商務(wù)英語讀寫教程8

內(nèi)容概要

伴隨著經(jīng)濟(jì)全球化和我國經(jīng)濟(jì)國際化的進(jìn)程，國內(nèi)外大中型企業(yè)、跨國公司等對(duì)既懂商務(wù)又會(huì)英語的復(fù)合型人才的需求與日俱增，這也促進(jìn)了我國高等教育商務(wù)英語專業(yè)的快速發(fā)展。目前，全國有700多所高等院校開設(shè)了外貿(mào)英語、商務(wù)英語等課程，工商管理、金融等商科專業(yè)也都開設(shè)了以商務(wù)為核心內(nèi)容的英語課程，部分院校甚至設(shè)立了商務(wù)英語專業(yè)。近幾年來，全國性的商務(wù)英語教學(xué)、學(xué)術(shù)研討會(huì)頻頻召開。我國國際商務(wù)的快速發(fā)展、人才市場對(duì)商務(wù)英語人才的強(qiáng)勁需求以及外語就業(yè)市場人才多元化推動(dòng)了英語專業(yè)的教學(xué)改革和教材建設(shè)，各院校都迫切需要一套能體現(xiàn)商務(wù)特色與人才培養(yǎng)規(guī)格相適應(yīng)的新教材，以改變英語教材與人才培養(yǎng)和需求不相適應(yīng)的狀況。    商務(wù)英語屬于專門用途英語，國外大學(xué)多將其歸為ESP(English for specialPurposes)。目前，我們國內(nèi)這樣系統(tǒng)的專業(yè)教材并不是很多。王正元教授領(lǐng)銜總主編、由全國20余所大學(xué)40余名英語教授、副教授、講師歷時(shí)兩年多編寫的這套“新時(shí)代大學(xué)商務(wù)英語系列教材”是我國高等教育商務(wù)英語教材建設(shè)的一個(gè)新成果。    這套教材共14本，包括讀寫、視聽說、寫作、口譯，涵蓋了商務(wù)英語的基本主體課程。編者基于“商務(wù)知識(shí)+英語能力=核心競爭力”的編寫理念，力求在企業(yè)戰(zhàn)略、市場營銷、人力資源、企業(yè)文化、經(jīng)營運(yùn)作等商務(wù)語境中培養(yǎng)學(xué)生的英語交際能力。商務(wù)知識(shí)與英語能力相結(jié)合、商務(wù)語境與語言活動(dòng)相結(jié)合、能力培養(yǎng)與就業(yè)需求相結(jié)合的編寫思路使這套教材商務(wù)內(nèi)容豐富，英語操練有的放矢，凸顯了人才培養(yǎng)規(guī)格，給這套教材帶來了亮點(diǎn)。

書籍目錄

序前言Unit 1 Multinational Enterprises　Text A What Are They　Text B Honda in North AmericaUnit 2 Ethics in Business　Text A Spain Makes a Stand Against Financial Scandals　Text B Ethics in the lnfosphere Unit 3 Quality Management Standards Program  Text A The Quality Management System Stand~ds  Text B ISO 9000 System Described and Interpreted for FISUnit 4 Technology Transfer  Text A What Is Technology Transfer?    Text B Technology Transfer Program of University of CaliforniaUnit 5 Intellectual Property  Text A What Is Intellectual Property or lP7  Text B Mine Games Companies Are Coming Intellectual Property  Unit 6 Joint Ventures    Text A Joint Ventures-Your Unlimited Opportunity  Text B  Can ChongqingS$200 Billion Upgrade Shift ChinaS Center of Gravity?Unit 7 Cargo Insurance  　Text A The Importance of Cargo Insurance　Text B Rapid Growth in the Chinese Insurance MarketUnit 8 The Banking Firm  Text A The Bank Balance Sheet  Text B What the Banks Must DoUnit 9 Working Overseas  Text A Global Managers for Global Businesses  Text B Cross—cultural MisinterpretationUnit 10 Project Management  Text A What Is Project Management?  Text B Project Management Is about Lessons—to—LearnUnit 11 Chain Store Operation　Text A Franchising　Text B A Finger—lickins Good Time in ChinaUnit12 Giobalization　Text A Will WalMart Take Over the World?　Text B GlobalizationUnit 13 Acquisition　Text A What Is Acquisition?　Text B Merrill Lynch in JapanUnit 14 The Political Economy of International Trade　Text A The USS Yuan Rhetoric Carries Trade Risks　Text B Political Arguments for Government Intervention in International TradeUnit 15 Public Relations　Text A A Crisis of Confidence—CEO Nasser Scrambles to Contain the Tire Problem　Text B Public RelationsAnswer KeysReference

章節(jié)摘錄

　　[6]In 1985，the Patent Policy was changed to a Presidential Policy，andresponsibility for administration of the patent program was moved to thePresident.At the same time，the Office of the President asked Peat Marwickto assess PRCO operations and make recommendations for improvements.Ths was partly in response tO ongoing campus and Laboratory dissatisfactionwith service provided by that unit.Even at that time，decentralization wasseen as a possible solution to the shortcomings of PTC0.The report. datedDecember，1985，made several recommendations about ways to improve andprofessionalize the management of PTCO.The report also contained adiscussion of several different approaches to administering the patent program：remaining with the status quo，investing more resources in PrC0。using anoutside patent management organization，and decentralizing implementation tothe campuses and Laboratories.The report made no recommendation amongthese alternatives.The Peat Marwick discussion of decentra Pcat Marwick wasretained again in 1987 to provide a further review ofPTCO operations andrecommend further improvements as dissatisfaction with the unitS servicescontinued to be expressed within the University community.　　[7]In1989，the University responded to continued requests for morecampus and Laboratory.oriented services and attempted to address the uniqueneeds of the individual campuses and Laboratories regarding technologytransfer.Peat Marwick assisted the Universitv in developing three altemafivemodels for campus／Laboratory involvement.Each campus or Laboratory wasgiven the opportunity to adopt the model best suited to its individual needs。Berkeley and UCLA and the three Laboratories elected fulldelegation oflicensing authority. Davis， Irvine， San Diego， and San Francisco followed anintermediate model，establishing a Technology Liaison Officer to coordinateW1th the PrCO.Santa Barbara，Santa Cruz，and Riverside followed the full.service model.Tbese adjustments in relationships and responsibilities have notturned out to be final end points，but rather steps in a longer process，as manycampuses have now expressed an interest in a more refined analysis andresponse to dleir local needs.

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