會(huì)展英語(yǔ)

前言

　　為了給剛走出校門(mén)的大學(xué)畢業(yè)生提供一種實(shí)用、專(zhuān)業(yè)的符合本行業(yè)特點(diǎn)的英語(yǔ)教材，在國(guó)內(nèi)相關(guān)院校的支持下，經(jīng)過(guò)各位編委的共同努力，我們專(zhuān)門(mén)編撰了這套《實(shí)用職業(yè)英語(yǔ)》系列叢書(shū)。它是相關(guān)專(zhuān)業(yè)的職前培訓(xùn)推薦教材，本套叢書(shū)的主旨是為他們走上工作崗位提供一套專(zhuān)業(yè)性強(qiáng)、相對(duì)較為實(shí)用的職前培訓(xùn)教材，通過(guò)對(duì)本套叢書(shū)的學(xué)習(xí)，有利于已經(jīng)具備一定專(zhuān)業(yè)基礎(chǔ)的人員在較短時(shí)間內(nèi)迅速掌握本專(zhuān)業(yè)的英語(yǔ)本領(lǐng)，為其早日順利地開(kāi)展對(duì)外業(yè)務(wù)打下扎實(shí)的英語(yǔ)基本功。本套叢書(shū)第一批暫出六個(gè)分冊(cè)，分別是：會(huì)展、物流、新聞、外貿(mào)、金融、法律。第二批和第三批將陸續(xù)推出，以滿足不同專(zhuān)業(yè)讀者的需要?！　”咎讌矔?shū)具有以下幾個(gè)特點(diǎn)：　　一、實(shí)用。本套叢書(shū)以實(shí)際應(yīng)用為宗旨，簡(jiǎn)化語(yǔ)法點(diǎn)，系統(tǒng)介紹本專(zhuān)業(yè)相關(guān)的背景知識(shí)，所選的材料以提高讀者的實(shí)際運(yùn)用英語(yǔ)水平為目標(biāo)，以大量的案例、票據(jù)等材料為基礎(chǔ)編寫(xiě)，每?jī)?cè)分為15-18個(gè)Unit，每個(gè)Unit又分為：Text、Notes、Baclkground、Study四個(gè)部分；　　二、職業(yè)性強(qiáng)。本套叢書(shū)所編選的材料新、專(zhuān)業(yè)性強(qiáng)；　　三、針對(duì)性強(qiáng)。本套叢書(shū)的課文專(zhuān)門(mén)按專(zhuān)業(yè)來(lái)編寫(xiě)，以講解分析專(zhuān)業(yè)英語(yǔ)為主，突出解析本學(xué)科的重點(diǎn)、難點(diǎn)、疑點(diǎn)問(wèn)題；Question和Dialogue緊扣Text，針對(duì)性強(qiáng)；圖文并茂；所編選的材料注重時(shí)效性、科學(xué)性和客觀性。　　本套叢書(shū)由胡志勇同志提出編寫(xiě)思想、設(shè)計(jì)編寫(xiě)思路、制定詳盡的編寫(xiě)體系，并具體指導(dǎo)和領(lǐng)導(dǎo)了各分冊(cè)的編寫(xiě)工作。在編寫(xiě)過(guò)程中，得到了復(fù)旦大學(xué)、上海交通大學(xué)、上海外國(guó)語(yǔ)大學(xué)、華東師范大學(xué)、同濟(jì)大學(xué)、上海財(cái)經(jīng)大學(xué)等院校和上海科技文獻(xiàn)出版社的支持和幫助。　　參加本套叢書(shū)編寫(xiě)的人員大多是上海地區(qū)高校從事外語(yǔ)教學(xué)工作多年的優(yōu)秀骨干，教學(xué)經(jīng)驗(yàn)豐富，但恐于時(shí)間和水平有限，書(shū)中難免還有不妥之處，敬請(qǐng)英語(yǔ)界專(zhuān)家同仁和廣大讀者批評(píng)指正。

內(nèi)容概要

本書(shū)以最新實(shí)用的會(huì)展英語(yǔ)材料為基礎(chǔ)編寫(xiě)，內(nèi)容涉及會(huì)展產(chǎn)業(yè)歷史、會(huì)展產(chǎn)業(yè)現(xiàn)狀、會(huì)展教育、會(huì)展籌備、會(huì)展推廣和展后跟進(jìn)等各個(gè)方面，入選的材料注重時(shí)效性、趣味性和客觀性，具有實(shí)用性強(qiáng)——以本專(zhuān)業(yè)實(shí)際運(yùn)用為宗旨，職業(yè)性強(qiáng)、針對(duì)性強(qiáng)等特點(diǎn)。本冊(cè)共有15個(gè)單元，每一課包括Text，Notes，Background等內(nèi)容，為提高學(xué)生的閱讀理解能力，在課文后加注Notes，使學(xué)生掌握必要的會(huì)展英語(yǔ)詞匯，在背景知識(shí)中結(jié)合課文，介紹相關(guān)的知識(shí)，每個(gè)單元至少有兩篇趣味性強(qiáng)的Reading Materials，以擴(kuò)大學(xué)生的閱讀量，培養(yǎng)閱讀的興趣。

書(shū)籍目錄

IntroductionPrefaceUnit 1 Historical Development of ExhibitionsUnit 2 Value of ExhibitionUnit 3 Regional Development of ExhibitionUnit 4 International & National Exhibition OrganizationUnit 5 International ConventionUnit 6 Exhibition RegulationsUnit 7 Exhibition TrainingUnit 8 Exhibition Education in ChinaUnit 9 Exhibition PlanningUnit 10 Exhibition PromotionUnit 11 How to be a Successful ExhibitionUnit 12 Facilities and Services in Exhibition HallUnit 13 Facilities and ServicesUnit 14 Post，exhibition Follow-upUnit 15 Future of Exhibition

章節(jié)摘錄

　　So， what should todays federal， state， and local workers employers do?　　First， recognize that training and development are not costs but investments in the development of the employee and the success of the agency. In fact， with nearly one in four government workers scheduled to retire in the next five years， current employees are the best ones to ensure that an agency can continue meeting its mission. The Performance Assessment Network uncovered that those employees who participated in training and development opportunities provided by their employer were significantly more engaged，and significantly less unengaged than those employees who were not given training opportunities-and employee engagement leads directly to the types of behaviors desired of employees.　　Second， do a better job of selecting employees， ensuring a good fit in the organization. With more than one in five new state/local employees leaving voluntarily or being fired by their organization， all government agencies need to do a better job of finding the right person for the right job at the right time， the definition of "recruiting，"the first of the "4 Rs of Workforce Engagement."　　Third， do something simple. Create mentoring programs as part of an organizational on-boarding process， select and train the mentors， match mentors with "mentees，" and create incentives for both to succeed.　This-inexpensive program improves the productivity of new employees as well as their retention， and teaches the mentors supervisory skills that might be of benefit to an organization in the future.　　Fourth， make sure that front line supervisors and managers understand the importance of providing training for the short term and the long term. Remember，employees quit a boss， not a company.　　Fifth， realize that training doesnt have to be directly related to the day-to-day job.Giving employees time to join a not-for-profit board， paying for ongoing professional certification， even giving lessons to specific groups of employees on speaking in front of others provides job enrichment and development opportunities that will enhance that employees engagement to your organization.　　Sixth， help others in your organization recognize the linkage between employee engagement and decreased cost， increased customer satisfaction， and improved financial results. An academic study examining the linkages between employees， customers and financial performance found a direct link between improvements in a federal government agencys "work climate"-the satisfaction of the employees-and a significant improvement in employee productivity.

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