体验商务综合英语4 Unit 6 Risk.docx
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体验商务综合英语4Unit6Risk
商务综合英语课程教案
授课时间
第周星期第节
课次
授课方式
(请打√)
理论课√讨论课□实验课□习题课□其他□
课时
安排
6
授课题目(教学章、节或主题):
Unit6Risk
Teachingobjectivesandrequirements(教学目的、要求):
Studentsarerequiredto
1.Mastereconomicvocabularyininternationalbusinessriskandthevocabularyofmanagingrisk;
2.Befamiliarwithdifferenttypesofbusinessrisk
3.Gettoknowtheaspectsofriskmanagementtobetakenintoconsideration
4.Learntheskillsofriskmanagement
Teachinghighlightsanddifficulties(教学重点及难点):
Highlights:
1.graspheaspectsofriskmanagementtobetakenintoconsideration
2.mastervocabularyininternationalbusinessriskandthevocabularyofmanagingrisk
Difficulties:
1.understandtypesofbusinessriskinbusiness
2.expressthemselvesmorefreelyonthethemeafterdoingaseriesoftheme-relatedreading,listening,speakingandwritingactivities;
Timeallotment(教学时数):
6Periods
Teachingmethod(教学方法):
1.GroupDiscussion
2.Exemplificationanddemonstration;
3.Task-basedteaching
4.Teams-basedCooperativeLearning
References(参考书目):
1.科顿,法尔维等编,体验商务英语综合教程4,《体验商务英语》改编组改编,高等教育出版社,2012.6
2.马斯库尔,海特勒着,体验商务英语教师用书4,《体验商务英语》改编组改编,高等教育出版社,2012.8
3.蒋景东着,常用商务英语词典,浙江大学出版社,2012,5.
4.(英)帕金森?
编着,牛津英汉双解商务英语词典,华夏出版社,2011
教学基本内容
方法及手段
IITeachingprocedure
Step1Startingup:
(20minutes)
1)Studentsareaskedtofigureoutthemeaningofthequotation:
"Theworldismuchriskiertoday,""Becauseeverythingismuchmoreinterconnected."
---risk-managementexpertRonDembo(gaveupaprofessorshipatYaleUniversitytolaunchhiscompany.)
---Hasthereeverbeenariskiertimetobeinbusiness
Allbusinessisbuiltonrisk.
2)Dividethestudentsintogroupsof4todiscussthefollowingquestions.
a.Whichitemcarriesthemostorleastrisk
Travel:
car,plane,train,ship
Lifestyle:
drinkingalcohol,pooldiet,smoking,jogging
Money:
property,stocks&sharessavingsaccount,cash
Shopping:
online,mailorder,privatesales,auction
b.Whatrisksdobusinessface
Kidnappingofmangers
Confiscationofassets(没收,充公)
Devaluationofshares,currency
Beextorted:
illegallybeforcedtogivemoney.(勒索)
Beinginsolvency:
nothavingenoughmoneytopaydebts(无力偿还债务)
Facingfraudandcorruption诈骗与腐败
Industrialespionage(商业间谍行为)
Invest:
puttingmoneyintoanewventure
Venturecapitalist:
whoputmoneyintosuchbusinessesspreadtheirrisksothatthepaybackfromoneortwosuccessfulventureswillhopefullymorethancompensateforthemoneylostinthefailures.风险资本家
Reputationalrisk,brandsuicide,productliabilityclaim(产品质量承诺书)
Productrecalls(产品召回)
Theriskofmanagementcomplacency(自满)
c.ListentoAllanSmithandnotedowntheriskshementions
1doingnothing
Audiolingualandcommunicativemethod
课程教案(续)
教学基本内容
方法及手段
2creditorguaranteerisk
3politicalrisk
4riskofcatastropheordisruption(theriskofnotabletocontinuebusinessasusualbecauseofsomeunforeseenevent)
Step2Vocabulary:
describingrisk(30minutes)
a.NoRisk,NoReward
You’llmeetpeopleandorganizationsthatarestillpreparedtogamble--intelligently,shrewdly,selectively--eveninaperiodofinsecurityandinstability.Theirstoriesofferlessonsinstrategy,marketing,leadership,R&D,andinnovation.
Theyalsoremindusthatthegoodmoveswedon'tmakecanbeasconsequentialasthebadmoveswedomake--thatplayingitsafeisn'talwaysplayingitsmart.
b.Formphraseswith"risky".
Riskybusiness
Riskydeal
Riskyinvestment
Riskylending
Riskyproject
Riskystrategy
Riskyundertaking冒险事业
c.verbsusedtodescriberisk.
Predict
Meet
Assess
Manage
Foresee
Encounter
Face
Calculate
Estimate
Prioritise
Eliminate
Minimise
ReduceSpread
c.Levelofrisk
High:
Great,huge,serious,significant,substantial,terrible,tremendous
Low:
Faint,low,negligible,remote,slight
Step3listening:
Effectiveriskmanagement(50)
A.6.2
1.Operationalrisks——forexampleregulatorynon-compliance(不符合;未能遵守)(failingtoobeyregulationsandlawsapplicable(可适用的)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)
IWhatarethemaintypesofriskthatcompaniesface
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,orexternallydriven
i.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&negativeriskmanagement
1.Thesuccessofcompaniesinrespondingtotheyear2ooocomputerbug.
2Thesurvivalofthosecompaniesaffectedbythe9/11attackswhohadbusinesscontinuityarrangementssetupandtestedbeforehand.
3Coca-Cola'squickwithdrawalofitsDasanibottledwaterfromtheUKfollowingacontaminationscare.
ThenegativeexampleisShell’sdecisiontosinkitsBrentSpaoilplatformintheNorthSeawhentherewaspublicoppositiontothemove.
Step4Reading:
Thedangersofnotlookingahead(80minutes)
1.Languagepointsofthetext
Part1(para1-3)Riskmanagementbecamemoreimportantforcorporations,duetousualdisastersandfearsofwarandterrorism.
•Line1.Riskmanagementhasundoubtedlymovedupthecorporateagendainrecentyears.
•Riskmanagementhasundoubtedlybecamemoreimportantincorporatemattersinrecentyears.
Line3Agenda:
n.
日常工作事项atemporarilyorganizedplanformatterstobeattendedto
议程:
alistofmatterstobetakenup(atameeting)
让我们进入会议的下一项议程。
Let’sproceedtothenextitemontheagenda.
highonthemeeting'sagenda头等大事
Line10:
propertyinsurer财产保险公司
Line12:
t