CHAPTER 1

Answering the phone and Making a phone call

I. Before you read the passage, talk about these questions.

1. How do you answer phone calls from friends? From business partners?
2. Why is having good phone etiquette important in business?

II. READING

Listen and read the post from a business blog. Then, read the paraphrase of the article. Fill in the
blanks with the correct words and phrases from the word bank. Explain what good phone
etiquette is.

BUSINESS BLOG WEEKLY

Good etiquette on the telephone can make or break your relationship with a client. Courtesy
should start with the person who answers the telephone. Always begin by identifying yourself.
Say something like,” hello this is… give the person as much information as you can. Tell them
the name of your Company, I am calling from…..

Ask for the person you wish to speak with by name, using phrases like, could I speak to….or
may I speak to….. or ask, “ is available?.

At some Companies. With busy switchboards, it is better to simply ask,” can you connect me
to extension…”

Remember, ending the call on a polite note is important too. Say something like, nice speaking
to you,” thank you for your time,” follow up with” I will call you back on…” and remember
to do it.

Word bank

By name connected telephone extension courtesy

It is important for business people to have good 1……………….etiquette. 2……………should

be used whenever speaking to anyone on the phone. Callers should identify themselves and then
ask to speak to someone 3………….they can also ask to be 4…….to a( n) 5……………….. A
good way to end a call is to thank the person they’re speaking to for his or her time

III. Language Focus

1. Answering the phone

A. Answering at switchboard

You say…

Good morning Montreal Supplies Can I help you ?

Good afternoon Hitoki Ltd. May I help you?

Hello Red Lion Restaurant

Jean- Paul Salon

B. Answering by giving your name

You say…..

Hello Glaslow Construction, Scott Speaking

Good morning Giovanna pellet Speaking

Good afternoon Rolland Scott here

Good evening Mrs Zolli

C. Answering by giving a telephone number

Language focus

You say……..

Hello 987 6543

6543

Hasting 6543

You hear……

I’d like to speak to the Manager, please

May I speak to Mr Bates, please?

Is Rina There?

C. Requesting identity

You say…….

Who is calling?

Who is speaking please?

Can I have your name, please?

May I ask who is calling?

Who is calling him/ her?

 Who shall I say is calling?

You hear….

This is Mrs Dupont

Pierre Hamel speaking?

D. Asking the caller to hold

You say……..

Hold the line, please I’ll call (her)

Hold, please I’ll see if (he’s) free

One moment, please (she’ll) be here in a minute

Just a moment, please (he’s) coming now

I’ll get ( him) for you

(she’ll) be with you right away

The line engaged Will you hold ?

(He’s) speaking on the other line

You hear

Yes, I’ll hold

E. Connecting the caller

You say….

I’ll put you through to Will you hold ?

I’ll connect you with

I am putting you through

It’s ringing for you

(he’s) speaking on the other line

/You hear…..

Yes, I’ll hold

2.Making calls

A. Requesting a particular person or service

You say…

May I Speak to Mr Bates, please?

 I’d like to Speak to Manager, please?

Could I speak to Mrs Blanchard, please?

Can I Have the Accounts Department,

please?

Put me through to the After Sales Service, please

B. You know the person or service you want

You say…..

Hello, is That the Jean- Paul Salon?

John Godfrey in?

Georgiou Dementrios there?

That 987 65 09 ?

Your father in?

Rita there

El Abab Airlines?

986 54 30?

C. Identifying yourself
You want to give your name or the name of your employer or firm in answer to a request for
identity

You hear……

Who is calling please?

You say……

This is Brown, of Green’s Ltd

Pietro Guzzi

Mrs Dupont

Mr Delano’s secretary

William Fitzgerald, of Beaton & C.

Barbara James
I’am calling on behalf of Mr Humprey

Pierre Hamel speaking

The Mid-West Bank calling

The corner Garrage

EXERCISE

B. LISTENING

Listen again and complete the conversation

Sales Rep: --------- ---------- -------- to Susie jones, please?

Receptionist: I’m sorry, Susie isn’t in right now. I would be happy to take a message for you.

Sales Rep: Well’ it’s rather 2.------- --------to an order that I should discuss with her, is there a
better time to reach her?

Receptionist: She’ll be out until tomorrow, unfortunately.

Sales Rep: oh, okay. I’d better leave a message with you, then

Receptionist: Well’ I could also 3--------- ---------- ---------- her voicemail. She might check
that before she comes into the office.

Sales Rep: Oh good, that would be wonderful

Receptionist: okay, I am connecting you now. 4.------ ------------ -------- ---------. Mr. Peters

Sales Rep: And you, too. 5------- -------- --------- -----

WRITING

Look at the following dialogues

(R: receiver : C: Caller)

A.

R: Good morning, Sheffield Ltd

C: Good morning, Can I speak to Mr Maloret, please

R: Who is calling please?

C: This is Mr Delano’s secretary

R: Hold on, please…… I’ll put you through..

B.
R: Good Morning, Washington Inquirer.

C: May I speak to Mr John please?

R: May I ask who is calling?

C This is Tom Judell of Texas Press.

R: One moment, please…….. I ‘ll Connect you.

R: Good Morning, Smithfield United. May I help you?

C: Good morning. May I speak to the Manager please?

R: may I ask who is calling please?

C: This is Martin Rogers of Juveno Co

R: could you spell that name, please?

C: Rogers. R-o-g-e-r-s

R: One moment please…. I’ll connect you

Exercise:

1.

R: good afternoon. Burke & Wills

C: ………….Miss Richardson, please?

R: ………I have…….please?

C………Nolan, of Sydney Expansion.

R:……………..please, Mr Nolan…..I’ll see…….

Hello, Mr Nolan…….

C: Thank you

2.

R: hello. Otawa Supplies Corporation

C: good morning. I’d……to the Manager, please

R: He’s…. the other line. Do you want….

C. yes…..

R: …….putting you through

 CHAPTER 2
Taking message

Language Focus

 Sammy's not in. Who's this? (informal)

 I'm sorry, Lisa's not here at the moment. Can I ask who's
calling?
 I'm afraid he's stepped out. Would you like to leave a
Taking a message for
message?
someone
 He's on lunch right now.Who's calling please?
 He's busy right now. Can you call again later?
 I'll let him know you called.
 I'll make sure she gets the message.

 Yes, can you tell him his wife called, please.

 No, that's okay, I'll call back later.
 Yes, it's James from Comp Inc. here. When do you expect
Leaving a message with
her back in the office?
someone  Thanks, could you ask him to call Brian when he gets in?
 Do you have a pen handy. I don't think he has my number.
 Thanks. My number is 222-3456, extension 12.

You say…..

Can I take a message?

 May I take a message?

Would you like to leave a message?

Can I ask her to call you?

Can I give him a message?

You hear………

No thank you. I’ll call back later

Yes. Would you let him know that I called? This is Hans…

You say

Of course, Can I have your name and number,

please ?
Certainly,
Where can he contact you?
Yes,
What number are you calling from?

We already have your number?

You hear

This is Maria Hertz, and my number 9876296

You say….

Good, I’ll ask her to phone you as soon as she comes in

Thank you, I’ll give him the message

Right I’ll ask him to call you as soon as he is in

I’ll let him know when he comes in

Look at the examples dialogues

A.

R: Good morning, California Textiles

C: Good morning, may I speak to Mrs Faulkner, please?

R: One moment, please….. I’m sorry mrs Faulkner’s not in the office at the moment. May I take
a message?

C: No thank you. What time do you think she’ll be in?

R: She said she’d be in at 3.00 this afternoon

C: oh, I’ll call back later. Thank you.

B.

R: Good morning, Fabrizzi & Company

C: Good morning, can I speak to Mr Fabrizzi,please?

R: I’ m Sorry, Mr Fabrizzi’s away on business at present

C: Oh, when will he be back?

R: He should be back on 15th June. Can anybody else help you?

C: No, thank you, I’ll call back later

C.

R: Hello, lisa james speaking

C: good afternoon Mrs. James. Is Mr James in please?

R: I’m terribly sorry. My husband’s not in just now. Can I give him a message?

C: Yes. Would you tell him his car is ready? This is Stubb’s garage

R: oh yes, he should be back before long. I’ll give him the message.

Exercises

A. Complete the following dialogues from memory

R: Good afternoon. Chicago Street

C: good afternoon, May I…….. Mr Dylan, please?

R: I’m afraid Mr Dylan’s in New York………

C: Could you………when he’ll be…..?

R: He’ll……..next week, …….take a message?

C: yes could he…………..as soon as possible?

R: ……….May I have…………and……………..please?

C: My name is Alice Sturr and my…..675 43 54

B.

R: Hello. Lisa James…..

C: Good afternoon Mrs James………Mr James……please

R: I’m….sorry. my husband’s not…….now. Can I…….message?

C: yes. Would you……..his car is ready?.......is Stubb’s garage

R: oh. Yes. He………………….he back……………long. I’ll give him the message.

2. Exchanging Information

Travel agency: Globe Travel here, can I help you leave?

Customers: Yes, Please. This is Fusako Matsumoto speaking. I’m Planning to fly to Penang next
month. What’s the price of flight at the moment ?

Travel Agency: Well, errrr, that depends. Do you want to fly first or economy class? When will
you be going and how long would you like to stay?

Customer: well, I am planning a short holiday, maybe ten days or so, But I don’t want a package
tour, just flight, er economy class I suppose.

Travel agency: And when is it you’d like to leave?

Customer: On Friday the 9th June.

Travel agency: Then. I can get an excursion ticket. That’s on Malaysian Airlines and it’ll cost
HKS 1950 return.

Customer: And what would be if I flew Cathay pacific?

Travel agency: Now let see. That’s ten days ’s time. It’s only slightly more, HKS 2160 in fact.
Customer: Well, I’ll have to think about……hen’s that?

Travel agency: There is one thing with the Cathay pacific flight. The time might be more
convenient for you because it leaves rather later in the morning, at 11.40, that’s CP 432.

Customer: and the other one? When’s that?

T A: That’s much earlier at 9.40. That means you’re in Penang at about 12 noon, where as the
Cathay pacific flight lands at about half past two.

Customer: err….I’ll have to think about that, er what about return flight? Could you tell me.

3. Numerical data, acronym, abbreviation.

4.1. Numerical data

B. Getting information

Ron Benson : 213562. Ron Benson

Tom Parker: Hello Ron. Tom Parker here. How are you?

Ron Benson: Oh hello Tom. I’m fine, err rather busy at the moment….

Tom Parker: Sorry to disturb you. I’ll keep it short. Could you give me the address of that person
you mentioned last week? You know, the woman who’s got that import/ export office in Manila.

Ron Benson: Ah you mean Maria Edward . Now let see. Umm I don’t know her address off
hand, but I can easily look it up for you, or Tom, I’ve got a better idea. Let me ring you back in
about an hour. Are you at the office now?

Tom Parker: yes, I’ll be here till about five thirty. Thanks a lot.. So long . bye now.

Ron Benson: OK you’ll be hearing from me

 Ordering from a mail order catalogue

Customer: Hello, is that the Reliance Company?

Clerk: yes, that’s right, can I help you?

Customer: yes I’d like to place an order for a bicycle. I’ve seen in your catalogue, with a 22-inch
frame.

Clerk: bicycle? Well , we have three different models. Could you quote the reference number
please?

Customer: I’ll just have a look. Here it is- number AD 47301.

Clerk: Right, I ‘ll just key that in, That’s the sports model at $ 237.50.

Customer : no wait a moment, I thought it was $.182. has the price gone up?

Clerk: if you check, sir, you’ll see that the touring model is $ 182 and the sport $237.50

Customer: you’re quite right. It’s the sports model I want.

Clerk: I ‘ll take that the order down then, sir, Could I have your name and address? Or do you
have account number?

Customer: Well, I might have, but I can’t tell you what the number is right now.

Clerk: We can look it up at this end. It doesn’t matter. Would you give me your name and
address, then?
Customer: yes, it’s Edward Bronson of 16 Freyent Road, London NW 94AH.

Clerk: Sorry, I didn’t catch the name of the street. Could you repeat it?

Customer: Yes, it’s 16 Freyent Road. I’ll spell it F-R-E-Y-E-N-T.

Clerk: So it’s for Mr Edward Bronson, 16 Freyent Road, London NW9 4 AH. And how would
you like to pay Sir? By cheque or by credit card?

Customer: That’s Ok. Thank you goobye.

Clerk: thank you for calling. Mr Bronson Goodbye

4.2 .Acronym and abbreviation

Operator: Garston Motors Limited, good morning

Chris: Good morning. IBD Industries here. I would like to speak to someone about an order.

Operator: is it for Motors, caller, or for parts?

Chris: both actually

Operator; I see, I’ll put you through to Mr Datta

Mr Datta: Datta speaking

Chris: IBD industries, Chris here. Morning, Mr Datta can I ask you to put our order ?

Mr Datta: Well, we’ll see. What’s the order number, please?

Chris: Er…d’ you mean?

Mr Datta: It’s on the order acknowledgement we sent to you. It’s probably a serial number
starting MU and so on.

Chris: Ah…yes, I’ve got it. Er……MU 3721

Mr Datta: Right. You ordered two KS pump motors and series of spare parts.

Chris: That’s it. Could…… could you possibly put forward delivery to next month?

We need them sooner than we thought.

Mr Datta: Next month And ….ummmm. you originally specified delivery at the end of May, I’ll
see what we can do. Can I ring you back, Mr Ingersoll?

Chris: Yes, I’d be very glad if you would’ Er…..we though May would be OK, but we’ve been
given shorter deadline ourselves. We’d very much like to have the order in April if at all
possible.

Mr Datta: Right. Could you give me your phone number? Or is it the one on the order?

Chris: Yes, that’s the number. Let me give you my extension too. It’s 319. Chris

Mr Datta: Ok you’ll be hearing from me. I’ll give you a call this afternoon.
 CHAPTER 5

PRICES AND DELIVERY DATE

I. Before you read the passage, talk about these questions

1. What are some things that can affect the price of product?

2. How can you get the best price on a product?

READING

A.Listen and read part of an advertisement from a furniture retailer. Then mark the following
statement as true( T) of False( F). Says there things you remember from the text

1.--------- taxes have been added as a part of all listed prices.

2………. The company lowered the prices of its newest line

3……….Horton’s ship its furniture internationally

A.PRICES

HORTON

Horton’s is famous for offering high value products at excellent prices. Our competitors sell
seminar items of the same quality for twice as much!. We always deliver great products at a fair
price. Our new line of oak furniture, Britannia, is no exception. Our basic prices (excluding tax),
are listed on the back of this brochure. They are very reasonable and we ship anywhere in the
world. call today to get a free price quote that includes all taxes, fees and shipping costs. Quotes
for orders within the USA include sales tax, and we can calculate VAT for most orders outside
the USA. This new furniture is well worth the call.

B. Delivery dates

Delivery dates usually that means the date the package is given to the delivery service:
UPS, FedEx, USPS, etc. If it's a future date it's the date it will be shipped, if it's in the past it's
the date it was shipped. Of course, they might say one date and do something else. A company
uses the best carriers in the business to make sure your order gets to you on time.

There are two kinds of shipping methods

 Standard Shipping — Free on all qualifying items, except items that weigh more than
45 kg and orders under $75. Please note that applicable shipping fees apply to Apple
Print Products. Delivers within 7 business days after shipping.
 Expedited Shipping — Delivers within 4 business days after shipping. Shipping charges
are based on the total weight of the order. Service is currently provided by FedEx and
affiliated carriers. Delivery to the northern territories may take more than 4 business
days.

VOCABULARY

Match the words(1-7) with the definitions (A-G)

1…....exclude
2……tax
3…....fee
4……worth
5……shipping cost
6……sales tax
7…….Basic price

A. valuable
B. money that a government collects
C. money that is paid for some service
D.to leave out or not include
E. an extra charge added to purchase a that goes to a government
F. the amount a product will cost before additional charges are added
G. the amount of money charged to a customer in order to deliver an item.

Check ( ) the sentence that uses the underlined parts correctly.

1……A A good value product is reasonably priced and good quality
……..B customers pay shopping cost when picking up goods
2……A the basic price of the chair includes all taxes and fees
……..B the table cost two hundred dollars before adding VAT
……consumers compare price quotes from different shops
3……A consumers compare prices quotes from different shop
…….B The salesman added a sales tax in order to increase his profits.

LISTENING
Listen to a conversation between a salesman and a customer. Choose the correct answers.
1. What is the dialogue mostly about?
A. Changing the items in a furniture order
B. Researching the price of a piece of furniture
C. Describing price differences in types of furniture
D. Explaining why a price was higher than expected

2.What is the least expensive charge?

A. Basic price
B. Sales tax
C. Shipping cost
D. Prices quote fee

Listen again and complete the conversation

Salesman : Horton’s Furniture, David speaking, how can I help you?

Customers : Hi. I.d like a fee 1…… ……on the oak furniture in your brochure
Salesman : yes. The Britannia line. I just 2……. ……
Customers : it’s the dining table, and I’m in New York city.
Salesman : Okay. Our 3……. …….. is $ 1. 200 but with the 4……. ……… it’s about
$1.300
Customers : Does that include 5…….costs?
Salesman : No. with shipping, it will be another $ 6…..
Customer : Got it thanks

SPEAKING
With a partner, act out the roles below, based on the dialoque from task 6. Then switch roles.

USE LANGUAGE SUCH AS

How can I help you?

I’m calling about?
Do you want a price a quote?

Student A: you are a sa:lesperson. Tell students B the price of a product. Include
 Basic price
 Price including tax
 Any extra fees

Student B: call student A about a new product. Ask about the pricing. Make a piece of furniture
you would like to buy.

WRITING

Use a conversation from task 7 to complete the sales receipt.

HORTON’S SALES RECEPIT

Product………………
Basic price…………..
Price with tax………..
Shipping Costs………
Delivery to……………
 CHAPTER 6

Making Agreements

READING

Making Agreement

Along with a general agreement about ownership and responsibilities, every business
with multiple owners needs a buy-sell agreement. It covers how and when an owner can sell
shares and at what price. The agreement should be signed before the business is started, but if
you neglected to do so, do it now. Without a buy-sell, angry partners usually end up in court, and
the business usually ends up wrecked. If you don't have one, says Zachary Shulman, a venture
capitalist and professor at Cornell University's Johnson School, "it is incredibly difficult to
negotiate when something goes wrong."

The buy-sell should specify triggers that will set the agreement in motion. If an owner
retires, for example, you may not want to allow him to continue to hold his shares. If an owner
gets divorced or declares bankruptcy, you want to protect the business from the spouse and the
courts. If an owner dies, you may want his shares to be sold to existing owners rather than passed
to his three-year-old. (The company often takes out life insurance on each partner, so it can
purchase the shares of a deceased partner if necessary.)

The buy-sell may also have a drag-along-and-tag-along provision. It specifies that if the
majority owner or owners--"majority" should be defined in the agreement--want to sell to a third
party, they can force the sale of minority owners. On the tag-along side, it promises minority
owners the same proportionate price as majority owners in a sale. "These are very important,
because they affect the marketability of a company," says James McMaster, a lawyer at Sherman
& Howard in Denver. Either way, the buy-sell should give a formula for valuing shares to ensure
a fair price for a departing owner.
 The shotgun clause that George Faison and Ariane Daguin included in their agreement at
D'Artagnan is useful for two-person partnerships. The clause stipulates that one partner can offer
to buy out the other at a price he chooses. The other must then accept the sale or buy the
company for the same price. Since this can favor the wealthier partner, the poorer one may want
to try to stipulate that the buyout can be funded over time or with profits from the ongoing
business.

In addition, the buy-sell should require a right of first refusal. That means if a partner
finds an outside buyer for his shares, he must first offer those shares to the existing owners, who
must match the outside buyer's price. This shields the remaining partners from suddenly running
the company with a dubious new owner.
 TIER TECHNOLOGIES, INC.
BUY-SELL AGREEMENT

TIER TECHNOLOGIES, INC.

BUY-SELL AGREEMENT

THIS BUY-SELL AGREEMENT ("Agreement") is entered into as of

______________________ ___, 1997 between James L. Bildner ("Bildner") and
William G. Barton ("Barton").

RECITALS
--------

The holders of Class A Common Stock in Tier Technologies, Inc. (the

"Company") have created a voting trust (the "Trust") pursuant to the Voting Trust Agreement of
even date herewith (the "Voting Trust Agreement"). Bildner and Barton (individually, a
"Shareholder" and collectively, the "Shareholders"), who are both trustees and beneficiaries of
the Trust, seek to articulate, in the form of this Agreement, procedures for the transfer of their
Certificates (as defined in the Voting Trust Agreement) in respect of shares of the Company
should such transfer become necessary or desirable.

NOW, THEREFORE, incorporating the foregoing Recitals and in consideration of the

mutual agreements and covenants contained herein, the parties hereby agree as follows:
1.
 APPLICABILITY
-------------

1.1 Applicability. The terms and procedures set forth in this Agreement shall apply to the
transfer of Certificates either during life ("intervivos"), as set forth in Section 3, or at death, as
set forth in Section 4.

2.

ENFORCEMENT
-----------

2.1 Restriction on Transfer. To accomplish the purposes of this Agreement and the Voting
Trust Agreement, any transfer, sale, assignment, hypothecation, encumbrance, or alienation,
regardless of the manner, circumstances, timing, or nature or such transfer, whether intervivos or
atdeath (collectively, "Transfer"), of any Certificate(s) is avoid and transfers no right, title, or
interest in or to those shares to the purported transferee, buyer, assignee, pledgee, or
encumbrance holder, except as specifically provided herein.

2.2 Legend on Certificates. Each Certificate shall have the following statement
conspicuously printed on its face and each party shall cooperate in the process of printing such
statements:

"The transfer, sale, assignment, hypothecation, encumbrance, or

alienation of this certificate is restricted by a Buy-Sell Agreement
dated ________, which may be inspected at the offices of the Company
during normal business hours. All of the terms and provisions of the
Buy-Sell Agreement are incorporated by this reference and made a part
of this certificate."
 INTERVIVOS TRANSFER
-------------------

3.1 Generally. The Articles of Incorporation of the Company provide

that certain Transfers shall cause Class A Common Stock to be converted to Class B Common
Stock (a "Conversion").

3.1.1 No Conversion. A Transfer of a Certificate that would not result in a Conversion

shall be permitted, with the terms of the Transfer to be determined by the transferor and the
transferee, in their sole discretion.

3.1.2 Conversion. An intervivos Transfer of a Certificate that would result in Conversion shall
be prohibited for 5 years from the date hereof. After the expiration of 5 years from the date
hereof, such a Transfer would be permitted, subject to the right of first refusal discussed in
Section 3.2 hereof.

3.1.3 Remain Subject. Any transferred Certificate shall remain subject to this
Agreement.
3.2 Right of First Refusal. Before either Shareholder makes an intervivos Transfer of a
Certificate which would result in Conversion, the other shall have the opportunity to purchase
the Certificate under the terms of this Section 3.2. The party desiring to Transfer his Certificate
(the "Transferring Party") shall inform the other party (the "Non-Transferring Party") of his
intent to Transfer. The Non-Transferring Party shall have two (2) days to decide whether to
purchase the Certificate. If the Non-Transferring Party decides not to purchase the Certificate, or
fails to respond to the Transferring Party's notice, then the Transferring Party may make an
intervivos Transfer of his Certificate subject to the terms of the Voting Trust Agreement. If the
Non- Transferring Party decides to purchase the Certificate, the terms of the purchase shall be as
provided in Sections 3.2.1 and 3.2.2.

3.2.1 Price. The purchase price for the Transfer described in Section 3.2, stated on a per share
of Class A Common Stock basis, shall be equal to the market value of a share of Class B
Common Stock of the Company on the date that the Transferring Party notifies the Non-
Transferring Party of his intent to Transfer (pursuant to Section 3.2 hereof). The market value of
the Class B share shall be equal to the average of opening and closing values on the day of the
aforementioned notice. No premium or discount shall be taken for differences in voting power
between the Class A and Class B shares.

3.2.2 Payment. Payment for the Transfer described in Section 3.2 shall be made within
thirty (30) days of such Transfer, either in cash or with a number of Class B Common Stock
shares equal to the number of Class A Common Stock shares represented by the transferred
Certificate.
 TRANSFER AT DEATH
-----------------

4.1 Obligation to Purchase. Upon the death of either Shareholder, the other (the
"Survivor") shall have a fully recourse obligation to purchase the Certificate of the deceased (the
"Deceased"), under the terms set forth in this Section 4.

4.2 Price. The purchase price for the Transfer described in Section 4.1, stated on a per
share of Class A Common Stock basis, shall be equal to the market value of a share of Class B
Common Stock of the Company on the date of the Deceased's death. The market value of the
Class B share shall be equal to the average of opening and closing values on the day of the
aforementioned notice. No premium or discount shall be taken for differences in voting power
between the Class A and Class B shares.

4.3 Payment. Payment for the Transfer described in Section 4.1 shall be made as follows:
As much of the purchase price as possible shall be paid in cash, using solely the proceeds of the
insurance policy described in Section 4.4 below. The remainder shall be paid within one hundred
twenty (120) days of death. The remainder may be paid (i) in cash; or (ii) with one share of Class
B Common Stock for each Class A Common Stock share represented by the transferred
Certificate, or any proportion of (i) and (ii).

4.4 Insurance. Each Shareholder shall obtain a 10-year level term

life insurance policy on the life of the other, in the amount of $5 million, for the purpose of
making the payment contemplated in Section 4.3 (individually, a "Policy" and collectively, the
"Policies"). Each Shareholder hereby consents to the acquisition of such policies and agrees to
cooperate in the acquisition and administration of the policies. The details of the policies are set
forth in Exhibit A attached hereto.

4.5 Implementation. The following procedures shall apply to this Section 4.

4.5.1 Beneficiary and Payment. Each Shareholder shall be the named beneficiary and beneficial
owner of the Policy on the life of the other Shareholder, and shall make premium payments on
such Policy to the appropriate insurance company.

4.5.2 Transfers. The Shareholders agree that as long as this Agreement is in effect, they
will maintain the Policies and will not exercise any of the rights, privileges, and benefits
accruing under any policy they own subject to this Agreement, nor will they Transfer any such
policy.

4.5.3 Delinquent Payment. The beneficial owner of each Policy shall file with each
insurance company insuring the life of a Shareholder under this Agreement a request that copies
of all delinquent payment notices be sent to the insured Shareholder. If any premium is not paid
in full on or before 10 days before it is due, the insured may pay the premium on behalf of the
other Shareholder. Payment by the insured shall be considered a loan to the other Shareholder to
be repaid on demand of the insured, with interest from the date of payment at an annual rate
equal to the maximum rate established by applicable law as of such date.

4.5.4 Proceeds. On the death of either Shareholder, the Survivor shall collect the
proceeds of the Policy on the life of the Deceased and pay those proceeds over to the authorized
legal representative of the Deceased for the purpose of the payment contemplated in Section 4.3.
Any proceeds in excess of the purchase price provided in Section 4.2 shall be paid to the estate
of the Deceased.

4.5.5 Release of Certificate. Once the full payment contemplated by Section 4.3 has been made,
the authorized legal representative of the Deceased shall transfer the Certificate of the Deceased
to the Survivor.

4.6 Death of Both Parties. Upon the death of the second to die of

Bildner and Barton, the Trust terminates and so shall any obligations under this Agreement
terminate.

GENERAL PROVISIONS

------------------

5.1 Notice. Any notice required by this Agreement shall be faxed or mailed to the other
party at the address shown, which notice shall, where the party required to provide notice is
deceased, be faxed or mailed by the party's authorized legal representative.

James L. Bildner William G. Barton

Chairman President & COO

TIER Technologies, Inc. TIER Technologies, Inc.

1350 Treat Blvd., Ste. 250 1350 Treat Blvd., Ste. 250

Walnut Creek, CA 94596 Walnut Creek, CA 94596

510-937-3902 (Fax) 510-937-3752 (Fax)

5.2 Assurances.

Each party will execute all certificates and other documents and will do all such filing, recording,
publishing and other acts as the parties appropriate to comply with the requirements of law for
the execution and application of this Agreement.

5.3 Specific Performance.

The parties recognize that irreparable injury will result from a breach of any provision of this
Agreement and that money damages will be inadequate to fully remedy the injury. Accordingly,
in the event of a breach or threatened breach of one or more of the provisions of this Agreement,
any party who may be injured (in addition to any other remedies which may be available to that
party) will be entitled to one or more preliminary or permanent orders (i) restraining and
enjoining any act which would constitute a breach or (ii) compelling the performance of any
obligation which, if not performed, would constitute a breach.

5.4 Complete Agreement. This Agreement supersedes all prior written and oral statements by
the parties with respect to the subject matter hereof, including any prior representation,
statement, condition or warranty. Any modification of this Agreement must be in writing and be
signed by all of the parties.

5.5 Applicable Law. All questions concerning the construction, validity and interpretation of
this Agreement and the performance of the obligations imposed by this Agreement will be
governed by the laws of the State of California.

5.6 Section Titles. The headings herein are inserted as a matter of convenience only and do
not define, limit or describe the scope of this Agreement or the intent of the provisions hereof.

5.7 Binding Provisions. This Agreement is binding upon, and to the limited extent specifically
provided herein, inures to the benefit of, the parties hereto and their respective heirs, executors,
administrators, personal and legal representatives, successors and assigns.

5.8 Terms. Common nouns and pronouns will be deemed to refer to the

masculine, feminine, neuter, singular and plural, as the identity of the person may in the context
require.

5.9 Separability of Provisions. Each provision of this Agreement will be considered

separable. If, for any reason, any provision or provisions herein are determined to be invalid and
contrary to any existing or future law, such invalidity will not impair the operation of or affect
those portions of this Agreement which are valid.

5.10 Counterparts. This Agreement may be executed in two or more counterparts, each of which
will be deemed an original and all of which, when taken together, constitute one and the same
document. The signature of any party to any counterpart will be deemed a signature to, and may
be appended to, any other counterpart.

5.11 Termination. Any obligations under this Agreement shall terminate upon the termination
of the Trust.

IN WITNESS WHEREOF, the parties have executed this Agreement as of the date first set
forth above.

SHAREHOLDERS:

_________________________ ___________________________

James L. Bildner William G. Barton

EXHIBIT A
---------

INSURANCE POLICIES

Exhibit A, Page 1

CHAPTER 7
 NEGOTIATIONS

I. Before you read the passage, talk about these questions

1. How can negotiation help or harm a business?

2. What are some qualities of a good business?

II. READING

Listen and read the article in the business magazine. Then mark the following statement as
true(T) or False(F) , when should you not negotiate?

1. ------- A good negotiator wins each part of negotiation.

2. -------Successful negotiation do not always end with ideal outcomes.
3. -------changing negotiation times can help people compromises.

Business world

Tips for better negotiations

Your working life is full of negotiation, you don’t just negotiate with other companies. You
negotiate whenever there are two parties with different needs. And eventhough everyone
involves want to find a compromise that is mutually acceptable, many people dislike
negotiating because of the conflicting interests. But negotiation need not be confrontational.
Don’t try to win a negotiation, if you treat it as a contest, you will create a hostile atmosphere,
Respect the other person and try to other understand his or her needs. This way, you can create a
spirit of cooperation. Sometimes, the other party may reject your suggestions, and you need to
anticipate this. A negotiation is trade-off, and sometimes you will need to back down. prepare
alternatives option in case your preferred solution is unacceptable. Finally don’t negoatiate if
you are tired or stressed. You will never close the deal when negotiations are too intense.
Reschedule to another time.

VOCABULARY
Choose the word that is closest meaning to the underlined part.

1. Just stop demanding what you want

A. Anticipate B. back down C. close the deal
2. The parties are very eager to argue with each other
A. Intense B. mutually acceptable C. confrontational
3. Mr Brown will offer a deal, so try to think about it beforehand
A. Anticipate it B. close the deal C. negotiate
4. Try to discuss and change the contract terms
A. Close the deal B.anticipate C. negotiate
5. Give up something in order to get something more important
A. Trade off B. Party C. Interest

Match the word (1-7) with the definitions ( A-G)

1………hostle
2………intense
3………conflicting interest
4………mutually acceptable
5………deal
6…...….compromise
7……….party

A. An agreement
B. being competitive and eager to argue
C. a person or group in a negotiation
D. a solution in which both sides of a a negotiation give au something
E. a solution in which both sides of a negotiation give up something
F. a point of a negotiation which both sides consider very important
G. being extremely stressful

LISTENING
Listen to a conversation between two employees. Then answer the questions.

1. What can you infer about the woman?

B. She has not negotiated before
C. She will not accept the current prices
D. She has offered several trade – offs
E. She didi not anticipate higher prices.

2. What compromise does the man suggest?

A. Purchasing the paper at full prices
B. Allowing the suppliers to delay delivery
C. Buying a large amount of paper at once
D. Paying a portion of the transportation costs

Listen again and complete the conversation

M: How is the negotiation with the paper suppliers going?

W: It’s intense. They won’t drop their prices.

M: Well, we 1…….that. Their transportation cost are much higher these days

W: But if they don’t 2…………….. …………. We’ll never close the deal

M: Have you offered a 3………?

W: not yet . I can’t think of anything that we can give up.

M: Think of it from their point of view. They can not lower their prices because of transportation
costs.

W: Exactly

M: So what if we offer to 4…… ……. …….of paper at once?

W: How would that help us?

M: They’ll only have to deliver it once, which will 5…………. ………….on their transportation
cost.

SPEAKING
With a partner, act out the roles below, based on the dialoque from task 6. Then switch roles.

USE LANGUAGE SUCH AS

How is the negotiation with going?

Think of it from their point of view.

How would that help us?

Students A: student B is havjng problems with a negotiation. Give advice about:

 Anticipating problem
 Offering compromise
 How to lower prices
Make up a type of supplier

Student B: you are having trouble negotiating with suppliers. Ask student A for advice

WRITING

You are a manager. Use the conversation from task 7 and the article to write advice for a co-
worker who is leading a negoatiation for the first time. Talk about:

 How to treat the people in the other party

 What to do before the negotiation
 What to do in order to close the deal.

Negotiating Contract
1.Contract

Written contract are agreements which aim to lessen misunderstanding and provide a
formal record for reference. They are extremely common in the business world, and often depend
on fine nuances of language. Writing them would stretch many a teacher’s own competence to
the limit, although thankfully this task is normally left to legal experts. But reading and
interpreting contracts is something which learners often have to do, along with engaging in
contract-related written correspondence and amendments.

Contracts can be interpreted differently by different cultures. In some parts of the world,
contracts are seen as binding documents, detailing and concluding an agreement. In other
countries, they may be seen as commitment to do business together, nothing more. Things can be
changed if the situation if the situation alters.

Contracts normally include some or all of the following elements.

Introduction with definitions and names of various parties

A time frame for the agreement

Terms of payment and delivery

Responsibilities and undertakings of each party

Insurance details in case of problems

Dispute resolution or arbitration arrangements

Appendices and other accompanying documents

Other activities using contracts may tie reading and writing skills in with listening skills for
example, the learners reads through a contract and then listens to a recorded discussion before
making some amendments.
 There are several stages to buying or selling a business. They include valuing the
business, getting tax advice, market research and marketing, preliminary offers, negotiating
terms, heads of agreement, legal sale and purchase agreement, completing due diligence, and
finally, completing the sale.

Ensure each stage of the negotiation is documented in order to include all agreements and
conditions in the final contract. Do this even if the business is small and the sale straightforward.

Take expert advice from an accountant and a solicitor throughout the process to avoid costly
mistakes and unexpected obligations. You can also seek advice from a tax specialist to ensure
that the deal you agree is tax efficient for you. Sellers should decide whether to use a business
broker or corporate financier to handle the initial part of the process.

This guide sets out the main agreements and contracts involved in the process of buying or
selling a business, what they should cover, and where to seek advice.

preparing to negotiate the sale of a business

Whether buying or selling a business, take time to plan it carefully. Take expert advice to assess
the risks, set clear aims and a strategy for achieving them.

The first contracts you sign will be with a financial adviser for finance and tax advice and a
solicitor for legal advice. Sellers are also likely to appoint a business transfer agent or business
broker to approach possible buyers. You need to clearly define tasks and fee structures..

The seller's solicitor will draw up a legally-binding confidentiality or non-disclosure agreement

to be signed by all prospective buyers before they receive the sales memorandum. A business
broker or corporate finance adviser will often also do this.

In the sales memorandum, which is not legally binding, the seller gives details of

 the business sector

  how long the business has been trading
 main financial details, eg profit, cash flow, asset value, total debt
 number, age, length of service, job descriptions and details of salaries and benefits of all
staff
 location of premises, size, rent and rates, freehold or leasehold (with terms) special
considerations (eg special licenses)
 the structure of the sale, eg is the sale of part or all of the business

Ideally, all purchase offers should be made in writing. Any initial verbal purchase offer should
be followed up with a letter setting out the main details and stating prominently that the offer is
"subject to contract", in other words, not legally binding.

The offer should include details of:

 what the buyer is offering to purchase, eg the business or its assets

 the offer price and payment terms
 the main information required by the buyer before a firm offer will be made, eg whether
leases, licences and client contracts are transferable, liabilities for employees, etc

At this stage, the seller compares offers and selects a buyer. It is the seller's responsibility to
check the credit-worthiness of prospective buyers and that the buyer can raise the funds to buy
the business. The buyer then needs to start checking the business - this is called preliminary due
diligence. Due diligence should not be started until lawyers have been instructed and a firm
purchase offer has been agreed and signed.
2.Preparing for the final contract

When buyer and seller are satisfied with their initial checks, and an initial offer has been made
and accepted, the next step is to negotiate the firm purchase offer, which is called a Heads of
Terms agreement, or Heads of Agreement. This document sets out the main points of the sale
and is not usually legally binding - except for issues of exclusivity and confidentiality.

The Heads of Agreement should cover:

what is included in the sale

the price and payment structure

the terms of the period of exclusivity to complete the sale, including that period's termination
(usually the buyer offers a small deposit in return for the seller taking the company off the
market)

preconditions for the sale (eg minimum level of profits or orders within a certain time)

Parts of the agreement are legally binding and set out in separate documents:

exclusivity

confidentiality

warranties

indemnities

Other legally-binding agreements include the seller's disclosure letter limiting his liabilities
under the warranties, and any agreements from the seller and buyer to pay each other's costs in
certain circumstances if the sale falls through.
All these documents need to be carefully prepared and thoroughly checked. If the seller does not
meet the preconditions, the sale will probably not go ahead. If warranties are breached, the buyer
can sue for damages. It is a criminal offence for the seller to give false or misleading information
about shares.

Once the Heads of Agreement is signed, the buyer's advisers carry out thorough searches into the
business records, called detailed due diligence. There are three types of due diligence:

legal - for example, checking that the business has legal title to the assets which it is
selling/transferring

financial - checking that everything is in order financially

commercial - assessing the business' position in the market place

During this period, negotiations continue with the seller on drafting the final sale agreement, or
Preparing to negotiate the sale of a business.

Whether buying or selling a business, take time to plan it carefully. Take expert advice to assess
the risks, set clear aims and a strategy for achieving them.

The first contracts you sign will be with a financial adviser for finance and tax advice and a
solicitor for legal advice. Sellers are also likely to appoint a business transfer agent or business
broker to approach possible buyers. You need to clearly define tasks and fee structures. For more
information, see our guides on how to choose and work with a solicitor and choose and work
with an accountant.

The seller's solicitor will draw up a legally-binding confidentiality or non-disclosure agreement

to be signed by all prospective buyers before they receive the sales memorandum. A business
broker or corporate finance adviser will often also do this.

In the sales memorandum, which is not legally binding, the seller gives details of the business
sector how long the business has been trading main financial details, eg profit, cash flow, asset
value, total debt number, age, length of service, job descriptions and details of salaries and
benefits of all staff location of premises, size, rent and rates, freehold or leasehold (with terms)
special considerations (eg special licenses) the structure of the sale, eg is the sale of part or all of
the business.

Ideally, all purchase offers should be made in writing. Any initial verbal purchase offer should
be followed up with a letter setting out the main details and stating prominently that the offer is
"subject to contract", in other words, not legally binding.

The offer should include details of:

what the buyer is offering to purchase, eg the business or its assets

the offer price and payment terms

the main information required by the buyer before a firm offer will be made, eg whether leases,
licences and client contracts are transferable, liabilities for employees, etc

At this stage, the seller compares offers and selects a buyer. It is the seller's responsibility to
check the credit-worthiness of prospective buyers and that the buyer can raise the funds to buy
the business. The buyer then needs to start checking the business - this is called preliminary due
diligence. Due diligence should not be started until lawyers have been instructed and a firm
purchase offer has been agreed and signed.

3.Negotiating the deal - the buyer's perspective

Throughout your research and negotiations, keep sight of your aims and the risk assessment you
made for buying this business at the price you have offered. You might lose money on advisers'
fees, but it is better to cancel the sale than take on liabilities you cannot afford. Have at least one
other target business lined up in case this deal falls through.

Do your own valuation of the company, its market position, future profits, how it will fit with
your existing business, if you have one, and weigh the total cost against total benefit before you
make an initial offer. Find out why the seller wants to sell and if the business has any major
problems. Decide whether you want to buy the assets only, and therefore have no legal
obligations for previous contracts, or the entire business. If attempting to buy assets only, be
aware that a seller may expect a higher price to compensate for any loss of tax benefits available
from the sale of shares.

You need to find the balance between protecting yourself against future liability and maintaining
trust with the seller, especially if you want the seller to continue in an advisory role during any
handover period. Your inquiries need to be thorough but also discreet enough not to disrupt the
business.

Before you decide to buy, be sure that

 the seller has given you all the information you need
  the seller's claims are confirmed by the business' records and by your discussions with
clients, suppliers, etc
 you know the exact ownership of the business and its assets
 the warranties and disclosure letter cover all unexpected contractual obligations
 you know the cost of your liabilities to the business' employees, especially concerning
pensions and redundancy pay
 all problems have been resolved and agreed in writing with the seller.

4.Negotiating the deal - the seller's perspective

Throughout the negotiations, keep in mind what you want to achieve in selling your business. If
necessary, reconsider what you are prepared to sell, the kind of buyer and financing. For
example, you could try for an employee buyout rather than a trade sale. Even if you lose money
on advisers' fees, it might be better than selling and not achieving your aims.

If selling to another business, use a business transfer agent, business broker or corporate
financier to issue your sales memorandum. This way you do not reveal your business' identity
until you have made your choice of potential buyers.

Before you start discussions, get your buyers to sign confidentiality or non-disclosure
agreements. You need to check their credit-worthiness at this early stage to eliminate prospective
buyers who cannot pay. Compare the prices and payment terms in their initial offers. Some may
include too many future payments conditional on profits or other targets. Make your first choice,
but keep other buyers lined up in case this deal falls through.

You may have decided to sell to the highest bidder or the one who best secures the business'
future. Either way, you should be prepared to continue working for the business during a certain
period if your knowledge and contacts are vital to the business.

Take great care over the wording and what is covered by the warranties and indemnities. Have
your solicitor draft a disclosure letter to limit your liabilities and a vendor protection schedule to
limit the time period within which they apply.
You need to take equal care over the financial details and make a more detailed check of your
buyer's financial track record and the payment structure they are offering.

Before you agree to sell, make sure that all problems have been resolved and agreed in writing
with the buyer.

5.Checklist before you sign a contract

Before you sign, you need to double-check the details written into the final contract and its
accompanying documents. Once you have signed, there is a further list of tasks you need to do
before you can complete the sale.

Before you sign, you should

 review your aims and how well this contract meets them
 make sure all the agreements made during the negotiation are included in the contract
 make sure there are no vaguely worded provisions, exclusions or limitations in the
contract which could give rise to problems later.
 if you are buying, ensure you have non-compete agreements in place
 check the financial and tax details again with your financial adviser
 check your obligations and the wording of the contract and other agreements again with
your solicitor
 ensure all the necessary documentation and signatories are present at the signing session
 establish a schedule of tasks for completing the sale, making the handover, continuing the
business and meeting future obligations
 make sure you have copies of all negotiated agreements kept in a safe place
 have informed and consulted affected employees in compliance with the Transfer of
Undertakings (Protection of Employment) (TUPE) regulations

Once you have signed, make sure that:

 all others who need to sign have signed the relevant documents
 your solicitor has all the original documents you need to keep
 the buyer's solicitor has copies of all the documents and will present a CD-Rom version
to both the buyer and seller
 the financial agreements are put into effect
 the buyer's solicitor makes the change of ownership return to Companies House
 in asset and goodwill deals, the seller deregisters and the buyer registers for VAT
 the seller - and the buyer if applicable - continues to inform and consult affected
employees in compliance with TUPE as necessary
 both sides are ready for the handover and for informing clients, suppliers, etc
 the business operates smoothly up to and after the sale is completed
 CHAPTER 8

DESRIBING COMPANY STRUCTURES AND PROCESS

READING

COMPANY STRUCTURE

Aim:

Consider the different ways of organizing work

Discuss potential conflicts between different departments in a Company

Compare the differences between large and small companies

Read the text below

The chain and command

Traditionally, organizations have had a hierarchical or pyramidal structure, with one person or a
group of people at the top, and an increasing number of people below them at each successive
level. This is sometimes called the structure. There is a clear chain of command running down
the pyramid. All the people I the organization know that the decisions they are able to make,
who their line manager ( or boss) is ( to whom they report), and who their immediate
subordinates are ( over whom they report), and who their immediate subordinate are ( over
whom they have line authority, and can give instruction to).

Answer these questions:

1. What is the main advantage of a chain of command?

2. Why is it not usually possible to organize a large organization in single hierarchy?

VOCABULARY

Match up the verbs and nouns below to make common word combinations

De;egate
Give
Make
Motivate
take
 Decision
making
Decision
Instructions
Priority
Responsibilities
staff

LISTENING: BIG AND SMALL COMPANIES

Listen to three MBA students at the judge Business school taking about different-sized
companies and answer the question.

Krisna Srinivasan ( from Malaysia) Carlo de Stefanis ( from Italy) Olga Babakina ( from
Rusia)

1. Why does Krisna say that company size is not important? What does he say is important?
2. Why does Carlo Recommend University graduates to start in big Companies?
3. What does Carlo say are the differences between big and small companies?
4. What does Olga say is more important than Company size?
5. What does Olga say about big Company?

Discussion: Big and small company

How far do you share Krisna and Olga’s point of view, and agree with Carlos’s advice?

What other benefits of working in a large company can you think of?

What other reasons might make someone prefer to work in a small company?

Do the following statements refers to the advantages of working in a big or a small company?

1. You are less likely to be affected by a big reorganization or downsizing or merge or

takeover
2. You are often responsible for a variety of different tasks
3. You can actually see the result of your contribution to the firm
4. You can be proun of working for a company with a national or international reputation
5. You can become more specialized in your work
6. You can probably change department if you have problems with your colleagues
7. You have more independence and you don’t always have to wait for permission from a
superior
 8. You know everyone in the company and the atmosphere is friendlier
9. You maybe able to go and work in a foreign subsidiary
10. Your company will probably be in a better position in an economic downturn or
recession.

Presentation

Write notes for a short presentation on yor company or a company you would like to work for. ?
You should mention.

 What it does

It designs/ makes/provides/distributes/sells/offers/ organizes/invest in etc

 Where it is located

It has offices/branchessubsidiarries/factories/stores, etc, in…

 How it is structured and weather this a reason for it’s success.

It consists of /includes/ is devided into/is organized in, etc.

 Why youwant to work for this company.

Then give a short presentation to the class

 CHAPTER 9

Presenting and describing company facilities structures and processes

Kinds of company facilities

TV remote control : an infra-red ray connects the remote control to the TV set and allow you to
adjust the controls without having to touch the TV set itself.

VHS cassette: a digitally processed TV images is stored on special magnetic tape.

Photocopier is the original is scanned electronically and a photographic image is then produced
on paper by electrostatic process using a special chemical powder ( toner)

A fax machine : the original is scanned electronically and the image is converted into digital
signals which are sent down a telephone line. At the other end a light source recreates the image
in rows of tiny dots printed on heat sensitive paper.

3.1.2. How to operate company facilities

A. Photocopier

dialogue

A: How does a photocopier work?

B: well, basically they work on the principle of electrical charges, modern photocopiers make
use of static electricity- no ink is involved, as it used to be.

A: Well, how do the marks get onto the paper?

B: Well, if you open up the inside of the photocopier underneath where you lay the sheet of
paper you want copying, you will see ……a lot of things going on.

A: Well, when actually happens when you press start button?

B: Well there is drum, which is especially coated with a material which conducts electricity
when light shines on it. The drum turns around. First it’s given a negative static electric char.
That’s very important.

A: what does the light do?

B: Well, you see, at the same time as the drum is being charged your original which you’ve laid
face down over the glass top is exposed a little at time to a light which move over the
document. This image is projected onto the drum as it revolves and the electrostatic charge
destroys the light.

A: right. But….um you said that the image, or printed material, that it no longer comes from ink,
as it used to so how do the marks get onto the paper?

B: Mhm. Yeah, well before that can happen toner powder which is negatively charged in dusted
or brushed onto the drum. And it is attracted to the charged parts on the drum. That is the
toner sticks to those parts. And those are the marks on the documents, that is the parts that
have kept their ei…their static electric charge.

A: Right. Yup.

B: And...w.. after that comes the transfer stage. The sheet of copy paper is positively charged.
And in this way a attracts the toner,

A: And is that when it actually comes out of the photocopier?

B: that’s right

A: but why’s the paper hot when it comes out of the machine?

B: Ah, well,……
 CHAPTER 10

PRODUCTION

I.BEFORE YOU READ THE PASSAGE, TALK ABOUT THESE QUESTIONS

1. What skill does a supervisor in a manufacturing industry need?

2. Many businesses save money by producing goods in other countries. Has this helped or
hurt your country’s economy?

II.READING

Listen and read the advertisement for a production supervisor position. Then, complete the table
using information from the text . present the job to the class

Job Title 1…………….

Company name 2
Manufacturing of 3
Duties include Ordering4……..
Maintaning5…………….
6…………………………with clients

Pringle and Webster is currently seeking a Production Supervisor $

60.000-75.000 plus benefits
Pringle and Webster is an established manufacturer of stainless stell container, supplyingthe
diary and pharmaceutical industries. We currently have five factories in the northwest. We are
currently seeking a production supervisor whose primary role will be to oversee our assembly
line the quality control operations. This a full time post. And is based at aou Newcastle plant.

Duties will include:

 Ordering the raw materials required for production, ensuring there is minimal surplus
or shortage.
 Ensuring factory output levels are maintained.
 Checking the final products for detects to ensure there is a minimal level of product
recall.
  Conferencing with client to discuss their design specification.
 Developing measures to cut company costs
 Essential- at least there years’ experiences in a manufacturing environment, working in a
supervisory role.
 Ability to meet deadlines.
 Desirable- preference will be given to applicant with experience in lean manufacturing.
It is hoped that the successfull candidate will have a major role in the developing and
implementing new measures such as just in time production, in order to help the
company costs and improve the efficiency of production.

III. VOCABULARY

A. Check ( ) the sentence that uses the underlined part correctly

1. --------- A ZipCo recalled products due to high quality

----------B Confere with the staff for more information
2. ----------A There is no need to order more, we have a surplus
----------B Our top quality products have many defects
3. ----------A The factory builds raw materials to be sold
----------B forty employess work on this assembly line
4. ----------A lean manufacturing methods reduce cost
----------B just in time production requires storing

B. Fill in the blanks with the correct words from the word bank

Word bank

Operations output implement specification manufacturer oversee

1. Hans Inc will…………….. new methods to save money

2. Check the design ……………before staring the production
3. Tamcorp is the biggest……………of cars
4. The Company must increase……….to cover increased sales
5. Mr Bradley will…………. The workers in the factory
6. Alice managed quality control………at large factory

IV. LISTENING

Listen to a conversation between an interviewer and an applicant for a job Check ( ) the
qualifications that Mr. Robson already has.
 1. ( ) three years of experience
2. ( ) monitoring quality control
3. ( ) ordering surplus
4. ( ) conferencing with client
5. ( ) using lean manufacturing

Listen again and complete the conversation

Applicant: I spent two years with manufacturer of machine part

Interviewer: What did you do there

Applicant: My main role was to 1…………..the assembly line and keep output levels high
Interviewer: were you involve in 2……………….?
Applicant: yes actually I managed those operations. I’m pleased to say that when I was
manager, product recall fell by 37 percent.
Interviewer: Congratulation that is impressive. How did you accomplish that?
Applicant : 3………………..measure
Interviewer :Well were very interested in that type of change. Tell me were you responsible for
any other duties?
Applicant : Of course. I also had to 4…………………………and avoid shortages

Interviewer: And how did you decide what materials to go with?

Applicant: I just made sure that we 5……… ……… ……….. our clients wanted.

SPEAKING

With a partner, act out the roles below, based on the dialogue from task 6. Then switch roles.

Use language such as

My role was to…….?

Were you involve in…?

How did you accomplish that?

Student A: you are interviewing

Student B for a manufacturing job.
Find it out if she/ he has experience in
 Quality control
 Overseeing workers
 Conferencing

Student B: you are applying for a job. Answer student A’s gueations

WRITING
You are applying for a job in a manufacturing Company. Write a covering letter outlining your
skills and experience( 100-120 words) make up how long you have worked in
manufacturing. Talk about:

 How long you have worked in manufacturing

 What your duties were at your last job
 What other skills or experience you have

2.Ordering
Order management

Order management is the administration of business processes related to orders for goods or
services.

An order management system (OMS) automates and streamlines order processing for businesses.
An OMS provides constantly updated inventory information, a database of vendors, a database
of customers, a record of customer returns and refunds, information on billing and payments,
order processing records, and general ledger information.

Benefits of a well-implemented OMS include improved sales visibility, improved customer

relations, and efficient order processing with a minimum of delays and back-orders.

Order management is important primarily in the retail industry, but also in the
telecommunications, health care, pharmaceutical, financial, and securities sectors.

Delivery system

Delivery System Design

Assure the delivery of effective, efficient clinical care and self-management support

 Define roles and distribute tasks among team members

 Use planned interactions to support evidence-based care
 Provide clinical case management services for complex patients (2003 update)
 Ensure regular follow-up by the care team
 Give care that patients understand and that fits with their cultural background (2003
update)

Improving the health of people with chronic illness requires transforming a system that is
essentially reactive - responding mainly when a person is sick - to one that is proactive and
focused on keeping a person as healthy as possible. That requires not only determining what care
is needed, but spelling out roles and tasks for ensuring the patient gets care using structured,
planned interactions. And it requires making follow-up a part of standard procedure, so patients
aren't left on their own once they leave the doctor's office. 5,6,7 More complex patients may
need more intensive management (care or case management) for a period of time to optimize
clinic care and self-management. Health literacy and cultural sensitivity are two important
emerging concepts in health care. Providers are increasingly being called upon to respond
effectively to the diverse cultural and linguistic needs of patients.
 CHAPTER 11

Manufacturing Processes

Manufacturing processes are the steps through which raw materials are transformed into a
final product. The manufacturing process begins with the creation of the materials from which
the design is made. These materials are then modified through manufacturing processes to
become the required part. Manufacturing processes can include treating (such as heat treating or
coating), machining, or reshaping the material. The manufacturing process also includes tests
and checks for quality assurance during or after the manufacturing, and planning the production
process prior to manufacturing

Manufacturing processes are applicable in all areas of our lives, so much that we often
don't realize or think about it. From the cars we drive, the containers our food comes in, the TV's,
computers and other devices we use, power tools, heaters, air conditioners, the pipes that deliver
our water and the list goes on and on to include just about everything defining our modern
society. These things are all manufactured or built from manufactured components.
Manufacturing equipment itself must also be manufactured. The manufacturing process used is
determined by a variety of factors.

Manufacturing Process: The Fundamental Idea

The fundamental idea of manufacturing or production is to create, (or produce), something that
has a useful form. This form is most likely predetermined and calculated, with a certain physical
geometry. Usually this geometry has certain tolerances that it must meet in order to be
considered acceptable. A tolerance outlines the geometric accuracy that must be achieved in the
manufacturing process. The "tightness" of the tolerances, or in other words the allowed variance
between the manufactured product and the ideal product, is a function of the particular
application of the product.

This is a summary of the basic and most commonly used manufacturing processes in
industry today. Any of these processes can be employed to produce a manufactured part. Also,
remember when deciding how to produce manufactured items, a part may require a combination
of these processes to facilitate its completion. For example, a cast part may require some
machining before i
 CHAPTER 12

Understanding and describing processes in one’s company

3.4.1.The recruitment process

Various letters and documents are involved in the process of applying for a job.

Application letter

When you see an advertisement which attracts your attention, check carefully to note whether
applications should be handwritten. If it is not stated, you may type your letter. Keep your
application letter short and concise, with your main particulars listed in a curriculum vitae
( sometimes called a resume). This avoids your letter becoming very long and bogged down
with unnecessary information.

Application for employment

Sample

Employment

Some advertisements specify that you should write in to request an application form, in which
case just send a simple letter requesting the standard form. Application forms are often
preffered red by larger organizations because by giving specific headings the company can be
assured of obtaining the same information about each application.

3.4.2. Sample application letter

49 Broome Avenue
 Nottingham
NO2 3 pd
Tel 0115 987654
9 June 2000

Mrs Louise Dunscombe

Aurora Holdings Plc
Aurora House
Temple street
London
SE 1 4LL

Dear Mrs Dunscombe

TELEPHONE EXECUTIVE (MARKETING).

I am interested in applying for this post an advertised in today’s Nottingham post.

I have been employed as part time Administration Assistant in Nottingham Technical college for
the last 6 months while studying there on a Business Administration course. My course very
soon and I am keen to join a progressive company such as Aurora Holdings.

My full particulars are shown on my enclosed Curriculum Vitae.

I shall be happy to attend an interview at anytime. And look forward to hearing from you soon.

Yours sincerely,

ANRIENNE LANGSTON (MISS)

Enc

CURRICULUM VITAE

Name :
Address :
Telephone :
Nationality :
Date of birth :
Marital status :
EDUCATION
Dates SCHOOL/COLLEGE COURSE
QUALIFICATIONS
DATES EXAMINING BODY SUBJECT
WORKING EXPERIENCE
DATES EMPLOYER POSITION/DUTIES
ADDITIONAL INFORMATION
REFEREES
 Invitation to interview

A letter inviting shortlisted applicants to attend an interview should be fairly day/date/time for
the interview.

Interview

The interview is an essential stage in the recruitment process.

Sample letter for attending interview

Aurora holdings plc.

Aurora house, temple street, london se14 ll
tel+ 44(o) 181425555
fax +44(0) 181 555 4444 email [email protected]

ld/st
10 June 2013
Miss Adrienne Langston
49 Broome Avenue
Nottingham
ng 2 3pj

Dear Miss Leston

Telephone Executive (marketing)

thank you for your recent letter applying for the above post. I hope you can attend an interview
at 10.30 on friday 16 june. if this appointment is inconvenient please telephone my secretary to
make alternative arrangements.

yours sincerely

LOUISE DUNSCOMBE (Mrs)

Human Relations Manager

Reading: filling a vacancy

When employee “give notice” . i. e inform that they will be leaving the company as soon as their

contract allows, in what order should the company carry out the step listed bellow?

Complete the chart opposite with the letters

C. Either hire an employment agency ( or for a senior post, a firm of headhunters), or advertise

the vacancy.

D. Establish whether there is an internal candidate who could be promoted ( or moved

sideways) to the job

E. Examine the job description for the post, to see whether it needs to be charged for indeed,

whether the post needs to be filled)

F. Follow up the references of candidates or applicants who seem interesting

G. Invite the shortlisted candidates for an interview

H. Make a final selection

I. Receive applications, curricula vitae/ resumes and covering letters, and make a preliminary

selection( a shortlist)

J. Try to discover why the person has resigned

K. Write to all other candidates to inform them that they have been unsuccessful.

3.4.3. Reading and Disccussion : Job application

When applying for your first job as a business graduate, you are probably only one of many

applicants, most of whom will have similar experience and qualifications to your own.

-How can you get your name onto the shortlist for interviews when applying for a job?

-What can you do to impress the organization which is hiring staff?

Notes on CVs/ resume

A. European and Asian CVs generally include photos, US resumes do not

B. British CVs include personal details such as date of birth, marital status, number of

children, etc ; US resumes do not

C. British CVs usually include outside work interests ( sports, travelling); US ones

sometimes don’t

D. Your CV should be totally honest; you should emphasize your strengths, but not lie about

your experience or skills. It should not say anything that contradicts what you’ve put on

your facebook page, or similar.

E. Leave out information that is irrelevant or that could give some people a chance to

discriminate against you ( personal details such as your height, weight, health, country of

origin, religion etc.

F. Limit your CV to a maximum of two pages.

G. Lay out CV out neatly

H. Check for grammatical and spelling or typographical errors, and do not rely on an

automatic spell checker.

I. Get someone to check your CV before you send it.

3.4. 4.Here is the model skeleton for CCurriculum Vitae

Name

Address

Phone number(s) day time phone number, with the international access code
Email address

Date of birth ( write the month e.g 11 February 2014

Nationality ( always begins with a capital letter)

Marital Status ( Single Married)

Objective:

( what you want to do next is more important than what you have done ) e.g A job in

international marketing : A traineeship. In trading; production assistant; account manager;

financial Analyst.

Work experience

e.g part- time Technical Assistant, economics Faculty IT centre 9 September 2009-June 2010)

(repair and maintenance of department, Faculty Staff, and students computer)

Education and Qualifications

( in Reverse order, starting with the most recent)

-20.. Master’s Degree in International Management, Bigtown University ( expected that of

completion july 2015)

-20 Bachelor’s Degree in Business Administration, majoring in Finance, Faculty of Business

Administration and Economics, Bigtown University.

-20..High School Certificate ( specializing in math and science)

Computer Skills
e.g Microsoft word, excel and power point, Lotus Notes and Oracle Financilas

Languages

e.g Fluent in Spanish and English, some knowledge of Spanish.

Hobbies and Interests

( ideally these will include hobbies that demonstrate qualities that are relevant to the job you are

applying for)

References ( or Testimonials (US)

The following people can provide references:

Names and address ( and phone numbers and email addresses) of two people).

Notes on covering letter

 The covering letter explains why you want the job

 It should be specific to the job you are applying for, adapted to the target organization,

and show that you know about its activities.

 It should highlight your skill and achievement, and show how your background, training,

work experience and abi;ities relate to the job you are applying for.

 It should use formal language, and demonstrate that you have good written
Here is the model for a covering letter

Your address

Your email address

Date 23 may 20

Company name

Company address

Dear Mr Ms ( name) miss

I am writing to apply for the position of…….Advertised on your company’s website. Having

read the job description. I believe that my academic record and interpersonal skills make me a

strong candidate for the position.

I am a final – year student and will shortly be graduating from…University three months gaining

practical experience in….. During a traineeship ( BrE)/ Internship (AME) at (organization) in

( city). My responsibilities there included organizing/ implementing/ developing/ analyzing…

As you will see from my CV, last year I spent an exchange semester at the University of……My

experience of studying in ( language) and working in ( country) have taught me how to live and

work in different environments, and given me some experience at intercultural communication

and working with diverse teams.

I am fluent in…….. and English.

I am available for an interview at your convenience and look forward to hearing from you.

Yours sincerely,

Your handwritten signature

Your name, typed

3.5. Promotional Strategy

Reading Comprehension

Promotional Strategy

Promotion is marketing activity that stimulates demand for a firm’s products. Marketeres

promote everything from needle to aircraft. Once the product has been created, promotion is

often used to competition.

Promotional Strategy is the plan for informing, persuading or reminding the target market

about a product. The goals is to stimulate action. In a p[rofit –oriented firm, the desired action is

for the consumer to buy the promoted item.

The combination of advertising, personal selling, sales promotion, and publicity used to

promote a product is called the promotional mix.

Advertising is any non personal message paid for by an indentifiable sponsor for the

purpose of promoting products. Companies use two types of advertising product advertising and

institutional advertising, product advertising, is advertising intended to promote demand for a

product or a service such as pepsodent toothpaste. Institutional advertising is advertising done to

enhance a company’s public image rather than to sell a product.

These second element of the promotional mix is personal selling. It is a face- to face

attempt to persuade prospective customers to buy a given product. Personal selling provides the

company with the opportunity.(1) to give customers individuals attention, (2) to adapt a message

to the customers, (3) to focus on specific target market,(4) to receive immediate feedback, and

(5) to provide the opportunity to close the sale.

 The third element of the promotional mix is sales promotion. It is the marketing

activities, other than personal selling and advertising that stimulate consumers purchasing and

dealer effectiveness . Sales promotion supports the other tionalhree elements in the marketing

mix.

The fourth element of the promotional mix is publicity. It is non paid, non personal

communication to promote the products, services, or image of the company. It is an important

element of the promotional mix that can be overlooked because of its nature.

The four elements of the promotional mix need to be blended to communicate effectively

to a target market. Each type of promotion serves a different function and therefore should

support the other elements. There are two potential promotional strategy push strategy and pull

strategy.

A push strategy is a strategy directed at the members of the marketing channels rather

than the consumer. A pull strategy is a strategy aimed at the consumer.To accomplish this

strategy marketers rely on advertising, sales promotion, and publicity elements of the

promotional mix

Questions for Comprehension

Give complete answer to the following questions

1. What is promotion?

2. What is promotion strategy

3. What is promotional mix?

4. Name the promotional mix elements?

 5. What is advertising?

6. What are the two types of advertising used by companies?

7. What is product advertising?

8. What is sales promotion?

9. What is publicity?

10. What is push strategy?

11. What is pull strategy?

12. Name the elements of promotional Strategy

3.6. Asking about Explaining Errors

There are some common job mistakes. They are :

1. You don't keep your options open

"Candidates tend to think that if they interview for a job they will get an offer, so they do not
apply and interview for multiple positions," says Joanie Spain, director of public relations and
career services, School of Advertising Art, a graphic design college. "They wait until one plays
out completely, putting their job search on hold until knowing for sure they didn't get the offer."

"By having many more irons in the fire, you diversify the risk and disappointment that is
inevitable when any single opportunity disappears," adds Roy Cohen, author of "The Wall Street
Professional's Survival Guide: Success Secrets of a Career Coach."

"You also present yourself as a more passionate and energetic candidate. You're in the 'zone' -- a
point where you're in the flow of information and ideas -- and that makes you more valuable."

2. You turn up your nose at job descriptions

"Entry-level candidates are reluctant to apply for a position unless the job sounds like their
'dream job' or they have all qualifications listed," Spain says. "Rather than going on an interview
to get more information, they base decisions about applying on the job description alone. They
fail to see that all interview experience is good experience, or that, until there is an offer on the
table, there is no decision to make."

3. You haven't perfected the thank-you note

"Don't be too verbose with a thank-you note after an interview. Sending out a version of "War
and Peace" can come across as desperate and needy for a job. However, sending a one or two
sentence thank-you note comes across as flippant, not well thought-out and potentially shows
indifference regarding the job to the employer," says Mike Barefoot, senior account manager at
Red Zone Resources, a recruitment firm. "We encourage candidates to keep them to four to eight
sentences."

4. You don't check your references

"Always give out references that you've pre-screened. We sometimes see candidates give out
references that were never checked with and the references feedback isn't always kind," Barefoot
says. "Also, make sure they're predominantly managers. An occasional colleague is okay, but
contemporaries and friends really don't carry that much weight in helping you land a position."

5. You've got poor business acumen

"Managers are becoming more savvy and are taking candidates out to lunch for interviews. They
want to see how you treat a restaurant staff and see the 'real' you. If you're rude to them or don't
seem appreciative for their hard work to make your meal pleasurable, managers wonder how
you'll treat contemporaries you work with," Barefoot says.

6. You have a messy briefcase

"A messy briefcase can imply the person is unorganized, messy and unprepared, and that their
work will be less than optimal," says Ronald Kaufman, author of "Anatomy of Success."
"Someone who is neat, clean, organized and prepared in all areas conveys they're serious about
getting a job and working."

7. You discount temporary positions

"Many employers coming out of a recession want to hire on a temporary or temp- to perm- basis.
We have already seen several contractors be offered permanent positions after they have proven
themselves," says Jeffrey Weinstock, Esq. president, Rhodes & Weinstock, a recruiting firm.
"Not only will the temporary position pay some bills, think of it as an audition for a potential
perm position, or at least a way to get a good reference for another position."

8. You have a bad attitude

"Poor attitudes come through in telephone calls and in interviews. If you are not positive, why
would a potential employer want to hire you?" asks Weinstock. "It may take some time, but by
being positive, by doing all the right things, by seeing each position as an opportunity, it will
happen."

9. You include too much work history

"Many job seekers over 40 think that they have to take their work history back to their first job
out of college," says Cheryl E. Palmer, career coach and résumé writer. " All that is needed is the
last 10-15 years of your work history."

10. You use your work email address on your résumé

"Some people do not regularly check their personal email, so they use their employers' email
instead," Palmer says. "This sends a negative message to potential employers that the job seekers
will not hesitate to use their equipment for personal use."

11. You take "no" as a final answer

"No" usually only means "no" for that position, says Bruce Hurwitz, president and CEO, Hurwitz
Strategic Staffing, LTD.

"If you are rejected for a job you should send a thank-you note, thank the employer for the
opportunity, and wish them well. No one does that. When the next opening comes around, he'll
remember you," says Hurwitz.

12. You lack tact

"Be determined without being pushy. Calling or emailing to ask about the status of your résumé
or interview can be a double-edged sword," says Rod Hughes, director of communications,
Oxford Communications. "A tactful follow up can place you top of mind with the hiring
manager, while incessant calling or emailing can push your résumé right off the table."
13. You don't search for yourself on the Internet
"Your would-be employer is probably going to look you up online, so you should know what is
out there," says Amanda O'Brien, vice president of marketing, Hall Web Services. "Clean up
what you can, check your privacy settings on social networks and if it is something you can't get
down off the internet, you may want to consider talking to the company about it."

14. You have a 'death by bullets' résumé

"Bullets are great but they need context. Keep them to one line, focused on a result and include a
figure like a fact, percentage or number," says Adriana Llames, author of "Career Sudoku: 9
Ways to Win the Job Search Game." "Or, put the information in a short summary of the
position."

15. You've got a scattered strategy

"Looking for a job in any industry and with two or three résumés is going to get the same result
as the strategy: scattered," Llames says. "Job seekers with a clearly defined, focused and
organized strategic approach to their job search end up with clear results -- and a new job."

16. You think it's about you

It is not about you and your need for a job -- it is about the prospective employer and their need
to run a successful business and make money, says Lori B. Rassas, employment attorney and
author of "Employment Law: A Guide to Hiring, Managing and Firing for Employers and
Employees."

"Many applicants mistakenly believe they will be an appealing candidate if they explain they
will accept any type of job offer at any because they have been laid off, unemployed for an
extended period of time, have children in college, or are having difficulty making the mortgage
payments," she says. "Even if all of those circumstances are true, candidates need to craft a
different message, focusing on how they can benefit the employer by saving them money,
streamlining processes, creating additional sources of revenue and bringing overall value to the
company."

Rachel Farrell researches and writes about job search strategy, career management, hiring
trends and workplace issues for CareerBuilder. Follow @Careerbuilder on Twitter.
References :

Palstra R.2011. Telephone English.Oxford: Newyork, Pergamon Institute of English.

Taylor, J. 2011. Career Paths. Business English. New Bury: Express Publishing

Mackenzie, I.2010. English for Business Studies. Cambridge: University Press.