconsidertheobviousrisks,butdothinkabout‘whatif’?Learntounderstandwhotolistentoandhowtoassessriskaswellaswhattoreview.Havinggoodriskradaristhereforevitalforthesuccessfulenterprise.Byconsideringemergingtrends,organisationsnotonlycanpreparebetterforpotentialfutureadverseeventsbutcanalsocapitaliseuponopportunitiesbeforetheircompetitors.B.Playrecording6.3andaskSstotakenotesofthefivekeystepstoeffectiveriskmanagementthatthespeakeroutlines.Again,youmayneedtopausetherecordingatkeypointstoallowthemtomakenotes.AskSstocomparetheirresultsinpairsbeforecheckingwiththewholeclass.Explainanydifficultwords.1.Beclearaboutyourorganisation'sobjectives.2.Identifyanddescribetheriskstothoseobjectives.3.Evaluateandranktherisksaccordingtothelikelihoodofoccurrenceandthepotentialconsequences.4.Takeactiontodealwiththehighestrankingrisks.5.Reportonboththeinherentandresidualriskstothekeystakeholdersintheorganisation.6.3(I=Interviewer,SF=SteveFowler)IAndhowcancompaniesbegintomanagerisk?SFRiskmanagement’severyone’sbusiness.Byfollowinganagreedsystematicprocessyoucanensurethateveryoneinyourcompanyororganisationisengaged.Therearefivekeystepstoeffectiveriskmanagement.Firstly,beclearaboutyourownorganisation’sobjectives.Secondly,identifyanddescribetheriskstothoseobjectives.Thirdly,evaluateandranktherisksmappingthelikelihoodofoccurrenceagainstpotentialconsequences.Fourthly,takeactiontodealwiththehighestrankingrisks.Thismightinvolveexploitingtheriskoropportunity,ignoringit,introducingcontrols,changingaprocessorproduct,protect,protectingagainstconsequencesforinstance,fireprotection,preparingtodealwiththeconsequences,forinstance,throughbusinesscontinuityplanningorfinancingoroutsourcingtherisk,forinstance,throughinsurance.Andfinally,reportingonbothinherentandresidualriskstotheorganisation’skeystakeholders.TheBoardofanorganisationmustactivelyowntheorganisation’sriskmanagementstrategy,butindividualbusinessunitsmustownandmanagetheirownriskswithintheframeworkofanoverallriskmanagementpolicy.Thispolicymaybedeterminedbyeitherapart-timeriskchampion,workingwiththeBoardor,inthecaseofalargerorganisationafull-scaleriskmanagementdepartment.Internalauditsturn,inturn,istoprovideassurancethatthestrategyhasbeeneffectivelyimplemented.Finally,assigningandrewardingresponsibilityforriskismuchmorelikelytoachieveeffectivenessthanadoptingaloosestructure,afterallwhat’spaidfor,getsdone.Clistento6.4andNotetheexamplesofeffective&negativeriskmanagement1.Thesuccessofcompaniesinrespondingtotheyear2ooocomputerbug.2Thesurvivalofthosecompaniesaffectedbythe9/11attackswhohadbusinesscontinuityarrangementssetupandtestedbeforehand.3Coca-Cola'squickwithdrawalofitsDasanibottledwaterfromtheUKfollowingacontaminationscare.ThenegativeexampleisShell’sdecisiontosinkitsBrentSpaoilplatformintheNorthSeawhentherewaspublicoppositiontothemove.Step4Reading:Thedangersofnotlookingahead(80minutes)1.LanguagepointsofthetextPart1(para1-3)Riskmanagementbecamemoreimportantforcorporations,duetousualdisastersandfearsofwarandterrorism.Line1.Riskmanagementhasundoubtedlymovedupthecorporateagendainrecentyears.Riskmanagementhasundoubtedlybecamemoreimportantincorporatemattersinrecentyears.Line3Agenda:n.日常工作事項(xiàng)atemporarilyorganizedplanformatterstobeattendedto議程:alistofmatterstobetakenup(atameeting)讓我們進(jìn)入會(huì)議的下一項(xiàng)議程。Let’sproceedtothenextitemontheagenda.highonthemeeting'sagenda頭等大事Line10:propertyinsurer財(cái)產(chǎn)保險(xiǎn)公司Line12:turbulent(動(dòng)蕩的）worldLine15：consolidation公司合并Line14-15:Outsource:外包v.t.obtaingoodsorservicesfromaoutsidesupplier歐美公司將其業(yè)務(wù)外包到亞洲的主要原因之一是為了減少勞動(dòng)力成本。OneofthemainreasonsthatEuropeanandAmericancompaniesareoutsourcingtheiroperationstoAsiaisforsavingthelaborcosts.Q.Whydoglobalization,out-sourcing,consolidation,just-in-timedelivery(準(zhǔn)時(shí)交貨）andcross-bordersupplyfurtherincreasetheexposuretorisk?Line27:powerfailures斷電Part2(para4)FMbelievesthatthemajorityofallbusinesslosscanbepreventedorminimized.line32:disasterrecoveryplan災(zāi)后恢復(fù)計(jì)劃Line33-34:Preventionisbetterthancure.防范好于補(bǔ)救。Part3(para5-10)However,mostofthecompaniesarenotsufficientlypreparedforriskmanagement.Line42:protectrevenuesources(收入來源)e.g.Create(開發(fā))newrevenuesourcesL48:assessV.placeavalueon:judgetheworthofsomething評估律師們估計(jì)這筆財(cái)產(chǎn)價(jià)值35000美元。Thelawyersassessedthepropertyat$35,000.Line57:Accountfor:v.1.(比例）占這五大手表品牌基本上占中國手表銷售總額的一半。ThesefivewatchbrandsaccountforroughlyhalfofallwatchsalesinChina.2.v.givereasonsfor(說明原因、理由等）杰克無法解釋自己的愚蠢錯(cuò)誤。Jackcouldnotaccountforhisfoolishmistake.Line63-64:resumeoperations恢復(fù)運(yùn)營根本不清楚日本的福島核電站是否或者何時(shí)能恢復(fù)運(yùn)營。ItisfarfromcleariforwhentheFukushimaNuclearPlantofJapanwillresumeoperations.L.68：crisis-prone(易于遭受危機(jī)的)prone:adj.易于…的，有…傾向的haveatendency(to);oftenusedincombinatione.g.injuryprone(容易受傷的)epidemic-pronediseases容易流行的疾病健康安全的最大威脅之一源于容易流行疾病的爆發(fā)。Oneofthegreatestthreatstohealthsecurityarisesfromoutbreaksofepidemic-pronediseases.Line69-70:Showfirmresolve顯示很強(qiáng)的決心Line75:atboardlevel在董事會(huì)層面Line78:insurancebroker保險(xiǎn)經(jīng)紀(jì)人anagentwhosellsinsurancePart4(para11-12)Thesurveyidentifiedthethreemostsignificantrisksthatbusinessesfeelunabletomanage.Line95:adverseadj.不利的contrarytoyourinterestsorwelfareadverseeffect不利影響adversereaction不良反應(yīng)adverseweather惡劣的天氣今年，世界衛(wèi)生日的關(guān)注點(diǎn)在于：有必要保護(hù)人類健康，免受氣候變化帶來的不利影響。Thisyear,WorldHealthDayfocusesontheneedtoprotecthealthfromtheadverseeffectsofclimatechange.Line98：StaffAbsenteeismabsenteeism:經(jīng)常曠工n.habitualabsencefromworkLine99:turnover員工離職L.111address:vtr.處理、了解并解決addresstherisk:處理風(fēng)險(xiǎn)去年11月，豐田召回部分型號的汽車。召回的原因是，位置不當(dāng)?shù)钠嚹_墊有可能卡住油門踏板。LastNovember,Toyotarecalledsomeofitsmodelstoaddresstheriskthatout-of-positionfloormatscouldjamacceleratorpedals.L.126Obligation:n.責(zé)任、義務(wù)ThesocialforcethatbindsyoutothecourseofactionMoralobligation道義上的責(zé)任Legalobligation法律義務(wù)我們這些專職從事民調(diào)工作的人有責(zé)任提醒美國人民，民調(diào)能做到什么、不能做到什么。ThoseofusinthisprofessionhaveanobligationtoremindAmericanswhatpollscando—andwhattheycannotdo.Part5(para13):Insummary,businessesneedtoreviewvariousrisksregularlytostayoutofcrisis.Line131:boosttheirbottomlines（最終效益）:Boostthecompanies’profits2.ExercisesB.1Increasedcompetition

2Changesincustomerdemand

3Lossofproductivityduetostaffabsence/staffturnoverC.AskSstoreadthefirstthreeparagraphsofthearticleandtomakenotesonthetypesofriskmentioned.RisksassociatedwithwarandterrorismBusinessrisksassociatedwithglobalisation,outsourcing,consolidation,just-in-timedeliveryandcross-bordersupply;Traditionalriskssuchasfires,floods,explosions,powerfailuresandnaturaldisastersD.Checkanswerswiththewholeclass.Companiesarepayingmoreattentiontoriskmanagementbecausehigh-profileriskssuchaswarandterrorismwhichattractalotofmediacoveragehavebeenaddedtothelistofrisksbusinesseshavealwaysfaced.Inaddition,changesinthewaybusinessisconducted,withnewfactorssuchasglobalisation,outsourcing,ingintoplayhavemadethebusinessworldariskierplace.E.GothroughthenameswithSsandthenaskthemtoscanthearticletofindwheretheyoccur.Youmightsuggestthattheyunderlinetheminthearticleforeaseofreference.AskSstoworkinpairstomatchthepeoplewiththeirbeliefs.Checkanswerswiththeclassandaskthemtoreadouttheactualwordsthatthepeopleusedtoexpressthesebeliefs.1ShivanSubramaniam(line7)2KenDavey(line44)3LordLevene(line53)4Neilirwin(lines106to107)F.Encouragesstofindandunderlinethewordpartnershipsinthearticlesothattheycanseethemincontextandquicklyreferbacktothem.1businessinterruptions(lines56to57)2recoveryplan(lines32to33)3decisiveaction(lines7oto71)4potentialhazards(lines48to49)5integratedstrategies(line72)6revenuesources(?ine5o)7near-normaloperations(?ine63)G.AskSstoworkinpairstomatchthewordpartnershipstotheverbs.takedecisiveactionprotectrevenuesourcesassesspotentialhazardsdevelopintegratedstrategiesimplementarecoveryplanresumenear-normaloperationsprepareforbusinessinterruptionsLanguagereview:adverbsofdegreeMostadverbsareformedbyadding–lytotheadjective.Foradjectivesendingin–ic,forexampledramaticoreconomic,add–ally.AIntensifyingadverbsweakModerateStrongabitslightlyfairlyincreasinglymoderatelyquiteratherreasonablysomewhatEntirelyexceptionallyextremelyhighlytotallyveryBcompletethesedialoguewithasuitableadverbPossiblyanswers:1exceptionally,extremely,very2exceptionally,extremely,highly,totally,very3fairly,moderately,quite,rather,somewhatabitslightly4entirely,totally5fairly,moderately,quite,reasonablyCwriteashortdialogueusingsomeofthephrasesS1:Whatdidyouthinkofthepresentation?S2:Fascinating.Andthespeakerwasincrediblywell-prepared.Alltheequipmentworkedfirsttimeandthehandoutswereveryuseful.Step5Skills:reachingagreement(30minutes)AIdeasApprovedyes/noCommentsOn-linepromotionYesOneofthefirstorganizationswithawebsite,cheapformofpromotion,mustbefocusedTVadvertisingNoExpensive,noexperienceofusingit,competitorsuseitalot,riskytoputsomuchmoneyintoonethingSponsorshipNoCouldbemoreeasilyfocusedontargetaudience,butexpensiveAdvertisementsinjournalsYesAslongasitisfocusedUsingestablishedcontactsYesImportanttobuildonthese,notexpensiveNewspapers/magazinesYesKnowthereadership,successfulinthepast,wideaudienceB1Disagreeing2Givingopinions3Givingopinions,Disagreeing4Agreeing5Agreeing6Agreeing,Emphasising7Givingopinions,Emphasising8Makingsuggestions9Givingopinions10SummarisingCThisroleplaycanbedone1to1.askthestudentstochooseoneoftheroles.Youtakeoneoftheothers.Don’tforgettonotelanguagepointsforpraiseandcorrectionafterwards.Step6Casestudy:SupremaCars(50minutes)1)SSlookatthecommunicationproblemsinaSwissprivatehealthcareorganizationandgivesomesuggestionsonhowtoimprovethem?CompanynameSupremaCarsProductClassicsportscarsBrandImageQualityandcraftsmanship(cararehandmade)Currentproblems◎Factoryworkersdemandinghigherwagesandbetterconditions◎Workforceunhappybecausemanagementwantsproductionincreased—workersfearqualitywillsuffer◎IncreaseinnumberofcarsthathavebrokendownCurrentconsumerperceptions◎lovetheclassicdesign◎believethecarshaveexcellentperformanceCompany’scurrentsituation◎losingsalesandmarketshare◎madealossinthelasttwoyears◎maybeunabletoincreasepriceswithoutlosingcustomers2)Elicitsuggestionsfromthewholeclassandwritethemontheboard.1Jackisdefinitelynotinterestedinoptions5and7·2Jackisquiteinterestedinoptions1and6.3Jackfavoursoptions2and43)RoleplayStep7writing(20minutes)RevisionEmailp64Subject:Communicat?onproblemsFrom:To:DearAlexDearAlex,Ireallyappreciateourofferofhelp.Itmaywellbethatthes?tuationisnotasseriousasImadeitsound,butitdefinitelydeservesourattention.Theproblemsallrevolvearoundpoorcommunication.Forexample:SalespeoplehardlyevertalktocolleaguesinAccounts,whodonotseemverywillingtocommunicatewithHRstaff.Staffoftensende-mailsratherthantalk.Severalemployeeshavecomplainedaboutthehugenumberofinternale-mailstheyhavetogothrougheveryday,manyofwhichareoflittlerelevancetotheirwork.Asregardsinter-departmentalrelations,?thinkourlong-termaimshouldbetoincreasetrustbetweenthedepartments,andforustogetacrossthemessagethatwebelieveeachandeverydepartmentmakesaninvaluablecontributiontoourorganisation.lntheshortterm,openingastaffloungewouldbeidealsothatpeoplefromalldepartmentscanmixandexchangeideas.Withregardtoe-mail,suggestweputtogethersomeguidelinestohelpstaffuseitmoreeffectively.Itstrikesmethatmanypeopleareuncertainwhotocopyinandwhen,whileothersusethe'ReplyAll'buttonsystematically.Lookingforwardtoyourreply,Yours,[yourname]P65DearMr.Stawowy,ItwasagreatpleasuretomeetyouattheKuakówtradefairlastSaturday.AndIwouldliketothankyouforyourinterestinourrangeofofficefurniture.Asyoualreadyknow,wehaveanunrivalledreputationrqualityandinnovativedesigns,andweexporttoeightdifferentcountries.WeareseekingtobreakintoEasternEurope,andweareawar