大学英语自学教程(下).pdf
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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 Composers 21
2、06-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.Coetrolling Your Concentration 3409-A.Aging in European Countries 3709-B.Children Self-esteem 3910-A.The Campaign for El
3、ection 4210-B.The American Two-party System 4411-A.Sacrificed to Science?4611-B.Lefs 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 Teachers Last Shocking lesson 6414-B.The Seeds of Wrath 6615-A.
4、The Computer and The Poet 6915-B.Changes to Come in U.S.Education 7101-A.What Is a Decision?A decision is a choice made from among alternative courses ofaction that are available.The purpose of making a decision is toestablish and achieve organizational goals and objectives.The reason formaking a de
5、cision 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,somesuggest that the management process is decision making.
6、Althoughmanagers cannot predict the future,many of their decisions require thatthey consider possible future events.Often managers must make a bestguess at what the future will be and try to leave as little as possible tochance,hut since uncertainty is always there,risk accompaniesdecisions.Sometime
7、s the consequences of a poor decision are slight;atother times they are serious.Choice is the opportunity to select among alternatives.If there is nochoice,there is no decision to be made.Decision making is the processof choosing,and many decisions have a broad range of choice.Forexample,a student m
8、ay be able to choose among a number of differentcourses in order to implement the decision to obtain a college degree.2For managers,every decision has constraints based on policies,procedures,laws,precedents,and the like.These constraints exist at alllevels of the organization.Alternatives are the p
9、ossible courses of action from which choicescan be made.If there are no alternatives,there is no choice and,therefore,no decision.If no alternatives are seen,often it means that athorough job of examining the problems has not been done.For example,managers sometimes treat problems in an either/or fa
10、shion;this is theirway of simplifying complex problems.But the tendency to simplifyblinds them to other alternatives.At the managerial level,decision making includes limitingalternatives as well as identifying them,and the range is from highlylimited to practically unlimited.Decision makers must hav
11、e some way of determining which ofseveral alternatives is best that is,which contributes the most to theachievement of organizational goals.An organizational goal is an end ora state of affairs the organization seeks to reach.Because individuals(and organizations)frequently have different ideas abou
12、t how to attainthe goals,the best choice may depend on who makes the decision.Frequently,departments or units within an organization make decisionsthat are good for them individually but that are less than optimal for thelarger organization.Called suboptimization,this is a trade-off thatincreases th
13、e advantages to one unit or function but decreases theadvantages to another unit or function.For example,the marketingmanager may argue effectively for an increased advertising budget.Inthe larger scheme of things,however,increased funding for research toimprove the products might be more beneficial
14、 to the organization.These trade-offs occur because there are many objectives thatorganizations wish to attain simultaneously.Some of these objectivesare more important than others,but the order and degree of importance3often vary from person to person and from department to department.Different man
15、agers define the same problem in different terms.Whenpresented with a common case,sales managers tend to see salesproblems,production managers see production problems,and so on.The ordering and importance of multiple objectives is also based,in part,on the values of the decision maker.Such values ar
16、e personal;they are hard to understand,even by the individual,because they are sodynamic and complex.In many business situations different peoplesvalues about acceptable degrees of risk and profitability causedisagreement about the correctness of decisions.People often assume that a decision is an i
17、solated phenomenon.Butfrom a systems point of view,problems have multiple causes,anddecisions have intended and unintended consequences.An organizationis an ongoing entity,and a decision made today may have consequencesfar into the future.Thus the skilled manager looks toward the futureconsequences
18、of current decisions.01 B.Secrets of Success at an InterviewThe subject of todays talk is interviews.The key words here are preparation and confidence,which willcarry you far.Do your homework first.Find out all you can about the job you are applying for and theorganization you hope to work for.Many
19、of the employers I interviewed made the same criticism ofcandidates.They have no idea what the day to day work of the jobbrings about.They have vague notions of furthering the companys4prospects5 or of serving the community,but have never taken thetrouble to find out the actual tasks they will be re
20、quired to do.”Do not let this be said of you.It shows an unattractive indifferenceto your employer and to your job.Take the time to put yourself into the interviewers place.He wantssomebody who is hard-working with a pleasant personality and a realinterest in the job.Anything that you find out about
21、 the prospective employer can beused to your advantage during the interview to show that you havebothered to master some facts about the people who you hope to workfor.Write down(and remember)the questions you want to ask theinterviewer(s)so that you are not speechless when they invite yourquestions
22、.Make sure that holidays and pay are not the first things youask about.If all your questions have been answered during the interview,reply:In fact,I did have several questions,but you have alreadyanswered themDo not be afraid to ask for clarification of something that has beensaid during the intervi
23、ew if you want to be sure what was implied,butdo be polite.Just before you go to the interview,look again at the originaladvertisement that you answered,any correspondence from yourprospective employer,photocopies of your letter of application orapplication form and your resume.Then you will remembe
24、r what you said and what they want.This isvery important if you have applied for many jobs in a short time as it iseasy to become confused and give an impression of inefficiency.Make sure you know where and when you have to report for theinterview.Go to the building(but not inside the office)a day o
25、r twobefore,if necessary,to find out how long the journey takes and where5exactly the place is.Aim to arrive five or ten minutes early for the actual interview,thenyou will have a little time in hand and you will not panic if you aredelayed.You start at a disadvantage if you arrive worried and tenmi
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