白領(lǐng)辦公高手過(guò)招

前言

　　親愛(ài)的讀者請(qǐng)進(jìn)！如果你一直被啞巴英語(yǔ)困擾著，如果你遇到老外常手足無(wú)措，如果你已經(jīng)或者想要進(jìn)入外企工作，如果你想要跳槽謀求高職，如果你期盼成為國(guó)際談判桌上的贏家，如果你打算出國(guó)旅游或有國(guó)外游客需要接待，如果你必須用英語(yǔ)來(lái)服務(wù)他人，如果你意欲留學(xué)鍍金或者想在課堂上一句話(huà)驚倒老師，那么我們這套《開(kāi)口飚英文》，就會(huì)讓你輕松過(guò)關(guān)。本套叢書(shū)體例新穎，編排獨(dú)特，情景生動(dòng)，細(xì)致入微，打破常規(guī)，招招制勝、　　第一招技巧點(diǎn)撥單元開(kāi)端給出與主題內(nèi)容相關(guān)的技巧性點(diǎn)撥——為人之道、處世哲學(xué)、禮儀差異、國(guó)外風(fēng)俗等，可以說(shuō)，這不僅僅是一套口語(yǔ)書(shū)！　　第二招搶先經(jīng)句把身邊的口語(yǔ)短句用小標(biāo)題精心提煉，出彩動(dòng)人——最經(jīng)典的句子，最常用的句型，最地道的口語(yǔ)，最簡(jiǎn)單的說(shuō)法！　　第三招一線(xiàn)情景用最流暢的對(duì)話(huà)。最平實(shí)的語(yǔ)言展示或鋒芒畢露或淡定神怡，或兢兢業(yè)業(yè)或吊兒郎當(dāng)，或官腔滿(mǎn)腹或輕松調(diào)侃，或感激涕零或大動(dòng)干戈——雖然百態(tài)，但這就是我們的日常生活、學(xué)習(xí)和工作的全部?jī)?nèi)容，如此真實(shí)！　　第四招流暢表達(dá)必背的段落，聽(tīng)力的考察——有了前面語(yǔ)料的積累，語(yǔ)感的錘煉，那么現(xiàn)在可以脫口而出，出口成章啦！　　第五招拓展詞匯相關(guān)的詞匯鏈接與深入學(xué)習(xí)，一碟飯后的甜品，一杯淡淡的綠茶——看似無(wú)關(guān)輕重，卻別有一番收獲在其中！　　第六招超值MP3贈(zèng)送美籍專(zhuān)家配音，發(fā)音純正，語(yǔ)速適中，音調(diào)優(yōu)美.讀者可以把MP3下載下來(lái)，走路等車(chē)的時(shí)候聽(tīng)，坐車(chē)開(kāi)車(chē)的時(shí)候聽(tīng)，逛街購(gòu)物的時(shí)候聽(tīng)，課間體息或工作間隙的時(shí)候聽(tīng)，臨睡之前或早起刷牙的時(shí)候聽(tīng)——讓你的美語(yǔ)外教隨傳隨到！　　第七招雙語(yǔ)把關(guān)首都師范大學(xué)年輕教師與眾多職場(chǎng)精英人士共同執(zhí)筆，多位英美外籍專(zhuān)家審核把關(guān)——絕對(duì)的雙語(yǔ)雙地道！

內(nèi)容概要

　　《白領(lǐng)辦公高手過(guò)招》分為新人入職、職場(chǎng)人事、日常辦公、商務(wù)接待、海外出差、工作之外6章49個(gè)單元，涵蓋了白領(lǐng)所能遇到的各種場(chǎng)景，包括辦公室談話(huà)、與上級(jí)交涉、出差拜訪(fǎng)客戶(hù)、接待訪(fǎng)客以及下班之后的娛樂(lè)休閑等各方面的內(nèi)容。書(shū)中列出了在日常工工作中最常用的語(yǔ)句，展示了工作中最真實(shí)的場(chǎng)景，提供了最可以脫口而出的流暢表達(dá)。相信這樣一《白領(lǐng)辦公高手過(guò)招》，可以幫助讀者用得體的禮節(jié)和地道的英語(yǔ)與客戶(hù)侃侃而談，與老板談笑風(fēng)生，與同事暢所欲言!

書(shū)籍目錄

Chapter 1 NewcomersUnit 1 Notifying to WorkUnit 2 Remuneration and BenefitsUnit 3 Employment ContractUnit 4 First Day in the CompanyUnit 5 Working EnvironmentUnit 6 TrainingUnit 7 Complimenting and Criticizing the StaffChapter 2 Personnel WorkUnit 1 Being LateUnit 2 Asking for LeaveUnit 3 Working OvertimeUnit 4 Asking for a Salary RaiseUnit 5 PromotionUnit 6 Recruiting a New StaffUnit 7 TransferringUnit 8 ResignationUnit 9 FiringUnit 10 Company BonusUnit 11 Performance ReviewChapter 3 Day-to-Day WorkUnit 1 Arranging AppointmentsUnit 2 Thanks and ApologyUnit 3 Dealing with ComplainsUnit 4 Compensation ClaimUnit 5 Making CallsUnit 6 Entertaining the ClientsUnit 7 ScheduleUnit 8 File KeepingUnit 9 MeetingsUnit 10 Company DressChapter 4 Business ReceptionUnit 1 Meeting Clients at the AirportUnit 2 GreetingsUnit 3 Arranging HotelsUnit 4 Around the WorkshopUnit 5 Business DinnerUnit 6 Sightseeing with the GuestsUnit 7 Seeing Off ClientsChapter 5 Going Abroad on BusinessUnit 1 Arranging the PlanUnit 2 Passport and VisaUnit 3 At the CustomsUnit 4 At the HotelUnit 5 Calling On ClientsUnit 6 Trade FairsUnit 7 Travel ReimbursementChapter 6 After WorkUnit 1 Diet CultureUnit 2 TravelingUnit 3 FitnessUnit 4 Tasting lifeUnit 5 Money ManagementUnit 6 CarsUnit 7 Buy a House

章節(jié)摘錄

　　In the management review conducted every year， we would， responding to clients new de- mands， increase our requirements on product and service quality， and reflect them in our quality goal. The reason for making a decision is that a problem exists， goals or objectives are wrong， or something is standing in the way of accomplishing them. For managers， every decision has constraints based on policies， procedures， laws， precedents， and the like. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance， but since uncertainty is always there， risk accompanies decisions. For ex- ample， managers sometimes treat problems by con- vention. Because individuals and organizations fre- quently have different ideas about how to attain the goals， the best choice may depend on who makes the decision.　Frequently，　departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Some of these objec- tives are more important than others， but the order and degree of importance often vary from person to person and from department to department.

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