管理學(xué)專業(yè)英語教程（第三版.下）

內(nèi)容概要

　　《普通高等教育“十一五”國家規(guī)劃教材·大學(xué)專業(yè)英語系列教材：管理學(xué)專業(yè)英語教程（下）（第3版）》的重點(diǎn)還是在語言層次上，而不是在專業(yè)內(nèi)容上，因此我們并不強(qiáng)調(diào)管理專業(yè)內(nèi)容的完整性和系統(tǒng)性。在語言上我們強(qiáng)調(diào)對學(xué)生綜合能力的培養(yǎng)，強(qiáng)調(diào)語言和專業(yè)的結(jié)合。此次修訂我們增加了“英語口語”這一欄目，從“功能”和“情景”這兩個(gè)方面來加強(qiáng)學(xué)生的口語表達(dá)能力。同時(shí)適當(dāng)?shù)卦黾恿司毩?xí)量，主要還是考查學(xué)生掌握主旨大意的能力?！　”阌谑褂?。每篇閱讀材料都配有詞匯（超出《大學(xué)英語課程教學(xué)要求》中的“一般要求”）、注釋以及練習(xí)。附錄里有每一課的中文譯文以及練習(xí)答案，便于教學(xué)及自學(xué)。

書籍目錄

Unit One
Text(1)Characteristics of Management Science(1)
  英語寫作正規(guī)語體和非正規(guī)語體
  英語口語ADVICE
Text(2)Characteristics of Management Science(2)
Unit Two
Text(1)Operatio Management(1)
  英語寫作個(gè)人簡歷
  英語口語  AGREEING AND DISAGREElNG
Text(2)Operatio Management(2)
Unit Three
Text(1)The Seven Principles of Supply Chain Management(1)
  英語寫作工作申請信
  英語口語ANXIETY
Text(2)The Seven Principles of Supply Chain Management(2)
Unit Four
Text(1)Quality Management and Impmvement
  英語寫作備忘錄
  英語口語APOLOGIES AND FORGIVING
Text(2)TQM and Innovation：A Literature Review and Research Framewok
Unit Five
Text(1)Information Systems
  英語寫作縮寫(一)
  英語口語ARGUING
Text(2)Governing Information Technology Risk
Unit Six
Text(1)Business Process Management：A Review and Evaluation
  英語寫作縮寫(二)
  英語口語DISCUSSION AND RESOLUTION
Text(2)Business Process Management：A Case Study
Unit Seven
Text(1)Total Knowledge Management
  英語寫作研究論文(一)
  英語口語ENCOURAGEMENT
Text(2)Barrie to Effective Risk Management in Knowledge Management
Unit Eight
Text(1)Financial Engineering：Information Technology and Its Place
in the New Finance
  英語寫作研究論文(二)
  英語口語HELP一
Text(2)Financial Engineering in Corporate Finance：An Overview
Unit Nine
Text(1)Project in Contemporary Organizatio
  英語寫作研究論文(三)
  英語口語SMALL TALK
Text(2)Why Good Projects Fail Anyway
Unit Ten
Text(1)Risk Management
  英語寫作研究論文(四)
  英語口語TELEPHONES
Text(2)Introduction to Project Risk Management
Appendix Ⅰ Key to Exercises
Appendix ⅡText Tralation

章節(jié)摘錄

　　Perhaps more significant is the fact that the results of research work， within a proper butlimited scope， are expressed in terms similar to those employed for the broader study of businessoperations. For example：Objectives are stated as： achieve minimum queues， or maximize profit. Phenomena areisolated and characterized. Relationships among phenomena are explicitly stated. Analytical orenumerativel types of models or systems are designed to represent the situation under study-conclusions are reached， matters arranged， and objectives achieved.Consequently when employing the narrow view of the subject matter， it is easy， insidiouslyzeasy， to jump to the conclusion that all operations are constituted in ways similar to basicallyroutine operations， and similarly are amenable3 to scientific arrangement in the narrow sense.A Business as a SystemIt appears likely that a business can perhaps be best represented and described as somekind of system. It takes little investigation or refiection to realize that this is not the same as thesystem of the Electrical Engineer or the Mathematician. It is rather an unusually elusive4 systemof people and ideas. People observe， decide， regulate， and through this process obtain results-results that satisfy or dissatisfy people-those in the system， their neighbors， their customers.Thus it seems inevitable that there is a need to describe the behavior of people.Ifit were possible to describe：1. How men would act under a given set of circumstances;2. How men can then be manipulated to achieve a certain result， then mechanistic systemscould be built of much larger scope， and they would make sense.But， fortunately or unfortunately， the real life systems are somewhat differently constituted.Not only do people in such systems observe， decide， regulate， and resist being manipulated-but the manner of these acts are themselves based upon the assumptions， beliefs， knowledge，concepts of value and collective acquiescences of these people.There is really a paradox6 here. For：1. Are the simple assumptions researchers make about objective functions （such asmaximizing profit） truly representative of what men seek with the systems they have created?　　2. If such a function is assumed as representative， can one discover how men should behave to achieve such an objective?3. If such optimal behavior is then disclosed， either directly or through the actions of Managers or Management Scientists who are in the know， will not there arise in the very minds of those men who are to acquiesce the inevitable question， "Ought we to act this way?"Note that the "ought" is not exclusively a moral "ought" either. It may be based upon habit，convictions about the future， faith in Management Science， or how much time a man shoulddevote to his job. At this point the system can then begin to change and the principles we sohopefully have described as a result of our studies may no longer be representative.Thus it appears that process of observing a business system， deriving the attendantzrequirements for improving or modifying it， and 'disclosing results in some form may （and probably will） influence， for better or for worse， what has been observed. But in fact， unless the people in the business change their assumptions， objectives， beliefs and knowledge， there can beno hope of achieving maximization， minimization or optimization of even those simple objectivefunctions which Management Scientists sometimes believe are the true objectives of values in abusiness or its parts.The important point here is that while men are components in these systems， one cannotstudy them as though they were transducers3， selsyns4 or computers-as depersonalized5elements of the system alone. They live within that system and outside that system; they have beliefs within and without the system; their actions， or even lack of actions， both purposeful and accidental， affect the system's design and performance.　　……

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