旅游管理專業(yè)英語

前言

當(dāng)代旅游業(yè)已經(jīng)發(fā)展為世界上規(guī)模最大和發(fā)展勢頭最強(qiáng)勁的產(chǎn)業(yè)，旅游業(yè)發(fā)展之快，產(chǎn)業(yè)帶動(dòng)力之強(qiáng)，使許多國家和地區(qū)都紛紛把旅游業(yè)作為經(jīng)濟(jì)發(fā)展的重點(diǎn)產(chǎn)業(yè)和先導(dǎo)產(chǎn)業(yè)。伴隨著全球經(jīng)濟(jì)的不斷發(fā)展，人們收入和閑暇時(shí)間的增多，交通和通訊技術(shù)的不斷進(jìn)步，以及冷戰(zhàn)結(jié)束后政治隔障的消除等因素，全球旅游產(chǎn)業(yè)的規(guī)模正加速擴(kuò)大，參加旅游的人數(shù)還將繼續(xù)增加。據(jù)世界旅游組織預(yù)測：到2010年，全球旅游者將達(dá)到100億人次，其中國際旅游者將達(dá)到10億人次；到2020年，全球旅游者將達(dá)到160億人次，其中國際旅游者將達(dá)到16億人次。大眾化旅游時(shí)代的到來，使旅游日益成為現(xiàn)代人類社會(huì)主要的生活方式和社會(huì)經(jīng)濟(jì)活動(dòng)，旅游業(yè)也以其強(qiáng)勁的發(fā)展勢頭而成為全球經(jīng)濟(jì)產(chǎn)業(yè)中最具活力的“朝陽產(chǎn)業(yè)”。在近二十年的發(fā)展歷程中，中國旅游業(yè)取得了令人矚目的成就，由傳統(tǒng)的接待事業(yè)一躍轉(zhuǎn)變?yōu)閲窠?jīng)濟(jì)新的增長點(diǎn)，并由過去單一的觀光型旅游發(fā)展成為集觀光、度假、商務(wù)、會(huì)展、研修等多功能為一體的復(fù)合型旅游。中國旅游業(yè)的綜合實(shí)力已被列為世界第五。按照世界旅游組織的預(yù)測：到2020年，中國將成為世界第一大旅游接待國和第四大旅游出境國。專家們預(yù)測：“21世紀(jì)，中國將成為世界主要的旅游中心?！敝袊糜螛I(yè)持續(xù)高速的增長，既依托于旅游教育整體水平的提高，也有力地推動(dòng)了旅游教育的迅速發(fā)展。截止到2001年，全國高等旅游院校和已開辦旅游專業(yè)的院校已發(fā)展到200多所，形成了培訓(xùn)、職高、大專、本科、碩士、博士層次完備的旅游教育體系，教育服務(wù)旅游、旅游促進(jìn)教育的旅游與教育互促相長的格局已經(jīng)形成。

內(nèi)容概要

　　《旅游管理專業(yè)英語》是面向21世紀(jì)高等學(xué)校旅游管理專業(yè)系列教材之一，是教育部“高等教育面向21世紀(jì)教學(xué)內(nèi)容和課程體系改革計(jì)劃”的研究成果，同時(shí)也是“十五”國家級(jí)規(guī)劃教材。《旅游管理專業(yè)英語》共分15課，每課由課文、翻譯與寫作練習(xí)、企業(yè)案例、術(shù)語解析、企管精英小傳及參考文獻(xiàn)6部分組成；為給旅游管理專業(yè)學(xué)生在專業(yè)英語方面進(jìn)一步深造和學(xué)習(xí)用英語開設(shè)的管理類課程打下堅(jiān)實(shí)基礎(chǔ)，選材除包括旅游管理的重要課題和宏觀旅游問題外，還有管理的基礎(chǔ)理論；《旅游管理專業(yè)英語》還提供了文獻(xiàn)閱讀理解、專業(yè)問題研討、中英互譯、案例分析等多種旅游英語技能操練?！堵糜喂芾韺I(yè)英語》除作為高校教材外，也可供有一定英語基礎(chǔ)的旅游業(yè)中高級(jí)管理人員培訓(xùn)及自學(xué)之用。

書籍目錄

Lesson OneText Evolution of ManagementNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Boeing CompanyTermsSynergyDelphi AnalysisProfileHenri FayolReferencesLesson TwoText Management: Functions and SkillsNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Southwest AirlinesTermsManagement Control SystemsOrganizational EnvironmentProfileRobert DickensonReferencesLesson ThreeText Decision MakingNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Microsoft CorporationTermsIncentive PlansIntellectual PropertyProfileAutobiography of Herbert A. SimonReferencesLesson FourText Strategic ManagementNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Amazon. com, IncTermsSeven-S FrameworkMission StatementProfileMichael EisnerReferencesLesson FiveText LeadershipNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Greyhound Lines, Inc.TermsERG TheoryHuman Resources ManagementProfileJack Welch, JrReferencesLesson SixText Motivating for PerformanceNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Wal-Mart Stores, Inc.TermsCorporate CultureReward SystemsProfileWalt Elias DisneyReferencesLesson SevenText Interpersonal CommunicationNotesVocabularyComprehension QuestionsDiscussion QuestionsExercisesTranslationWritingFurther ReadingCase Study of Dell Computer CorporationTermsCorporate CommunicationIntercultural CommunicationProfileSam WaltonReferencesLesson EightText Restaurant Management……Lesson NineLesson TenLesson ElevenLesson TwelveLesson ThirteenLesson FourteenLesson Fifteen

章節(jié)摘錄

Weber believed bureaucratic structure could eliminate the variability that results when managers in the same organization have different skills, experiences, and goals. Weber advocated that the roles themselves be standardized so that personnel changes would not disrupt the organization. He emphasized a structured, formal network of relationships among specialized positions in an organization. Rules and regulations standardize behavior, and authority resides in positions rather than in individuals. As a result, the organization need not rely on a particular individual; but it will realize efficiency and success by following the rules in a routine and unbiased manner.According to Weber, bureaucracies are especially important because they allow large organizations to perform the many routine activities necessary for their survival. Also, bureaucratic positions foster specialized skills, eliminating many subjective judgments by managers. In addition, if the rules and controls are established properly, bureaucracies should be unbiased in their treatment of people, both customers and employees.The classical approaches provided the foundation for management and organizations as they exist today. These approaches responded primarily to the pressing issues of their times, particularly the need for internal organizational efficiency. Their collective contributions were focused on the basic activities of managers and the coordination and direct supervision of the work force. With the exception of human relations and a few contributions of administrative management, the classical approaches emphasized formal aspects of the organization. Individually, they ignored the broader role of the organization in its environment. The more recent approaches to management recognize some of these deficiencies and attempt to overcome them.

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