會展英語

前言

　　為了給剛走出校門的大學(xué)畢業(yè)生提供一種實用、專業(yè)的符合本行業(yè)特點的英語教材，在國內(nèi)相關(guān)院校的支持下，經(jīng)過各位編委的共同努力，我們專門編撰了這套《實用職業(yè)英語》系列叢書。它是相關(guān)專業(yè)的職前培訓(xùn)推薦教材，本套叢書的主旨是為他們走上工作崗位提供一套專業(yè)性強、相對較為實用的職前培訓(xùn)教材，通過對本套叢書的學(xué)習(xí)，有利于已經(jīng)具備一定專業(yè)基礎(chǔ)的人員在較短時間內(nèi)迅速掌握本專業(yè)的英語本領(lǐng)，為其早日順利地開展對外業(yè)務(wù)打下扎實的英語基本功。本套叢書第一批暫出六個分冊，分別是：會展、物流、新聞、外貿(mào)、金融、法律。第二批和第三批將陸續(xù)推出，以滿足不同專業(yè)讀者的需要。　　本套叢書具有以下幾個特點：　　一、實用。本套叢書以實際應(yīng)用為宗旨，簡化語法點，系統(tǒng)介紹本專業(yè)相關(guān)的背景知識，所選的材料以提高讀者的實際運用英語水平為目標，以大量的案例、票據(jù)等材料為基礎(chǔ)編寫，每冊分為15-18個Unit，每個Unit又分為：Text、Notes、Baclkground、Study四個部分；　　二、職業(yè)性強。本套叢書所編選的材料新、專業(yè)性強；　　三、針對性強。本套叢書的課文專門按專業(yè)來編寫，以講解分析專業(yè)英語為主，突出解析本學(xué)科的重點、難點、疑點問題；Question和Dialogue緊扣Text，針對性強；圖文并茂；所編選的材料注重時效性、科學(xué)性和客觀性。　　本套叢書由胡志勇同志提出編寫思想、設(shè)計編寫思路、制定詳盡的編寫體系，并具體指導(dǎo)和領(lǐng)導(dǎo)了各分冊的編寫工作。在編寫過程中，得到了復(fù)旦大學(xué)、上海交通大學(xué)、上海外國語大學(xué)、華東師范大學(xué)、同濟大學(xué)、上海財經(jīng)大學(xué)等院校和上?？萍嘉墨I出版社的支持和幫助。　　參加本套叢書編寫的人員大多是上海地區(qū)高校從事外語教學(xué)工作多年的優(yōu)秀骨干，教學(xué)經(jīng)驗豐富，但恐于時間和水平有限，書中難免還有不妥之處，敬請英語界專家同仁和廣大讀者批評指正。

內(nèi)容概要

本書以最新實用的會展英語材料為基礎(chǔ)編寫，內(nèi)容涉及會展產(chǎn)業(yè)歷史、會展產(chǎn)業(yè)現(xiàn)狀、會展教育、會展籌備、會展推廣和展后跟進等各個方面，入選的材料注重時效性、趣味性和客觀性，具有實用性強——以本專業(yè)實際運用為宗旨，職業(yè)性強、針對性強等特點。本冊共有15個單元，每一課包括Text，Notes，Background等內(nèi)容，為提高學(xué)生的閱讀理解能力，在課文后加注Notes，使學(xué)生掌握必要的會展英語詞匯，在背景知識中結(jié)合課文，介紹相關(guān)的知識，每個單元至少有兩篇趣味性強的Reading Materials，以擴大學(xué)生的閱讀量，培養(yǎng)閱讀的興趣。

書籍目錄

IntroductionPrefaceUnit 1 Historical Development of ExhibitionsUnit 2 Value of ExhibitionUnit 3 Regional Development of ExhibitionUnit 4 International & National Exhibition OrganizationUnit 5 International ConventionUnit 6 Exhibition RegulationsUnit 7 Exhibition TrainingUnit 8 Exhibition Education in ChinaUnit 9 Exhibition PlanningUnit 10 Exhibition PromotionUnit 11 How to be a Successful ExhibitionUnit 12 Facilities and Services in Exhibition HallUnit 13 Facilities and ServicesUnit 14 Post，exhibition Follow-upUnit 15 Future of Exhibition

章節(jié)摘錄

　　So， what should todays federal， state， and local workers employers do?　　First， recognize that training and development are not costs but investments in the development of the employee and the success of the agency. In fact， with nearly one in four government workers scheduled to retire in the next five years， current employees are the best ones to ensure that an agency can continue meeting its mission. The Performance Assessment Network uncovered that those employees who participated in training and development opportunities provided by their employer were significantly more engaged，and significantly less unengaged than those employees who were not given training opportunities-and employee engagement leads directly to the types of behaviors desired of employees.　　Second， do a better job of selecting employees， ensuring a good fit in the organization. With more than one in five new state/local employees leaving voluntarily or being fired by their organization， all government agencies need to do a better job of finding the right person for the right job at the right time， the definition of "recruiting，"the first of the "4 Rs of Workforce Engagement."　　Third， do something simple. Create mentoring programs as part of an organizational on-boarding process， select and train the mentors， match mentors with "mentees，" and create incentives for both to succeed.　This-inexpensive program improves the productivity of new employees as well as their retention， and teaches the mentors supervisory skills that might be of benefit to an organization in the future.　　Fourth， make sure that front line supervisors and managers understand the importance of providing training for the short term and the long term. Remember，employees quit a boss， not a company.　　Fifth， realize that training doesnt have to be directly related to the day-to-day job.Giving employees time to join a not-for-profit board， paying for ongoing professional certification， even giving lessons to specific groups of employees on speaking in front of others provides job enrichment and development opportunities that will enhance that employees engagement to your organization.　　Sixth， help others in your organization recognize the linkage between employee engagement and decreased cost， increased customer satisfaction， and improved financial results. An academic study examining the linkages between employees， customers and financial performance found a direct link between improvements in a federal government agencys "work climate"-the satisfaction of the employees-and a significant improvement in employee productivity.

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