体验商务综合英语4Unit6Risk.docx

体验商务综合英语4Unit6Risk.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，海特勒著，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.蒋景东著，常用商务英语词典，浙江大学出版社，2012,5.

4.（英）帕金森 编著，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

Lin