管理專業(yè)英語/21世紀工商管理課程系列教材

前言

　　本書編者根據(jù)管理專業(yè)人才培養(yǎng)的要求，基于長期從事管理專業(yè)英語教學的經(jīng)驗，在課文材料的選取上，既選編了反映當前管理專業(yè)發(fā)展前沿的文章，又考慮了對各管理職能領域的一般原理的介紹，因此，本書內(nèi)容涵蓋面寬，專業(yè)詞匯豐富。本書每章都有專業(yè)詞匯及其疑點、難點的講解和注釋，還配有各種練習，特色鮮明。因此，本書既可作為大學本、專科學生專業(yè)英語教材和參考書，亦可作為各類管理者學習管理方面的英語詞匯和英語表達方式的閱讀材料。　　本書由秦遠建擔任主編。參加本書編寫的有：閻銘、袁付禮、朱新艷、朱俊、Mutayabarwa、Caroline Kalebo、Magere、Ritha Jane、Hussien、AliAhmed、熊昕、馬點明、秦遠建。全書由秦遠建確定結構框架并進行了總纂?！　”緯木帉懪c出版，得到了武漢理工大學出版社的大力支持，籍此，表示衷心感謝。由于本書編寫的難度較大，以及作者水平有限，書中缺點和不妥之處在所難免，敬請讀者不吝指教。

內(nèi)容概要

　　《21世紀工商管理課程系列教材：管理專業(yè)英語》編者根據(jù)管理專業(yè)人才培養(yǎng)的要求，基于長期從事管理專業(yè)英語教學的經(jīng)驗，在課文材料的選取上，既選編了反映當前管理專業(yè)發(fā)展前沿的文章，又考慮了對各管理職能領域的一般原理的介紹，因此，《21世紀工商管理課程系列教材：管理專業(yè)英語》內(nèi)容涵蓋面寬，專業(yè)詞匯豐富。《21世紀工商管理課程系列教材：管理專業(yè)英語》每章都有專業(yè)詞匯及其疑點、難點的講解和注釋，還配有各種練習，特色鮮明。因此，《21世紀工商管理課程系列教材：管理專業(yè)英語》既可作為大學本、?？茖W生專業(yè)英語教材和參考書，亦可作為各類管理者學習管理方面的英語詞匯和英語表達方式的閱讀材料。

書籍目錄

CHAPTER 1 PRINCIPLES OF MANAGEMENTCHAPTER 2 STRATEGIC MANAGEMENTCHAPTER 3 THE MARKETING MIXCHAPTER 4 SUSTAINING COMPETITIVE ADVANTAGE OVER THE PRODUCT LIFE CYCLECHAPTER 5 SCHEDULING AUTOMATED ASSEMBLY SYSTEMSCHAPTER 6 SCHEDULING TECHNIQUES：A COMPARISON OF LOGICCHAPTER 7 QUALITY AND TOTAL QUALITY MANAGEMENTCHAPTER 8 THE“SIX SIGMA PHENOMENA”-OLD OR NEW PERCEPTION OF QUALITY？CHAPTER 9 THE IMPORTANCE OF RELIABILITY AND CUSTOMIZATION FROM GOODS TO SERVICESCHAPTER 10 SUPPLY CHAINCHAPTER 11 ENTERPRISE RESOURCE PLANNINGCHAPTER 12 MATERIAL REQUIREMENTS PLANNINGCHAPTER 13 MANAGERIAL ECONOMICS AND ECONOMIC THEORYCHAPTER 14 ENGINEERING ECONOMYCHAPTER 15 DECISION MAKINGCHAPTER 16 THE GOAL OF FINANCIAL MANAGEMENTCHAPTER 17 REWARDS AND PERFORMANCE INCENTIVESCHAPTER 18 CONTEXTUAL DIVERSITY FOR THE ROLE AND PRACTICE OF HRCHAPTER 19 THE PSYCHODYNAMIC VIEW ON ORGANIZATIONAL BEHAVIORCHAPTER 20 THE POWER OF TEAMWORK-FACT OR FICTION？CHAPTER 21 THE CHALLENGE FOR CORPORATE GOVERNANCE POSED BY FINANCIAL INNOVATIONCHAPTER 22 MANAGING CULTUREREFERENCES

章節(jié)摘錄

　　The Role of Business Research in the　　Decision-making Process　　The Nature of Decision Making　　Decisions are made by everybody， every day. What do I do today？ Should I leave， or should I stay？ Some decisions are explicit， and some are implicit. By inaction， you have made a decision. In other words， success largely depends on what you do and how you do（Of course， a bit of luck in the lottery helps， but that also entail a decision）. The necessity of making decisions often seems to be the only constant of managerial action； the process， the environment， the individual， and the organization seem to change continually.　　Furthermore， the diversity of decision-making activities in organizations is boundless. The same decision maker may use different decision styles at different times； different makers may not use the same decision style to reach a decision for a particular situation.　　For example， imagine two managers in an organization， each with a separate problem. One manager must make a decision whether or not to enter a foreign market with a new product； the other must decide how much raw material to order from a particular supplier. Each decision has a different degree of complexity different informational requirements， and a different time frame.

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