大学英语自学教程(下).docx
《大学英语自学教程(下).docx》由会员分享,可在线阅读,更多相关《大学英语自学教程(下).docx(75页珍藏版)》请在淘文阁 - 分享文档赚钱的网站上搜索。
1、大学英语自学教程(下)Ol-A. What Is a Decision?201-B. Secrets of Success at an Interview 402-A. Black Holes 702-B. Worlds within Worlds 903-A. Euthanasia: For and Against 1103-B. Advantage Unfair 1304-A. Slavery on Our Doorstep 1604-B. Return of The Chain Gang 1805-A. The New Music 2005-B. Different Types of C
2、omposers 2106-A. Improving Industrial Efficiency through Robotics 2306-B. Predicting Earthquakes 2507-A. Leisure and Leadership 2707-B. The Time Message 2908-A. Jet Lag: Prevention and Cure 3208-B. CoetroDing Your Concentration 3409-A. Aging in European Countries 3709-B. Childrens Self-esteem 3910-A
3、. The Campaign for Election 4210-B. The American Two-party System 4411-A. Sacrificed to Science?4611-B. Lets Stop Keeping Pets 4912-A. Let Your Mind Wander 5112-B. To Sleep, Perchance to Dream 5513-A. Work, Labor, and Play 5913-B. The Workmans Compensation 6114-A. The Teacher*s Last Shocking lesson
4、6414-B. The Seeds of Wrath 6615-A. The Computer and The Poet 6915-B. Changes to Come in U. S. Education 7101A. What Is a Decision?A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals
5、 and objectives. 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.Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some sugges
6、t that the management process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance, hut since uncer
7、tainty is always there, risk accompanies decisions. Sometimes the consequences of a poor decision are slight; at other times they are serious.Choice is the opportunity to select among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, an
8、d many decisions have a broad range of choice. For example, a student may be able to choose among a number of different courses in order to implement the decision to obtain a college degree.For managers, every decision has constraints based on policies, procedures, laws, precedents, and the like. Th
9、ese constraints exist at all levels of the organization.Alternatives are the possible courses of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are seen, often it means that a thorough job of examining the probl
10、ems has not been done. For example, managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blinds them to other alternatives.At the managerial level, decision making includes limiting alternatives as well as identify
11、ing them, and the range is from highly limited to practically unlimited.Decision makers must have some way of determining which of several alternatives is best that is, which contributes the most to the achievement of organizational goals. An organizational goal is an end or a state of affairs the o
12、rganization seeks to reach. Because individuals (and organizations) frequently 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
13、 are less than optimal for the larger organization. Called suboptimization, this is a trade-off that increases the advantages to one unit or function but decreases the advantages to another unit or function. For example, the marketing manager may argue effectively for an increased advertising budget
14、. In the larger scheme of things, however, increased funding for research to improve the products might be more beneficial to the organization.These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. Some of these objectives are more important than o
15、thers, but the order and degree of importanceoften vary from person to person and from department to department. Different managers define the same problem in different terms. When presented with a common case, sales managers tend to see sales problems, production managers see production problems, a
16、nd so on.The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, because they are so dynamic and complex. In many business situations different peoples values about
17、acceptable degrees of risk and profitability cause disagreement about the correctness of decisions.People often assume that a decision is an isolated phenomenon. But from a systems point of view, problems have multiple causes, and decisions have intended and unintended consequences. An organization
18、is an ongoing entity, and a decision made today may have consequences far into the future. Thus the skilled manager looks toward the future consequences of current decisions.01-B. Secrets of Success at an InterviewThe subject of todays talk is interviews.The key words here are preparation and confid
19、ence, which will carry you far.Do your homework first.Find out all you can about the job you are applying for and the organization you hope to work for.Many of the employers I interviewed made the same criticism of candidates.They have no idea what the day to day work of the job abUt-2-prospects or
20、of serving the community, but have never taken the trouble to find out the actual tasks they will be required to do.”Do not let this be said of you. It shows an unattractive indifference to your employer and to your job.Take the time to put yourself into the interviewers place. He wants somebody who
21、 is hard-working with a pleasant personality and a real interest in the job.Anything that you find out about the prospective employer can be used to your advantage during the interview to show that you have bothered to master some facts about the people who you hope to work for.Write down (and remem
22、ber) the questions you want to ask the interviewer(s) so that you are not speechless when they invite your questions. Make sure that holidays and pay are not the first things you ask about. If all your questions have been answered during the interview, reply:In fact, I did have several questions, bu
23、t you have already answered themDo not be afraid to ask for clarification of something that has been said during the interview if you want to be sure what was implied, but do be polite.Just before you go to the interview, look again at the original advertisement that you answered, any correspondence
24、 from your prospective employer, photocopies of your letter of application or application form and your resume.Then you will remember what you said and what they want. This is very important if you have applied for many jobs in a short time as it is easy to become confused and give an impression of
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 大学 英语 自学 教程
限制150内