Modern Business English for Industrial Engineers: Praktisches Englisch für Wirtschaftsingenieure

By Karlheinz Zuerl

In times of economic downturn, competition for jobs becomes tougher, and only those with the best skills, which includes language skills, and above all English, can survive. Although we hope to help you to improve your English, we know that reading on its own is not enough. It is also essential to improve your understanding of spoken English and your active use of the language.

Chapters are evaluated for you with (E) = easy, (M) = moderate or (C) = challenge. It will certainly help teachers and students to get more fun out of working with this book.

The author would like to thank Jean Fienemann, Robert Jacob, Kimmo Kosunen, Steven Lodge and Roy & Mary Pook for their help. Their professional advice and suggestions were invaluable, and I couldn’t have done it without them.

If you are interested in books or language training dealing with other business subjects, more information can be obtained from www.gtec.asia, or by writing an email to [e-mail].

• Language: English
• Publisher: GTEC Verlag
• Release date: Mar 1, 2020
• ISBN: 9783939366355

Karlheinz Zuerl

Über dem Autor (deutsch) Der Autor Karlheinz ZUERL studierte Maschinenbau (Coburg) und Wirtschaftsingenieurwesen (München). Er leitete verschiedene internationale Projekte bei namhaften OEMs mit Schwerpunkt Einkauf und Lieferantenentwicklung. Seit über 20 Jahren berät, trainiert und unterstützt er Unternehmen bei deren Qualitätsicherungs-, Einkaufs- und Verhandlungsaktivitäten in Asien, US and Europe, hauptsächlich in den Bereichen Automobilbau, Maschinenbau, Elektrik, Elektronik. Er lebt seit 2005 in China und leitet als General Manager ab 2013 verschiedene Produktionswerke und den Vertrieb für europäische Firmen. Er ist Gründer der GTEC Profit Growth Akademie und des GTEC Verlages. Zudem hält er mit ECOCUT (Efficient Cost Cutting) und SPECTRA (Supplier Process Evaluation and Cost Transparency) eigene Trademarks in China. Karlheinz ZUERL ist Autor und Verleger deutsch- und englischsprachiger Fachbücher und E-books für Schulen, Universitäten und Industrie. Er veröffentlicht im Springer, Oldenbourg, Hanser und GTEC Verlag. About the Author (English): Born and grown up in Germany, Karlheinz Zuerl has managed various international projects with well-known original manufacturers in Europe, America, and Asia. He holds master degrees in Mechanical and Industrial Engineering. He has been working as a Purchasing Director and General Manager in China and other Asian countries, where he has gained tremendous experience and good knowledge of the culture, law, human resource and compliance as well. His professional expertise in communication, HR, supply chain, production and business development, his blending with the Asian culture, is where his strength are. Therefore, all his books & e-books are practical and useful experience for all people, who like to deal with languages, culture, technique, strategies and management. Karlheinz has delivered numerous lectures, and successfully published books, audiobooks and e-books in German and English languages.

Book preview

KARLHEINZ ZUERL

Modern Business English for Industrial

Engineers

Practical English for Engineers

Communication, Negotiation skills and 45 Pages of Exercises

Ebook

2. Edition

GTEC Publisher 2014

Autor:

Dipl.-Wirtschaftsingenieur KARLHEINZ ZUERL

Web: www.gtec.asia

Email: [e-mail]

Die Deutsche Bibliothek – CIP-Einheitsaufnahme Ein Titeldatensatz für diese Publikation ist bei „Der Deutschen Bibliothek" erhältlich.

ISBN 978-3-939366-35-5

Die Wiedergabe von Gebrauchsnamen, Handelsnamen, Warenbezeichnungen usw. in diesem Werk berechtigt auch ohne besondere Kennzeichnung nicht zu der Annahme, dass solche Namen im Sinne der Warenzeichen- und Markenschutz-Gesetzgebung als frei zu betrachten wären und daher von jedermann benutzt werden dürften. Dieses Werk ist urheberrechtlich geschützt.

Alle Rechte, auch die der Übersetzung, des Nachdrucks und der Vervielfältigung des Buches oder Teilen daraus, vorbehalten. Kein Teil des Werkes darf ohne schriftliche Genehmigung des Verlages in irgendeiner Form (Fotokopie, Mikrofilm oder ein anderes Verfahren), auch nicht für Zwecke der Unterrichtsgestaltung, reproduziert oder unter Verwendung elektronischer Systeme verarbeitet, vervielfältigt oder verbreitet werden.

©2020 GTEC Verlag Beikheim

www.gtec.asia

Projektleitung: Karlheinz ZUERL

Herstellung: Karlheinz ZUERL

Umschlagsgestaltung: Adrian ZUERL

Haftungsausschluss

Bei den hier gegebenen Erläuterungen und Empfehlungen handelt es sich um Empfehlungen der Autoren, die jedermann frei zur Anwendung stehen. Wer sie anwendet, hat für die richtige Anwendung im konkreten Fall Sorge zu tragen. Durch die Anwendung der Empfehlungen entzieht sich niemand der Verantwortung für sein Handeln. Jeder handelt auf eigene Gefahr. Eine Haftung des Verlages und des Autors ist ausgeschlossen. Dieses Werk und seine Teile sind urheberrechtlich geschützt. Jede Verwertung in anderer als der gesetzlich zugelassenen bedarf der vorherigen schriftlichen Zustimmung des Verlages.

©GTEC (German Technology & Engineering Cooperation)

[e-mail]

Preface

In times of economic downturn¹, competition for jobs becomes tougher, and only those with the best skills, which includes language skills, and above all English, can survive. Although we hope to help you to improve your English, we know that reading on its own is not enough. It is also essential to improve your understanding of spoken English and your active use of the language.

The way companies and their employees talk has changed. Until the September 11, 2001 attacks on the financial centre of the US, the language of business was full of militaristic words. Strategy meetings were held in the war room, companies invaded new markets, and consultants had deployments and engagements like "warring"² soldiers. Employees got killed or wounded and the competition had to "be driven out³ of the market. As a result of the war in Afghanistan, however, business language has acquired a whole new level of meaning. Even old standby expressions like let’s wait till the dust settles have become painful to hear. Combat"⁴ no longer sounds cool or dynamic, just cold and brutal. [4]

How should one work with this book? Firstly, choose which areas of English you need most practice in; Speaking, listening, writing, reading, grammar or vocabulary? Then decide what you need to do in English. If you give presentations, who do you give them to? What are they about? If you negotiate, what about, with whom? If you make telephone calls, who to? What about? If you write letters, reports, etc, what about? If you show visitors around your place of work, who are the visitors? What are they interested in seeing? If you take part in meetings and discussions, what about? If you describe technical machinery or processes, what? If you explain figures, graphs, etc, what are they about? If you socialize with clients, where? If you do anything else, what? What areas do you feel weakest in and what are your priorities for study? How do you intend to continue with your studies after reading this book? After you have answered these questions for yourself, study the chapter you need.

Chapters are evaluated for you with (E) = easy, (M) = moderate or (C) = challenge. It will certainly help teachers and students to get more fun out of working with this book.

The author would like to thank Jean Fienemann, Robert Jacob, Kimmo Kosunen, Steven Lodge and Roy & Mary Pook for their help. Their professional advice and suggestions were invaluable, and I couldn’t have done it without them. Pictures were searched and prepared by Adrian Zuerl.

If you are interested in books or language training dealing with other business subjects, more information can be obtained from www.zuerl.com or by writing an email to [e-mail].

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¹ Flaute

² kriegsführend

³ hinaustreiben

⁴ Kampf

Contents

Cover

Title

Copyright

Preface

Contents

1 Introduction (M)

2 Speaking activities

2.1 Basic communication (M)

2.1.1 Jobs and responsibilities (E)

2.1.2 Time management (E)

2.1.3 Greetings and introductions (E)

2.1.4 Talking money, numbers, telephone numbers (E)

2.1.5 Talking time/date (E)

2.1.6 Talking approximation (E)

2.1.7 Talking of technical terms (M)

2.1.8 Talking about systems (M)

2.1.9 Talking about products (M)

2.1.10 Talking about trends (M)

2.1.11 Talking about forecasts (M)

2.1.12 Business travel (E)

2.1.13 Action words for business (E)

2.2 Business dialogues/communication

2.2.1 Sozializing (E)

2.2.2 Suggestions, advice (M)

2.2.3 Offers, invitations

2.2.4 Requests, instructions (E)

2.2.5 Complaints, apologies (E)

2.2.6 Agreeing, disagreeing (E)

2.2.7 Asking for information/permission (E)

2.2.8 Intensions, promises (E)

2.2.9 Wishes, regrets (M)

2.2.10 Comparisons (E)

2.2.11 Leading the group (M)

2.3 Making successful presentations (E)

2.3.1 First impressions (C)

2.3.2 Body language (C)

2.3.3 Preparation for a presentation (M)

2.3.4 Structure of a formal presentation (M)

2.3.5 To train vocabulary for presentations (M)

2.3.6 Examples of English presentations (M)

2.4 Meetings and negotiations

2.4.1 Meetings (M)

2.4.2 International negotiations (M)

2.4.3 Decision making and problem solving (M)

2.5 Speeches

2.5.1 Method of preparing a speech (M)

2.5.2 Structuring a speech (M)

2.5.3 General technical advice (M)

2.5.4 The persuasive speech (C)

2.5.5 The informative speech (C)

2.5.6 The instructive speech (C)

2.5.7 Self–analysis following the speech (M)

2.5.8 A fully written manuscript (C)

2.5.9 A keyword–manuscript (C)

2.5.10 Special features for preparation of a speech (M)

2.5.11 Inhibitions in speaking (C)

2.5.12 Model speech (M)

2.6 Telephone calls

2.6.1 How to start the call (E)

2.6.2 How to spell correctly (E)

2.6.3 How to sound confident (M)

2.6.4 How to deal with difficult accents (M)

2.6.5 How to speak clearly (M)

2.6.6 How to create a positive atmosphere (M)

2.6.7 How we deal with sensitive situations (M)

2.6.8 How to gain control from native speakers (E)

2.6.9 How to close a call (E)

2.6.10 Useful expressions for international calls (E)

2.6.11 Vocabulary training

2.6.12 Training of situations (E)

2.6.13 International telephone alphabet

2.7 Management

2.7.1 What is your personal management style? (M)

2.7.2 Intercultural communication (M)

2.7.3 General Management (M)

2.7.4 Recruitment Management

2.7.5 Managing of Processes (M)

2.7.6 Managing of logistics (E)

2.7.7 Managing of production (E)

2.7.8 Managing of quality and timing (E)

2.7.9 Managing of marketing and sales (M)

2.7.10 Managing of money (M)

2.8 Useful business idioms and phrases (M)

2.9 Using humour to build relationships (E)

3 Business Correspondence

General

3.1.1 KISS (E)

3.1.2 Layout (E)

3.1.3 English/German differences (M)

3.1.4 How formal? (E)

3.1.5 Standard phrases for letters (E)

3.1.6 Linking words (E)

3.2 Application for a Job (E)

3.2.1 Letter of application (M)

3.2.2 Résumés/ curriculum vitae (c.v.) (M)

3.3 Booking a passage/hotel

3.3.1 Model Phrases (E)

3.3.2 Model letters (M)

3.4 Inquiries

3.4.1 General remarks (E)

3.4.2 Phraseology (M)

3.4.3 Model letters (M)

3.5 Offers

3.5.1 General remarks (M)

3.5.2 Phraseology (M)

3.5.3 Model letters (M)

3.6 Orders

3.6.1 General remarks (M)

3.6.2 Phraseology (M)

3.6.3 Model letter (M)

3.7 Confimation of orders

3.7.1 General remarks (M)

3.7.2 Phraseology (M)

3.7.3 Model letters (M)

3.8 Dispatch of goods

3.8.1 Phraseology (M)

3.8.2 Model letter (M)

3.9 Complaints

3.9.1 General remarks (M)

3.9.2 Phraseology (M)

3.9.3 Model letters (M)

3.10 Settlement of complaints

3.10.1 Phraseology (M)

3.10.2 Model letter (M)

3.11 Shipping documents (C)

3.12 Memorandums/Memos

3.12.1 General remarks (E)

3.12.2 Model memos (M)

3.13 Meeting Minutes (C)

3.14 Fax Communication (M)

3.15 Changes in organizational structures (M)

3.16 Job advertisments (C)

4 Grammar (E)

5 Exercises

5.1 Intercultural Training

5.1.1 Americans and Germans (E)

5.1.2 Using diplomacy (C)

5.1.3 The Chinese Market (C)

5.1.4 The Japanese market (M)

5.1.5 The Saudi Arabian market (M)

5.2 Test your understanding

5.2.1 Conversation (M)

5.2.2 Business headlines (C)

5.3 Test your letter writing

5.3.1 Indicate sentences (C)

5.3.2 Finding mistakes (C)

5.3.3 Travelling (E)

5.3.4 Inquiries (M)

5.3.5 Offers (M)

5.3.6 Orders (M)

5.3.7 Confirmation of orders (M)

5.3.8 Dispatch of goods (M)

5.3.9 Complaints (M)

5.3.10 Settlement of complaints (M)

5.4 Grammar check

5.4.1 Make or do (M)

5.4.2 Preposition check (M)

5.5 Test your vocabulary

5.5.1 Test your technical terms (E)

5.5.2 Test your marketing terms (M)

5.5.3 Test your phrases (C)

5.5.4 Test your headline knowledge (C)

5.5.5 False Friends (M)

5.5.6 Power verbs (M)

5.5.7 Business travel (E)

5.5.8 Explaining graphics (E)

5.5.9 Telephoning (E)

5.5.10 Managers‘ expressions (M)

5.6 Translation (M)

5.7 Formal and informal (M)

5.8 Test your international negotiating skills (M)

5.9 Test your knowledge in proverbs, sayings and phrases (C)

5.10 Test your knowledge in legal forms

5.11 Test your understanding of technical terms (C)

6. Solutions to exercises

6.1 Intercultural training

6.1.1 Americans and Germans

6.1.2 Using diplomacy

6.1.3 The Chinese Market

6.1.4 The Japanese market

6.1.5 The Saudi Arabian market

6.2 Test your understanding

6.2.1 Conversation

6.2.2 Business headlines

6.3 Test your letter writing

6.3.1 Indicate sentences

6.3.2 Finding mistakes

6.3.3 Travelling

6.3.4 Inquiries

6.3.5 Offers

6.3.6 Orders

6.3.7 Confirmation of orders

6.3.8 Dispatch of goods

6.3.9 Complaints

6.3.10 Settlement of complaints

6.4 Grammar check

6.4.1 Make or do

6.4.2 Preposition check

6.5 Test your vocabulary

6.5.1 Test your technical terms

6.5.2 Test your marketing terms

6.5.3 Test your phrases

6.5.4 Test your headline knowledge

6.5.5 False friends

6.5.6 Power verbs

6.5.7 Business travel

6.5.8 Explaining graphics

6.5.9 Telephoning

6.5.10 Managers‘ expressions

6.6 Translation

6.7 Formal and informal

6.8 Test your international negotiating skills

6.9 Test your knowledge in proverbs, sayings and phrases

6.10 Test your knowledge in legal forms

6.11 Test your understanding of technical terms

7 Differences between British and American English

8 Business Vocabulary

8.1 Vocabulary English-German

8.2 Vocabulary German-English

9 Miscellaneous

9.1 Statistics

9.2 Quotations

9.3 Wisdom with chuckles/humorous statements

10 Bibliography

11 Pictures and Sources

1 Introduction (M)

Business English can be simplified as a matter of respect, vocabulary, formal, informal and cultural barriers.

What does formal or informal mean? Let’s answer this question with an example: There are three different expressions that all mean wait or be patient. One moment please is the most formal or neutral way of saying this, and is often used with impatient strangers. Hold your horses is an American colloquial expression used to get impatient or over-eager¹ friends and informal acquaintances to relax. Keep your pants on is the most colloquial of the three. This US expression which seems to say don’t get so excited that your trousers fall off is used mainly in a joking or slightly insulting² way, with people one knows extremely well and with whom one is on very informal terms.

Cultural barriers exist, but international business behaviour changes in the same way as the globalization of business accelerates. The key success factor is mutual³ respect. If your business partner likes dealing with you, any cultural misunderstandings will be easily forgiven. If he neither likes nor respects you, such misunderstandings will be used against you.

You can’t be an expert on every culture, but you have to be sensitive to the people you negotiate with. The more you know about their cultural background, the easier it is to communicate your ideas in an appropriate way. Use small talk to learn about the culture of your partners, and how it affects their business approach. Showing interest is the first step to building a cultural bridge. [6]

Why is it important for us to know and use these expressions in business? You learn from this example that using the wrong level could certainly cause problems with your business partners. Therefore, if we don’t take care of these levels in intercultural communication, we certainly risk failing in business and finally losing money.

Business always means making money by doing something. To train and give useful examples, we will introduce some colleagues to you who will be acting within this book. Similarities to companies styled in the same way as described, are purely accidental.

Figure 1.1: Part of an organisational structure of SELWOOD Ltd., Plymouth, with responsibilities [12]

Selwood Ltd., founded in 1920, is now a subsidiary and member of the Engine International Consortium (EIC), focusing as supplier for the automotive industry. Acting employees and their characters are:

• Mr David Bauer, American, Head of Purchasing

• Mr Charles Becker, German, applicant CAD/CAM Co–ordinator

• Mr Peter Campbell, English, Manager Engineering Services.

• Mr George Carrier, English, Head of Quality Management

• Mrs Sarah Carter, American, Consultant Personal Training

• Mr Hans Faulhaber, German, trainee Personnel Department

• Mr Dr. Ron Gordon, American, Managing Director Production

• Mrs Franziska Heath, English, Head of Finance

• Mr George Henny, Canadian, Purchasing Manager

• Mr Hank Janson, Danish, General Manager Selwood and Member of the Board of EIC

• Mrs Pam Jones, English, Personnel Department

• Mr John Maris, English, Manager Information Technology

• Mr Ben Mayor, English, Manager EIC strategies CAD/CAM

• Mrs Betty Miller, American, Ron Gordon's secretary

• Mr Stephen Simpson, English, Sales Manager

• Mr John Smith, American, Chief Engineer Manufacturing Engineering

• Mr Gerd Strohm, English, Platform Manager Project M–Car

• Mrs Christine Strohm, Austrian, Adrian Williams's secretary and Gerd Strohm’s wife

• Mr Adrian Williams, Canadian, Director Body Engineering

• Mrs Hua Zhang, Chinese, Manager Marketing

Other jobs and positions outside:

– Mr Roy Armstrong, Headhunter

– Mrs Charlotte Bauer, David Bauer’s wife

– Stephen Bauer, son of Charlotte and David Bauer

– Jane, Stephen Bauer’s girlfriend and wife

– Mrs Henriette Gordon, Ron Gordon’s wife

– Steve and Marc Gordon, children of Henriette and Ron

– Mr Peter Schmidt, a German businessman

– Mrs Olivia Newton, English, Peter Schmidt’s secretary

– Bill, boyfriend of Pam Jones

– Mary, girlfriend of Betty Miller

– Girlfriend of Jane, friend of Charlotte, foreman, tramp, applicant, photographer, employer, typist, insurance agent, party guests.

Figure 1.2: View of picturesque Plymouth (above left and right), Selwood plant and plant layout (right bottom)

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¹ übereifrig

² beleidigend

³ gegenseitig

2 Speaking activities

Figure 2.1.0: Peter Schmidt

2.1 Basic communication (M)

Peter Schmidt, a German businessman, explains his success in English language: To reactivate the hidden English you learned at school, use English when you speak to your colleagues, foreigners or when calling abroad. Here are some expressions, that will be useful to raise your self-confidence: How do you say Liefer-schwierigkeiten in English? What does EIC mean? Please speak more slowly. How do you pronounce subsidiary¹? How do you spell that? Could you say that again? Sorry, I don’t understand. [1]

2.1.1 Jobs and responsibilities (E)

Talking of Jobs

Hans Faulhaber (H) is interviewing Sarah Carter (S) about her job. You will find some pattern of likes and dislikes.

Figure 2.1.1: Sarah and Hans

Some further examples of pattern sentences: One good thing about my job is...; Another thing is..; The bad thing about it is...; I’d like..; I wouldn’t like...

Questions you have to answer by yourself: Which of the factors below are most important to you? What qualities do you need to do your job successfully? What information would you include in an advert for your job? Give your job a score from 1(very good) to 6 (very bad):

Interesting work

Length of holidays

Flexibility of working hours

Salary or wages

Fringe benefits²

Job security

Level of stress

Level of job satisfaction

Level of control over work organisation

Pleasant working environment

Relationships with colleagues [8]

Job definition

Outline³ your job definition. Make rough notes first, using the example of Stephen Simpson’s job definition below. Explain: What you are responsible for, how your performance is measured and where you have the authority to change things.

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¹ Filiale; Tochtergesellschaft

² lohnunabhängige Einkom- mensteile; Aufwandsentschä- digungen; Gewinnbeteiligungen; Pensionsleistungen; Lohnnebenleistungen; Sozialleistungen

³ umreißen; in groben Zügen darstellen;

⁴ Rohgewinn; Bruttogewinn

⁵ Bruch; Verstoß (gegen Vorschriften);

2.1.2 Time management (E)

Peter Campbell, Manager Engineering Services, speaks several foreign languages, German, Spanish and Chinese. He asks questions and talks a lot. He chats on the phone for about one hour a day, especially with foreign friends. He likes to distribute work and doesn’t like to work on his own for less than two hours a day. When travelling abroad he uses his laptop, more than a week a month. He takes overtime three times a fortnight. If customers visit Selwood, about once a week, he entertains them. During the week he sleeps late, has a 15-minute ride by car to Selwood in the morning and starts work at 9 a.m. He has to stay late in the evening to finish all his daily work. In evening he usually learns vocabulary and plays chess for relaxation.

Figure 2.1.2: Peter Campbell stays late in the evening to finish all his daily work

Think about his typical working day and compare it with your own:

1.How long does he spend: Talking to people? On the phone? Working on his own? Working with a computer? Travelling? There are a lot of possible answers:

• A lot of time, not much time, half his time, about half his time, less than half his time, more than half his time,

• Around an hour/ about an hour/ less than an hour/ more than an hour a day,

• around two hours/ about two hours/ less than two hours a day

• around a day/ about a day/ less than a day/ more than a day

• around a week/ about a week/ less than a week/ more than a week a month/year

2.How often does he work overtime? Use foreign languages at work? Travel abroad on business? Entertain customers? Have a holiday? Choose some of following answers:

• Every day, once a day, twice a day, three times a day

• every week, once a week, twice a week, three times a week,

• every fortnight, once a fortnight, twice a fortnight, three times a fortnight

• every month, once a month, twice a month, three times a month

• every year/ once a year/ twice a year/ three times a year.

3.What time does he start work in the mornings?

4.When does he finish work?

5.How does he get to work?

6.How long does it take?

7.What does he do to relax in the evenings?

Frequently used to answer this question: Never, hardly ever, not often, sometimes, usually, always. [8]

2.1.3 Greetings and introductions (E)

At the beginning of every acquaintance, we introduce ourselves. When do we use formal or less formal languages?

Less formal greetings:

Example: Peter Schmidt meets his business friend Mr Gordon in the morning.

Figure 2.1.3a: Betty Miller

Example for business meetings:

• Ladies and Gentlemen, welcome to today's meeting

• Welcome and thank you for coming today.

• Ladies and gentlemen, I 'm happy to welcome you to our annual business meeting.

Ron introduces his new secretary, Betty Miller, to his boss, Mr Hank Janson:

• Mr Janson, may I introduce my new secretary, Betty Miller?

After Betty Miller has been with him one week, he introduces her to the sales manager, Stephen:

• Stephen, have you met Betty Miller, my secretary?

Ron introduces his wife, Henriette, to Mr Hank Janson, his boss:

• Mr Janson, may I introduce my wife, Henriette?

He introduces his children, Steve and Marc, to his colleague Stephen:

• Stephen, this is Steve and this is Marc.

This afternoon, Ron holds a business meeting. He introduces Mr Schmidt from Germany, to his boss Mr Janson:

• Mr Janson, have you met Peter Schmidt?

Answers:

Very formally (on the first meeting only; used by senior management):

– How do you do?

Less formally:

– (Hello) Pleased to meet you!

– (Hello) Nice to meet you!

– (Hello) Nice to see you!

Figure 2.1.3b: Dr. Ron Gordon and his wife Henriette

Introducing others

Here are some examples of David Bauer (D) introducing Betty Miller (B) and George Carrier (G), arranged from the least formal (1) to the most formal (4).

Note:

Instead of Let me introduce... you can say May I introduce (a colleague of mine, Mr ...)?, Can I introduce you to Mr ...?, or I'd like to introduce you to Mr ...

When people say How do you do, they are not asking. How do you do is not a question. It simply means Pleased to meet you or Nice to meet you. It is expressed only when you meet someone for the first time. Your reaction should therefore be Nice to meet you too or Pleased to meet you. [2]

Traditionally, a man is introduced to a woman first (Ms Miller I’d like you to meet George Carrier), and a lower ranking person to a higher ranking one. (Mr Gordon, have you met our new trainee Hans Faulhaber?) But don’t worry if you get it wrong. Except in formal situations, people don’t usually pay much attention to that rule. [6]

Introducing yourself

Look at the following dialogues, which are arranged from the least formal (1) to the formal (2):

First (1.) dialogues, taken from parties:

• Ron wants to introduce Peter Schmidt to his wife Henriette: Ron: Henriette! This is Peter Schmidt.

Second (2.) dialogue, taken from offices:

In Great Britain and in the US, shaking hands is not as common as it is in continental Europe. Only in formal introductions is a handshake expected.

Most business in English-speaking countries is done on a first name basis. If, for example, Hans is not sure what to do, he uses someone’s title and last name until being invited to use first names. [6]

Vocabuary training for small talk about your résumé.

Charles is applying for a job as CAD/CAM co-ordinator with Selwood Ltd. Peter is expected to be Charles’s new boss. Therefore, he is asking Charles about his life. Please make sure to prepare adequate answers from your business life.

About your job. Use the following vocabulary:

Author’s note: For comparison, a blue-collar employee gets a wage. A sales representative gets a commission on sales.