商务英语入门(任书梅)

商务英语入门任书梅本书主要内容及编写特色课时安排以Management章节为例看课堂处理案例处理方式考试方式一、主要内容与编写特色本书的编写目的是让学生既能学习丰富的商务知识，又能熟悉商务方面的各种英语表达，提高商务英语水平。教学对象：大学三年级的学生，在完成大学英语阶段之后的后续选修课。本书共有八章，分别是：FormsofBusinessOwnership(企业的产权形式)、Management(管理)ProductionandOperation(生产与运营)Marketing(市场营销)HumanResourcesManagement(人力资源)Corporate(企业文化)Electronic(电子商务)BusinessStart-up(小企业创建)本书主要涉及基础商务知识，简单易懂。主题讲解通常分为4－5个部分，分别就本章学习的主题进行深入浅出的讲解。导读部分主要提示本章学习要点，概括介绍全章内容并且安排导入学习的课前活动。每一小节的开头都有对应的中文翻译，便于学生理解本小节主要内容或概念；专业术语和生词在原文中标示，背景知识和难点进行注释(如P6的partnership)本书配有大量的图表，以确保阐述的清晰性并帮助学生理解和记忆内容。(如P18的typesofmergers和P131的市场营销组合)每一小节后都配有思考题或小组讨论，使学生能够把握要点，同时考查学生对专业知识的实际运用。(如P270)每一章配有“小组活动”和练习题，用来监测学生对主要的理论知识的掌握程度和应用能力。小组活动设计以小组为单位组织学生综合运用本章所学的内容解决一两个实际问题，一方面活跃课堂气氛，另一方面可以让学生实际运用所学知识。练习题围绕每章重点需要掌握的知识编写，形式多样，包括选择、判断对错、翻译、填表等，可以测试和巩固每章学习的知识。(P21)设有“案例分析”部分，并配有思考题。通过案例分析，以及回答案例后的问题，学生可以判断自己是否理解并能应用这一章所学的概念。补充阅读为课外阅读，所选文章围绕每章学习的主题，对主题内容的学习起到有效的补充和扩展。二、课时安排多数学校是以选修课形式来开设这门课，每周2学时，总课时约为32学时。本书的课时分配为每两周一个单元,即每章4个学时。有时可根据内容的长度，或授课对象，自行调整。每章节的安排情况如下：2-3学时讲解正文，1-2学时处理案例学习。案例学习以提问问题和分析问题的方式进行。但不管以何种方式处理教材内容，都要求学生课前必须预习，因为本教材内容多、面广，要在有限的课时内处理完不是件简单的事。对教师的要求对语言文学类的老师是一大挑战，也是自我提高的机会。备课量较大，要略懂相关专业知识：教师先入门，在领学生入门。讲解正文时也不能逐句解释，不能像教精读那样，因为这不是教语言，教师要摆脱教语言的束缚，学生要摆脱学语言的束缚，学生是用英语掌握些商务经济知识，这是双赢的局面；讲解时要提纲携领，最好做成Powerpoint形式，补充一些生动形象的图片，激发学生兴趣。对非经济类学生（如果学生认为难）可采用双语教学。三、Chapter2ManagementWhatIsManagement什么是管理ManagementFunctions管理职能OrganizationalStructure组织结构ManagementLevels管理层次ManagerialRoles经理人角色ManagementSkills管理技能课外阅读：WhatMakesanEffectiveExecutive高效管理者应具备的素质Warm-upactivitiesWhatqualitiesdoyouadmire?Doyouthinkyouhavesomequalitiestobeamanager?Whatarethey?Whatqualitiesdoyouwanttocultivateonyou?ManagementManagementwillbedefinedastheapplicationofplanning,organizing,directing,andcontrollingfunctionsinthemostefficientmannerpossibletoaccomplishmeaningfulorganizationalobjectives.Acentralpersonmustcoordinatetheworkactivitiesofotherstoachieveorganizationalobjectives.TheFourManagementFunctionsPlanningThefirstfunctionisplanning.Planningdefineswheretheorganizationwantstobeinthefutureandhowtogetthere.Planningmeansdefininggoalsforfutureorganizationalperformanceanddecidingonthetasksanduseofresourcesneededtoattainthem.Alackofplanning,orapoorplanning,canhurtanorganization'sperformance.AlCopeland,founderofPopeye’sFamousFriedChickenandBiscuits,oncesaid“Planforwhathappenswhenyousucceedandplanforwhathappenswhenyoufail.Planningisthemostimportantthing.”(书中也引用了Eisenhower对planning的评价)SeveralquestionstobeconsideredwhenplanningTheformsofplanningstrategic(long-range)planningTactical(short-range)planningoperationalplanningContingencyplanningQuestionsonPlanningHaveyouplannedforyourcollegestudy(tactical)andyourfuturecareer(strategic)?Effectiveplanninghelpsanorganizationadapttochangebyidentifyingopportunitiesandavoidingproblems(P40).(findanexampleinreallife)OrganizingOrganizingtypicallyfollowsplanningandreflectshowtheorganizationtriestoaccomplishtheplan.Organizinginvolvestheassignmentoftasks,thegroupingoftasksintodepartments,andtheallocationofresourcestodepartments.DirectingorLeadingProvidingleadershipisbecominganincreasinglyimportantmanagementfunction.Leadingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals.Leadingmeanscreatingasharedcultureandvalues,communicatinggoalstoemployeesthroughouttheorganizationandinfusingemployeeswiththedesiretoperformatahighlevel.Leadinginvolvesmotivatingentiredepartmentsanddivisionsaswellasthoseindividualsworkingimmediatelywiththemanager.TwoTypesofLeadingAutocraticleadership,theclosestyleofsupervision,meansprovidingsubordinateswithdetailedjobinstructions.Democraticleadership:Inthisstyle,themanagerconsultswithsubordinatesaboutjobactivities,problems,andcorrectiveactions.Managersusingthegeneralapproachseekhelpandideas.QuestionsfordiscussionWhattypeofleadershipdoyouprefer?Whatkindofleaderwouldyouliketobe?Howdoyoucommentonthesetwotypesofleading?ControllingControllingisthelastfunctionisthemanagementprocess.Controllingmeansmonitoringemployees'activities,determiningtheorganizationisontargettowarditsgoals,andmakingcorrectionsasnecessaryOrganizationalstructureOrganizationalstructureistheformaldecision-makingframeworkbywhichjobtasksaredivided,grouped,andcoordinated.FivetraditionalmethodsforgroupingworkactivitiesDepartmentalizationbyfunctionDepartmentalizationbyproductDepartmentalizationbygeographicalregionsDepartmentalizationbyprocessDepartmentalizationbycustomerExample:OrganizationalStructureofSASAC（国务院国资委）GeneralOffice(OfficeofCPCCommittee)(党委办公室）BureauofPolicies,LawsandRegulations（政策法规BureauofPerformanceAssessment（业绩考核）BureauofStatisticsandEvaluation（统计评价）BureauofPropertyRightManagement（产权管理）BureauofPlanningandDevelopment（规划发展）BureauofEnterpriseReform（企业改革）BureauofEnterpriseRestructuring（企业改组）BureauofEnterpriseRemuneration（企业分配）WorkingBureauofSupervisoryPanels（WorkingOfficeofSupervisoryPanelsforSOEs）（监事会）FirstBureaufortheAdministrationofCorporateExecutives（领导任免）SecondBureaufortheAdministrationofCorporateExecutivesBureauo