實(shí)用商務(wù)英語(yǔ)綜合教程

內(nèi)容概要

《實(shí)用商務(wù)英語(yǔ)綜合教程》是“大學(xué)英語(yǔ)選修課系列教材”中的一本。本書(shū)針對(duì)已有一定英語(yǔ)基礎(chǔ)的大學(xué)三、四年級(jí)本科生而編寫，目的是在商務(wù)情景和背景下發(fā)展學(xué)生商務(wù)知識(shí)的同時(shí)，近一步培養(yǎng)學(xué)生的英語(yǔ)聽(tīng)、說(shuō)、讀、寫語(yǔ)言知識(shí)的綜合應(yīng)用能力，以提高學(xué)生的英語(yǔ)交際表達(dá)能力。我們?cè)诰帉戇^(guò)程中，力求精確把握課程定位，掌握區(qū)別于基礎(chǔ)英語(yǔ)課程和商務(wù)專業(yè)課程的尺度。    本書(shū)是對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)編寫組教師通過(guò)教學(xué)實(shí)踐歸納、借鑒國(guó)外商務(wù)英語(yǔ)教材的特點(diǎn)編寫而成，其中閻彬老師在總結(jié)策劃全新的編寫模式中做出了很大的貢獻(xiàn)。首先，選材上主體突出。本書(shū)定位在一個(gè)比較寬泛的商務(wù)領(lǐng)域，選擇與所有商務(wù)活動(dòng)相關(guān)的管理學(xué)概念為基礎(chǔ)，使學(xué)生通過(guò)學(xué)習(xí)相關(guān)案例來(lái)理解在開(kāi)展商務(wù)活動(dòng)中人文環(huán)境背景知識(shí)對(duì)商務(wù)交流活動(dòng)的影響，同時(shí)還選擇了由淺顯的商務(wù)知識(shí)逐步深入到比較專業(yè)的會(huì)計(jì)知識(shí)、公司并購(gòu)的法律知識(shí)以及涉及經(jīng)濟(jì)、金融領(lǐng)域方面的知識(shí)，以此來(lái)提高學(xué)生的商務(wù)知識(shí)水平。    其次，本書(shū)注重語(yǔ)言綜合應(yīng)用能力，強(qiáng)調(diào)語(yǔ)篇層面上的學(xué)習(xí)，避免過(guò)去過(guò)于側(cè)重詞匯和句子的做法，用不同形式的豐富多彩的練習(xí)來(lái)訓(xùn)練和提高學(xué)生的英語(yǔ)語(yǔ)言綜合應(yīng)用能力。每一單元都涉及一個(gè)與商務(wù)活動(dòng)相關(guān)的主題，圍繞這個(gè)主題進(jìn)行延展，組織聽(tīng)、說(shuō)、讀、寫的各項(xiàng)訓(xùn)練。聽(tīng)力訓(xùn)練主要是對(duì)話（電話、會(huì)議、談判）和講話（產(chǎn)品推介、公司介紹等），學(xué)生可以總結(jié)大意，選擇填空或完形填空；口語(yǔ)訓(xùn)練包括討論、角色扮演、案例分析；閱讀注重趣味性和實(shí)用性，涵蓋閱讀圖表、會(huì)計(jì)報(bào)告等；寫作從簡(jiǎn)到難，從MEM0開(kāi)始到圖表分析到商務(wù)函電。

書(shū)籍目錄

總序前言Unit One Human Resource ManagementUnit Two　ManagementUnit Three　StrategyUnit Four　Corporate CultureUnit FiVe　MarketingUnit Silo　Corporate Social ResponsibilityUnit Seven　Emotions in WorkplaceUnit Eight　AdvertisingUnit Nine　AccountingUnit Ten　Merger and AcquisitionUnit EleVen　International TradeUnit Twelve　Financial PoliciesUnit Thirteen  EconomicsUnit Fourteen  Fmancial MarketsUnit Fifteen　BankingKcep and Script to the Ezcercises

章節(jié)摘錄

　　Women and Entrepreneurship Introduction　　A large number of women around the world have set up and managed their own businesses. It was not easy for these women to succeed in business. They had to face a lot of difficulties and overcome a number of barriers to become successful in their ventures. They had to deal with discrimination and withstand the skepticism of society， and also put in more effort than men to prove their credibility to others.　　The entrepreneurial style adopted by women was different from that of men. Studies have revealed that women focus more on intuition and relationships for running businesses， while men emphasize logic and efficiency. The ability that women have to look beyond the obvious and identify hidden opportunities sometimes helped them gain an edge over men.　　The entrepreneurial style of some of the successful women entrepreneurs of India are fea- tured in this case. All the women featured in this case came from different backgrounds and worked in different fields. Ekta Kapoor， the daughter of a successful film star， started her televi- sion software business at the age of 19 and became immensely successful by the time she was in her early 20s. Kiran Mazumdar Shaw had no educational qualifications for running a business. She did not even have an active interest in setting up a business. A chance meeting with the CEO of Biocon International， however， changed her career plans forever. She became Indias first lady biotechnology entrepreneur. These women were able to overcome social and educational con- straints to establish an extremely successful business model. By so doing， they set an example for other women.　　Successful Women Entrepreneurs Ekta Kapoor　　Ekta Kapoor was said to be the face and brain of Balaji Telefilms Limited （BTL）， and was almost solely responsible for the phenomenal success of most of BTLs serials. In order to encour- age his daughter to go further in her career， Ekta Kapoors father set up BTL in 1994. BTLs first serial was telecast in 1995. The first major success came with Hun/Paanch （We Five）， a comic sitcom about 5 girls and their harassed parents， which ran for 5 years on Zee TV. BTL came out with an initial public offer （IPO） in October 2000 to set up an integrated studio in Mumbai and to buy advanced equipment.　　The initial years in the business were not very easy for Ekta Kapoor.I　　There were times when she used to have 5 or 6 pilots ready but none of them would get approval from the channels. People did not take her seriously. Experienced writers would try to force her to accept sub-standard scripts as they thought she was the "brainless daughter of a moneyed father." She was able to overcome these barriers through sheer grit and determination. She worked relentlessly， even foregoing holidays， to make a mark for herself. Her time was completely occupied with thinking out stories， finalizing scripts， deciding on sets， costumes， casting， etc.　　Her hard work and commitment eventually paid off， and by the early 2000s she had two highly successful serials. By the end of 2002， she had about 35 programming hours per week on television —— no mean task for a person in her late 20s.　　She was a hands-on manager， closely involved with all aspects of the serials —— from the concept， to the script， the actors and the sets. She believed she had a knack for choosing the right faces for the right parts. Since she felt she understood audience preferences， she main- tained full control over the development of serials. She paid a lot of attention to detail and monitored all aspects of BTLs serials for the first few episodes. After she was convinced that her creative team could manage on its own， she eased off. However， she still kept track of the ratings and responses. If there was a crisis， like a fall in ratings， she stepped in again. Ekta was constantly on the look out for new ideas for serials and claimed to source most of her stories from real life situations or people.　　On the human resources front， Ekta Kapoor seemed to be something of an autocrat. She yelled at her subordinates as she believed that if she did not shout， things would not get done. She was also completely indifferent to star status and expected all the actors in her serials to toe her line.　　In 2001， Kapoor was selected by the Confederation of Indian Industries （CII）， to head the committee on entertainment. She also received anumber of awards in the early 21 st century. The entrepreneurial style of Ekta Kapoor may smack of authoritarianism， but analysts felt her refusal to compromise on quality and her attention to detail contributed greatly to her success. Her perfec- tionism seemed to have helped make BTL one of the most powerful television software companies of the 2000s. Kiran Mazumdar Shaw　　She is Indias first woman Brew Master and the founder director of the Biocon Group. She was on her way to join a brewery in Scotland when a chance meeting with the founder of Biocon Biochemicals （Ireland）， Leslie Auchincloss， steered her into a career in business. She started Biocon India in 1978 in a joint venture with the Irish firm and successfully turned it into a very influential company in India.　　Mazumdar is said to have the ability to see an opportunity much before others. However， she did not take hasty decisions. She started a business slowly， first testing the waters and expanding only when she was sure of its potential.　　Mazumdar believed in encouraging an open and supportive culture at Biocon. The company had a flat organizational structure and anybody in the organization， from the gardeners to the presidents， had equal access to her. She said， "The moment you start building boundaries， you destroy open culture." She believed that motivation comes from empowerment， and consequently， she encouraged her employees to challenge themselves and solve their own problems.　　In the initial years of the business， Mazumdar believed in employing more women than men in her company. But she realized that a large number of women eventually succumbed to societal or family pressures and stopped working. She therefore decided to recruit on the competency param- eter alone. The ratio of women to men in Biocon was 1.5：4 in 2002. A lot of key positions were occupied by women， but men were also well represented in the core team.　　Biocon was very successful in retaining employees. Most of the core team had been there for 10 years or more. Nirupa Bareja， the head of human resources， said， "I cant think of working for another company. Its either Biocon or nowhere." Biocon created a culture in which employees could grow and develop. This helped the company attract and retain the best talent in the country. Under Mazumdars leadership， Biocon grew from a small business in the garage of her house to becoming the largest biotech company in India. She was able to achieve this by attracting and retaining the best talent in the country. She said that she was able to achieve this success because of her belief in the field， her magnificent team of people who shared her passion and her determination， and her desire to succeed.　　Mazumdar wanted to make Biocon a global bio-therapeutics company which developed inno- vative and proprietary products and technologies. She believed that Biocon would achieve this position around 2005.

編輯推薦

　　《實(shí)用商務(wù)英語(yǔ)綜合教程》特點(diǎn)：　　把握大學(xué)英語(yǔ)教改精髓，倡導(dǎo)實(shí)用性英語(yǔ)教學(xué)　　選材原汁原味、鮮亮活潑、與時(shí)俱進(jìn)　　追求語(yǔ)言基礎(chǔ)與課程趣味的統(tǒng)一　　多渠道、多角度、多層面，高效傳遞語(yǔ)言信息

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