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Англійська мова для офіціантів Урок 14 Вирішення конфліктних ситуацій

Опис документу:
Повторити загальні відомості про вирішення конфліктних ситуацій; особливості усної та писемної мови; формувати комунікативні навички як монологічного так і діалогічного мовлення, розвивати мовну здогадку та вміння сприймати інформацію на слух; виховувати культуру спілкування та інтерес до мови, що вивчається.
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Урок 14

Тема програми: Робота з клієнтом

Тема уроку: Вирішення конфліктних ситуацій

Мета уроку: повторити загальні відомості про вирішення конфліктних ситуацій; особливості усної та писемної мови; формувати комунікативні навички як монологічного так і діалогічного мовлення, розвивати мовну здогадку та вміння сприймати інформацію на слух; виховувати культуру спілкування та інтерес до мови, що вивчається.

Обладнання: перекладні словники, картки

Тип уроку: вивчення нового матеріалу

Вид уроку: практичне заняття

Міжпредметні зв’язки: англійська мова та організація обслуговування в ЗРГ

Література: джерела Інтернет

                                                        Хід уроку

І. Організаційний момент (~ 2 хв.)

Привітання та перевірка присутніх

ІІ. Повідомлення теми та мети уроку (~ 2 хв.)

   So, today we’ll speak about types of conflict situations, try to understand the difference between them, and describe each of them.

ІІІ. Актуалізація опорних знань (~ 5 хв.)

1. Фронтальна бесіда

1) What do you know about types of conflicts?

2) Give me characteristics of any conflicts

IV. Основна частина уроку (~ 25 хв.)

1. Подання матеріалу викладачем


Conflict Resolution

Conflict is an inevitable and healthy part of life. Each person has a different set of values and beliefs that colours his or her perceptions of the world. Each person also has a different set of goals, wants, and needs. At work, each person may have a different opinion about what needs to be done to solve a problem. Too often, people assume that there has to be a winner in a conflict. They do not attempt to find a solution that is satisfactory to all. When you deal with conflict in a healthy, open manner, you often find a better solution.

People are frequently in conflict over resources, perceptions, and values. Conflicts over resources are easier to resolve than conflicts over perceptions and values. When the executive chef and the restaurant manager argue over budget for renovations, their conflict is about resources. The most difficult conflicts to resolve are over values and beliefs. For example, two managers may argue about the appropriate way to involve staff members in decision making. One may believe that it is better for the boss to make decisions rather than asking the opinions of others. Depending on how strongly both persons hold these beliefs, the conflict may be very difficult to resolve.

Not all conflicts and differences can be resolved. Sometimes, you have to learn to agree to disagree. When you can learn to respect one another’s point of view without feeling resentful, wanting revenge, or retaliating, you have handled the situation constructively.

Ineffective Ways to Deal with Conflict

At work, people may be afraid to express their disagreement. If you constantly avoid conflict when your views are different from those of others, you may become angry and resentful. Eventually, you may have so many negative feelings bottled up inside that you act inappropriately and can no longer be constructive.

Your lack of input can also reduce the effectiveness of the team’s efforts. You may have a valuable insight that could reduce the amount of work needed or see a problem with the proposed solution that no one else has identified. Contributing your ideas, even if initially they are contrary to the opinions of others, will help find the best solution to the problem.

Of course, if you air your differences in a way that belittles other people, you may create hard feelings in others. Similarly, if you are overly insistent on having your own way, you may badger and bully others into acceptance of your view. The other party may give in but will feel resentful.

Another often ineffective approach is a bargaining approach. While this is more effective than avoiding conflict or winning at all costs, it may not be the most creative approach. One party may offer something that he or she does not feel good about. In the end, both parties may not get what they need. For example, the two managers arguing over renovation funds may agree to share the funds equally. However, the chef may now not have the money to replace the inadequate grill. The restaurant manager also may not have the needed funds to accomplish the necessary renovation to the dining room.

By spending a little more time, identifying what the problem is and what each party wants and needs, a more creative solution might be found. Bargaining is often used as a quick-fix solution.

Effective Conflict Resolution

You can learn to deal with conflict in a positive and constructive manner that enhances decision making and contributes to effective working relationships. These skills are called conflict resolution skills.

Constructive conflict resolution is an opportunity for change, growth, and understanding. The most important quality in resolving a conflict is to shift from making judgments about other people and their statements to being curious. Instead of thinking, “Joe is a real fool. How can he expect anyone to buy that idea?” the constructive person thinks, “I wonder what Joe has in mind?”

When you make the shift from judgment to curiosity, following through with an appropriate question, others are not likely to feel defensive. They may be flattered that you are interested in their ideas. When people do not feel defensive, they are more likely to consider new ideas and cooperate.

Conflict resolution process

The steps in effective conflict resolution are:

1.                      Create an effective atmosphere

2.                      Clarify perceptions

3.                      Focus on individual and shared needs

4.                      Take a positive approach

5.                      Generate options

6.                      Develop a list of stepping stones to action

7.                      Make mutual benefit agreements

8.                      Part on good terms



Create an effective atmosphere

Conflicts cannot be resolved in the heat of the moment, in between preparing meals. If you have a conflict to resolve, arrange to meet at a convenient time when you will not be interrupted or distracted. Never deal with a conflict in front of customers and guests. Start the discussion of the problem in an open, positive way.

If you are angry, postpone the session until you can control your emotions. Sometimes, it can be useful to move the discussion to a more neutral place. For example, you might agree to meet for coffee with the person. A public location where you feel obliged to be polite can help you stay in control of your feelings. You will be less likely to really unload your anger on the other person. Because the one party may feel intimidated by being alone with the other, choose a location in which your conversation can be kept private, but neither party will feel unsafe.

Clarify perceptions

Make time at the beginning of the session for each person to state his or her views. Avoid using blaming statements such as, “You make me so angry.” Instead, state your observations and feelings about an event. For example, you might say, “I had asked for Saturday night off because my mother is visiting out of town. I’m upset because my request is not reflected in the new schedule.”

Avoid abusive or inflammatory remarks. If you say, “You are a rude and insensitive jerk!” or “You are always late,” the listener is likely to tune out. He or she becomes defensive and unwilling to listen further. If you say, “I was hurt by your jokes about death. My father is terminally ill and I am very worried about him,” the listener is more likely to be willing to engage in further conversation.

When it is your turn to listen, pay careful attention to what the person is saying. Use paraphrasing, summarizing, and questions to clarify what the person is saying and feeling. For example, you might say, “So what you are saying is that you were very angry when I asked you to work Saturday. You wanted the day off to spend with your mother. You thought that I ignored your request.” If the speaker uses blaming or inflammatory language, try to avoid taking the comments personally. Ask questions to determine exactly what the problem is.

Watch your language, tone of voice, and nonverbal gestures. Keep calm and centred.

Focus on individual and shared needs

Find out what each person wants and needs to resolve the situation. For example, in the scheduling conflict, Martine, the supervisor, needs a cook on staff on Saturday night. She does not want to pay overtime. She also wants to keep Bob, the cook, happy. He is an excellent, motivated employee and she would hate to lose him.

Bob wants time off to visit with his mother, but he likes this job and does not want to jeopardize it. Both Bob and Martine want to resolve the problem and continue their friendly working relationship. They share a concern for the smooth running of the restaurant. By identifying their shared needs, both parties are working toward a consensus. That is, they are attempting to find a decision that takes both parties needs and opinions into account.

Take a positive approach

To work toward a solution, you should take the attitude that together you can find a solution to the problem. This is not the time to think about failures to resolve problems in the past. Treat the agreement as if you are starting fresh. Forgive others for their mistakes in the past. Go on from today and work toward the goals you have set.

Generate options

Use the brainstorming approach to get out as many ideas as possible without evaluating or criticizing them. Treat each idea as new material to help solve the problem. Remember that ideas that you think are frivolous and silly may help you think about the problem a new way. If nothing else, they help build a bridge of laughter behind the two parties.

Develop stepping stones to action

Sort through the ideas to see which ones will work. Set goals and develop an action plan. Create short, achievable steps that work toward your overall goal.

Make mutual benefit agreements

This step may look like bargaining, but it starts from a different point. The point is to make sure that you both get what you need. Rather than finding a compromise, you are finding a way that both parties can win.

For example, the two managers discussed their renovation needs. Both managers agreed that the quality of food was important in maintaining the profitability of the restaurant. Because the grill was affecting service times, the restaurant manager agreed to support the executive chef’s request, and postpone work in the dining room. In turn, the executive chef agreed to support the restaurant manager in the next round of budgets.

Part on good terms

When you have dealt with a conflict, or if you have agreed to disagree, make a point of parting on good terms. Treat the other person with respect and dignity. Thank the person for discussing the issue with you. For example, you might say, “I really appreciate you explaining your point of view. Even though we might not agree on this issue, I respect your beliefs.” This creates a climate in which you can continue to work together harmoniously. It also means that the person will have a positive approach to resolving the problem when another conflict arises.

  

 Dealing with problems

The customer can say:

Excuse me, but I didn’t order this.”

I’m sorry, but this is cold.”

Can I change my order please?”

The waiter can say:

I’m so sorry about that…”

Let me take it back for you.” (take it back = return it to the kitchen)

Let me change it for you.”

2. Робота з діалогами

Waiter: Welcome, sir. Please have a seat.

Customer: Thank you.

Waiter: How can I help you sir?

Customer: Could I see your menu card before ordering something?

Waiter: Sure! Sir this is our menu card.

Customer: Could you please tell me the famous dish of your restaurant?

Waiter: Sure! What would you prefer, veg or non veg?

Customer: Non veg.

Waiter: Roasted spicy chicken is one of the best dishes we serve.

Customer: Get that one.

Waiter: Anything in beverage?

Customer: Yes one coke.

Waiter: Ok! sir.

Customer: How long will it take?

Waiter: It will take 20 to 25 minutes.

Customer: Excuse me! I forgot to mention one thing.

Waiter: Yes, please tell me.

Customer: I want coke without ice.

Waiter: Sure, sir.

Customer: Meanwhile could I get something to read?

Waiter: What would you like to read sir?

Customer: Can I get a magazine?

Waiter: Yeah sure.

 V. Підсумок уроку (~ 4 хв.)

1) Бесіда

1) What is a conflict?

2) What is a compromise?

2) Слово викладача

The lesson is over.   Are you satisfied with your work? What was difficult for you at this lesson? 

VI. Домашнє завдання (~ 2 хв.)

Вивчити теоретичний матеріал лекції. Виконати тест.





Викладач В.С.Віннік





Література

1. Гончарук Т.А. Special English Матеріали з англійської мови для учнів з професії „Кухар. Офіціант”, Бердичів, 2012

2. Джерела Інтернет



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