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Welcome back to Business English Pod for today’s lesson about discussing staffing issues over the phone.One of a company’s most valuable assets is its staff. A good staff can mean the difference between success and failure. But even with an excellent staff, every manager knows there will be challenges. I don’t mean big problems, just the regular, ongoing challenges of planning, hiring, training, and support.Everyone knows the importance of in business, especially when it comes to HR and staffing.

• Oxford Business English International Express Elementary Pdf Viewer 2016
• Oxford Business English International Express Elementary Pdf Viewer Free

But effective communication is even more important on the phone, because everything depends on technique and your choice of words.Discussing any sort of issue on the phone might start with informing someone, like your boss, of a problem or challenge. And when you do that, you should also be sure to show how you’ve taken ownership of the challenge.

Of course, staffing costs money, which means dealing with issues might involve asking for budget approval. And, if you’re discussing turnover of staff, you might also have to outline retention strategies, or ways of keeping good people around. Finally, any time you present an idea, you’ll probably want to want to gauge support for that idea.In today’s dialog, we’ll hear Cam and Annette.

Cam is a production manager for Boston Vintage, an American clothing company with an office in China. Annette works in the China office, and she’s calling Cam to discuss some staffing issues. As you’ll hear, she’s dealing with the resignation of an important company employee.Listening Questions1.

What does Annette say she could have done to avoid the issue?2. What are Annette’s ideas about retention, or how to keep good people at the company?3. Why does Annette ask about “head office” near the end of the dialog?

Premium Members:. Welcome back to Business English Pod for today’s lesson on discussing production problems.In today’s economy, it seems like most of our communication is at a distance. Just think about how much time you spend on your phone or writing emails. Of course, it’s no surprise: everything from bookkeeping to manufacturing can be done remotely.What this means is that we end up dealing with some pretty tough challenges without being able to look someone in the eye. And if you’re in the business of manufacturing, that might include production problems. So if you’re the one overseeing production and you have to explain a problem over the phone, how can you do that?The first thing you might have to do is explain the situation, like the results of a test run. And just as with any problem, you want to stay positive, or optimistic about solutions.

Of course, what makes you worth your pay check is how you deal with the problem. And that might involve explaining the causes, showing you’ve taken steps to deal with the situation, and describing what you’ll do next. And, although today’s lesson focuses on production problems, you can use these techniques to deal with pretty much any problem over the phone.In today’s dialog, we’ll hear Cam and Dave, who work for a clothing company called Boston Vintage. The company has recently switched overseas factories, and Dave is reporting on the results of the new factory’s test runs. As you’ll hear, things haven’t gone perfectly. And Dave – who’s in China – has to discuss the problems over the phone with Cam, who’s back in the U.S.Listening Questions1.

What does Dave say to introduce the fact that there were some problems in production?2. What does Dave say are the root causes of the problems?3. What are Dave’s next steps in dealing with the problems? Premium Members:. Welcome back to Business English Pod for today’s lesson on how to get action over the.Being productive at work means getting stuff done. And sometimes to get our own work done, we need other people to get things done. So when you need action from someone, what’s the best or quickest way to get it?

Well, often we just pick up the phone and call the person.And what do you say? Is it okay to just come out and say “hey, do this” or “hi, do that?” Not really.

You need to be firm and direct, but not that firm and direct. You might need to emphasize how important the issue is. Next, you might lead into the main issue before you actually talk about what you want or need done.But that’s not all! If you want action, you want to make absolutely sure you’re going to get it. That’s why you might ask for a guarantee, which is like a promise from the other person.

And finally, just to be 100% sure, you should finish off by confirming the action. In this way, you’re not being too direct or bossy, but you’re still firmly doing more than just making a polite request.In today’s dialog, we’ll hear Nathan, who works for an aircraft company called Cyclops. Nathan is calling George at a company called Airtronics. Nathan is calling because he wants to get action on a proposal from George. More specifically, he wants to make sure George is going to submit the proposal to Cyclops today.Listening Questions1. Why does Nathan think it’s important for George to submit a proposal today?2.

Oxford Business English International Express Elementary Pdf Viewer 2016

What important question does Nathan ask that relates to whether George can complete his proposal?3. Near the end of the conversation, Nathan asks George to do something just to confirm that the proposal is being sent. What does he ask George to do? Premium Members:. Welcome back to Business English Pod for today’s lesson on how to make an enquiry on the. Making an enquiry means that you want to ask a question, or questions, to get information.Getting information over the telephone in English can be challenging! You need to be very clear about what you need, and sometimes you need to ask the other person for clarification when you can’t hear or don’t understand.

If information isn’t correct, or if it’s misunderstood, there could be big trouble. So it’s important that you learn good ways of making telephone enquiries.What do you actually do when you make an enquiry?

Well, to begin, you will want to ask for information. That could simply mean telling the other person what you want to know more about. Sometimes you might also use an alternative choice question, like “is it A or is it B?” Giving limited options like that can help make things clear.Now, what if you can’t hear the other person correctly? Well, you might have to use an expression like “sorry, what did you say?” to get the other person to repeat himself. And sometimes a word or abbreviation might not be clear and you might have to spell it out, letter by letter. All of these are ways of making sure your enquiry and the information is clear.In today’s dialog, we’ll hear George, who works for a company called Airtronics.

George’s company is writing a proposal to make radios for an aircraft company called Cyclops. George is talking to Simon at Cyclops Aircraft to get some information he needs for his proposal. The telephone connection isn’t always clear, which creates some difficulty in the call.Listening Questions1. George asks Simon about “shipping,” or delivering the radios. What are the two choices George gives Simon about shipping?2. At one point, George can’t hear what Simon says. How does George ask Simon to repeat himself?3.

Simon uses two words to make it clear to George that he means “XV.” What are the two words? Premium Members:. Welcome back to Business English Pod for today’s lesson on how to take or leave a message on the.You’ve probably experienced this situation before: someone calls your office and wants to talk to someone who isn’t there. So what do you do? You take a message, of course. But how do you take a message?Well, it starts with asking the caller if they would actually like to leave a message.

Then you’ll get some information, like who the person wants to talk to and what they want to talk about. Also, don’t forget to get the caller’s number so the person can call them back. And it’s a good idea to check back with the caller that you’ve got the information correct, because incorrect messages can cause big problems.But what if you are the caller and you want to leave a message? Well, you can simply ask if you can do just that. And then you’ll give all the important details, like who you want to talk to, what you want to talk to them about, and your phone number. It’s these techniques and language for taking and leaving messages that we’ll learn today.In the dialog, we’re going to rejoin a conversation between Claire and Nathan. In our last lesson, we heard Claire answer the phone at a company called Airtronics.

Nathan is the caller. He works for Cyclops Aircraft and he’s calling to talk to someone named George Kline. But George isn’t there, so Claire is going to have to take a message for him.Listening Questions1. Why is Nathan trying to get in touch with George Kline?2. What part of the message does Claire repeat back to Nathan?3.

Near the end of the call, what does Claire say she will try to do immediately? Premium Members:.

Oxford University Press fromOxford University Press ( OUP) is the largest in the world, and the second oldest after. It is a department of the and is governed by a group of 15 academics appointed by the vice-chancellor known as the delegates of the press. They are headed by the secretary to the delegates, who serves as OUP's chief executive and as its major representative on other university bodies. Oxford University has used a similar system to oversee OUP since the 17th century.

The Press is located on, opposite, in the suburb of. Contents.Early history The university became involved in the print trade around 1480, and grew into a major printer of Bibles, prayer books, and scholarly works. OUP took on the project that became the in the late 19th century, and expanded to meet the ever-rising costs of the work. As a result, the last hundred years has seen Oxford publish children's books, school textbooks, music, journals, the World's Classics series, and a range of English language teaching texts. Moves into international markets led to OUP opening its own offices outside the, beginning with in 1896. With the advent of computer technology and increasingly harsh trading conditions, the Press's printing house at Oxford was closed in 1989, and its former paper mill at was demolished in 2004.

By contracting out its printing and binding operations, the modern OUP publishes some 6,000 new titles around the world each year.The first printer associated with Oxford University was. A business associate of, Rood seems to have brought his own wooden printing press to Oxford from as a speculative venture, and to have worked in the city between around 1480 and 1483. The first book printed in Oxford, in 1478, an edition of 's Expositio in symbolum apostolorum, was printed by another, anonymous, printer. Famously, this was mis-dated in Roman numerals as '1468', thus apparently pre-dating Caxton. Rood's printing included John Ankywyll's Compendium totius grammaticae, which set new standards for teaching of.After Rood, printing connected with the university remained sporadic for over half a century.

Records or surviving work are few, and Oxford did not put its printing on a firm footing until the 1580s; this succeeded the efforts of, which had obtained a licence for its press in 1534. In response to constraints on printing outside imposed by and the, Oxford petitioned for the formal right to operate a press at the university.

The, pleaded Oxford's case. Some royal assent was obtained, since the printer began work, and a decree of noted the legal existence of a press at 'the universitie of Oxforde' in 1586. 17th century: William Laud and John Fell Oxford's chancellor, consolidated the legal status of the university's printing in the 1630s. Laud envisaged a unified press of world repute. Oxford would establish it on university property, govern its operations, employ its staff, determine its printed work, and benefit from its proceeds. To that end, he petitioned for rights that would enable Oxford to compete with the Stationers' Company and the, and obtained a succession of royal grants to aid it. These were brought together in Oxford's 'Great Charter' in 1636, which gave the university the right to print 'all manner of books'.

Laud also obtained the 'privilege' from the Crown of printing the or of at Oxford. This 'privilege' created substantial returns in the next 250 years, although initially it was held in abeyance. The Stationers' Company was deeply alarmed by the threat to its trade and lost little time in establishing a 'Covenant of Forbearance' with Oxford.

Under this, the Stationers paid an annual rent for the university not to exercise its full printing rights – money Oxford used to purchase new printing equipment for smaller purposes.Laud also made progress with internal organization of the Press. Besides establishing the system of Delegates, he created the wide-ranging supervisory post of 'Architypographus': an academic who would have responsibility for every function of the business, from print shop management to. The post was more an ideal than a workable reality, but it survived (mostly as a ) in the loosely structured Press until the 18th century. In practice, Oxford's -Keeper dealt with sales, accounting, and the hiring and firing of print shop staff.Laud's plans, however, hit terrible obstacles, both personal and political. Falling foul of political intrigue, he was executed in 1645, by which time the had broken out. Oxford became a stronghold during the conflict, and many printers in the city concentrated on producing political pamphlets or sermons.

Some outstanding mathematical and works emerged at this time—notably, texts edited by, the of —but no university press on Laud's model was possible before the in 1660. Matrices for casting type collected by Bishop Fell, part of his collection now known as the 'Fell Types', shown in the OUP MuseumIt was finally established by the, of, of Oxford, and Secretary to the Delegates. Fell regarded Laud as a, and was determined to honour his vision of the Press. Using the provisions of the Great Charter, Fell persuaded Oxford to refuse any further payments from the Stationers and drew all printers working for the university onto one set of premises. This business was set up in the cellars of the new, where Fell installed printing presses in 1668, making it the university's first central print shop.

A type foundry was added when Fell acquired a large stock of typographical and matrices from the —the so-called '. He also induced two Dutch typefounders, Harman Harmanz and Peter de Walpergen, to work in Oxford for the Press. Finally, defying the Stationers' demands, Fell personally leased the right to print from the university in 1672, in partnership with Thomas Yate, Principal of, and, Principal of.Fell's scheme was ambitious. Besides plans for academic and religious works, in 1674 he began to print a calendar, known as the Oxford Almanack. Early editions featured symbolic views of Oxford, but in 1766 these gave way to realistic studies of the city or university. The Almanacks have been produced annually without interruption from Fell's time to the present day.Following the start of this work, Fell drew up the first formal programme for the university's printing. Dating from 1675, this document envisaged hundreds of works, including the Bible in, editions of the and works of the, texts in and, comprehensive editions of, poetry, and mathematics, a wide range of scholarship, and also 'a history of, more perfect than any yet Extant.'

Though few of these proposed titles appeared during Fell's life, Bible printing remained at the forefront of his mind. A full variant Greek text of proved impossible, but in 1675 Oxford printed a King James edition, carrying Fell's own textual changes and spellings. This work only provoked further conflict with the Stationers' Company. In retaliation, Fell leased the university's Bible printing to three rogue Stationers, Peter Parker, and, whose sharp commercial instincts proved vital to fomenting Oxford's Bible trade. Their involvement, however, led to a protracted legal battle between Oxford and the Stationers, and the litigation dragged on for the rest of Fell's life. He died in 1686.

18th century: Clarendon Building and Blackstone Yate and Jenkins predeceased Fell, leaving him with no obvious heir to oversee the print shop. As a result, his will left the partners' stock and lease in trust to Oxford University, and charged them with keeping together 'my founding Materialls of the Press.'

Fell's main trustee was the Delegate, Dean of Christ Church, who took a keen interest in the decorative work of Oxford's books. He and his colleagues presided over the end of Parker and Guy's lease, and a new arrangement in 1691 whereby the Stationers leased the whole of Oxford's printing privilege, including its unsold scholarly stock. Despite violent opposition from some printers in the Sheldonian, this ended the friction between Oxford and the Stationers, and marked the effective start of a stable university printing business.In 1713, Aldrich also oversaw the Press moving to the. This was named in honour of,. Oxford lore maintained its construction was funded by proceeds from his book The History of the Rebellion and Civil Wars in England (1702–04). In fact, most of the money came from Oxford's new Bible printer —and the Vice-Chancellor defaulted with much of the proceeds from Clarendon's work.

In any event, the result was 's beautiful but impractical structure beside the Sheldonian in. The Press worked here until 1830, with its operations split into the so-called Learned Side and Bible Side in different wings of the building.Generally speaking, the early 18th century marked a lull in the Press's expansion. It suffered from the absence of any figure comparable to Fell, and its history was marked by ineffectual or fractious individuals such as the Architypographus and antiquary, and the flawed project of Baskett's first Bible, a gorgeously designed volume strewn with misprints, and known as the after a glaring typographical error in. Other printing during this period included 's contemplative texts, and 's six-volume edition of, (1743–44).

In retrospect, these proved relatively minor triumphs. They were products of a university press that had come to embody increasing muddle, decay, and corrupt practice, and relied increasingly on leasing of its Bible and prayer book work to survive.The business was rescued by the intervention of a single Delegate,. Disgusted by the chaotic state of the Press, and antagonized by the, Blackstone subjected the print shop to close scrutiny, but his findings on its confused organization and sly procedures met with only 'gloomy and contemptuous silence' from his colleagues, or 'at best with a languid indifference.' In disgust, Blackstone forced the university to confront its responsibilities by publishing a lengthy letter he had written to Huddesford's successor, in May 1757.

Here, Blackstone characterized the Press as an inbred institution that had given up all pretence of serving scholarship, 'languishing in a lazy obscurity a nest of imposing mechanics.' To cure this disgraceful state of affairs, Blackstone called for sweeping reforms that would firmly set out the Delegates' powers and obligations, officially record their deliberations and accounting, and put the print shop on an efficient footing. Nonetheless, Randolph ignored this document, and it was not until Blackstone threatened legal action that changes began. The university had moved to adopt all of Blackstone's reforms by 1760.By the late 18th century, the Press had become more focused. Early law had begun to undercut the Stationers, and the university took pains to lease out its Bible work to experienced printers.

When the deprived Oxford of a valuable market for its Bibles, this lease became too risky a proposition, and the Delegates were forced to offer in the Press to those who could take 'the care and trouble of managing the trade for our mutual advantage.' Forty-eight shares were issued, with the university holding a controlling interest. At the same time, classical scholarship revived, with works by and, as well as early 19th-century texts edited by a growing number of academics from mainland – perhaps the most prominent being. Both prepared editions at the invitation of the scholar, who served as a Delegate for 50 years. During his time, the growing Press established distributors in, and employed the bookseller Joseph Parker in for the same purposes in Oxford. Parker also came to hold shares in the Press itself.This expansion pushed the Press out of the Clarendon building.

In 1825 the Delegates bought land in Walton Street. Buildings were constructed from plans drawn up by and, and the Press moved into them in 1830. This site remains the main office of OUP in the 21st century, at the corner of and, northwest of Oxford city centre.19th century: Price and Cannan. This section needs expansion.

You can help. Balter, Michael (16 February 1994). Retrieved 28 June 2011. OUP Academic. Retrieved 3 August 2018. Cambridge University Press.

Retrieved 3 August 2018. Carter p. 137.

Carter, passim. Peter Sutcliffe, The Oxford University Press: an informal history (Oxford 1975; re-issued with corrections 2002) pp. 53, 96–97, 156. Sutcliffe, passim. Bloomberg BusinessWeek. Archived from on 7 May 2013.

Retrieved 25 September 2012. Barker p. 4; Carter pp. 7–11.

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Carter pp. 17–22.

Sutcliffe p. Xiv. Carter ch. 11. Carter pp. 31, 65.

Carter ch. 4. Carter ch. 5. Carter pp. 56–58, 122–27.

Barker p. Petter, The Oxford Almanacks (Oxford, 1974).

Barker p. 22. Carter p. 63.

Barker p. 24. Carter ch. 25.

Carter pp. 105–09. Carter p. 199.

Barker p. 32. I.G. Phillip, William Blackstone and the Reform of the Oxford University Press (Oxford, 1957) pp. 45–72. Carter, ch. 21. Sutcliffe p.

Xxv. Barker pp.

16. Barker p. Sutcliffe pp. 4–5.

Sutcliffe, pp. 1–2, 12. Sutcliffe pp. 2–4. Barker p. 44. Sutcliffe pp.

39–40, 110–111. Harry Carter, Wolvercote Mill ch. 4 (second edition, Oxford, 1974). Jeremy Maas, Holman Hunt and the Light of the World (Scholar Press, 1974). Sutcliffe p. 6.

Sutcliffe p. 36. Barker pp. 45–47.

Sutcliffe pp. 19–26. Sutcliffe pp 14–15. Barker p. 47.

Sutcliffe p. 27. Sutcliffe pp. 45–46. Sutcliffe pp. 37. The Clarendonian, 4, no.

47. Sutcliffe pp. 48–53. Sutcliffe pp.

89–91. Sutcliffe p.

64. Barker p. 48. Sutcliffe pp.

53–58. Sutcliffe pp.

56–57., (Oxford, 2003). Sutcliffe pp.

98–107. Sutcliffe p. 66.

Sutcliffe p. 109. Sutcliffe pp. 141–48. Sutcliffe pp. 117, 140–44, 164–68. Sutcliffe p.

155. Sutcliffe pp. 113–14. Sutcliffe p.

79. Sutcliffe pp. 124–28, 182–83. See chapter two of Rimi B. Chatterjee, Empires of the Mind: A History of the Oxford University Press in India During the Raj (New Delhi: OUP, 2006) for the whole story of Gell's removal.

Milford's Letterbooks. Ngugi wa Thiongo, 'Imperialism of Language', in Moving the Centre: The Struggle for Cultural Freedom translated from the Gikuyu by and Ngugi wa Thiong'o (London: Currey, 1993), p. 34. Kenneth T. Jackson, ed: The Encyclopedia of New York City p. 870.: 1995;; The. For an account of the Sacred Books of the East and their handling by OUP, see chapter 7 of 's Empires of the Mind: a history of the Oxford University Press in India during the Raj; New Delhi: OUP, 2006., 'Canon Without Consensus: and the 'Oxford Book of Bengali Verse'.

4: 303–33. See Rimi B. Chatterjee, 'Pirates and Philanthropists: British Publishers and Copyright in India, 1880–1935'. In Print Areas 2: Book History in India edited by Swapan Kumar Chakravorty and Abhijit Gupta (New Delhi: Permanent Black, forthcoming in 2007).

See Simon Nowell-Smith, International Copyright Law and the Publisher in the Reign of Queen Victoria: The Lyell Lectures, University of Oxford, 1965–66 (Oxford: Clarendon Press, 1968). Beachey, RW (1976). 'The East Africa ivory trade in the nineteenth century'. The Journal of African History. 8 (2): 269–290. ^ Sutcliffe p.

210. ^ Hinnells p. 4.

Sutcliffe p. 211.

^ Oxford p. 6. Hinnells p.

8. Hinnells pp.

18–19; OUP joined in 1936. Sutcliffe p. 168. Hinnells p.

17. ^ Sutcliffe p. 212.

Hinnells p. Italic or bold markup not allowed in: website=.

Retrieved 19 April 2016. Oxford Journals. Retrieved 19 April 2016. Oxford Journals.

Retrieved 19 April 2016. University of Oxford. Retrieved 12 February 2018.Sources. Barker, Nicolas (1978). The Oxford University Press and the Spread of Learning. Oxford. (1975).

A History of the Oxford University Press. Oxford: Clarendon Press. (2006). New Delhi: Oxford University Press. Hinnells, Duncan (1998). An Extraordinary Performance: Hubert Foss and the Early Years of Music Publishing at the Oxford University Press.

Oxford: OUP. Oxford Music: The First Fifty Years '23−'73.

London: Oxford University Press Music Department. 1973. Sutcliffe, Peter (1978). Oxford: Clarendon Press. Sutcliffe, Peter (1972).

An Informal History of the OUP. Oxford: OUP.Further reading. Gadd, Ian, ed. Oxford: OUP. Eliot, Simon, ed. Oxford: OUP., ed.

Oxford: OUP. Also online., ed. Oxford: OUP.External links.