大学英语自学教程下册.doc
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1、大学英语自学教程(下)01-A. What Is a Decision?201-B. Secrets of Success at an Interview402-A. Black Holes702-B. Worlds within Worlds903-A. Euthanasia: For and Against1103-B. Advantage Unfair1304-A. Slavery on Our Doorstep1604-B. Return of The Chain Gang1805-A. The New Music2005-B. Different Types of Composers
2、2106-A. Improving Industrial Efficiency through Robotics2306-B. Predicting Earthquakes2507-A. Leisure and Leadership2707-B. The Time Message2908-A. Jet Lag: Prevention and Cure3208-B. Coetrolling Your Concentration3409-A. Aging in European Countries3709-B. Childrens Self-esteem3910-A. The Campaign f
3、or Election4210-B. The American Two-party System4411-A. Sacrificed to Science?4611-B. Lets Stop Keeping Pets4912-A. Let Your Mind Wander5112-B. To Sleep, Perchance to Dream5513-A. Work, Labor, and Play5913-B. The Workmans Compensation6114-A. The Teachers Last Shocking lesson6414-B. The Seeds of Wrat
4、h6615-A. The Computer and The Poet6915-B. Changes to Come in U. S. Education7101-A. 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 and objectives. The reason
5、 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 suggest that the management proce
6、ss 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 uncertainty is always there, ris
7、k 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, and many decisions have a bro
8、ad 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. These constraints exist at a
9、ll 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 problems has not been done. For
10、 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 identifying them, and the range is
11、 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 organization seeks to rea
12、ch. 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 are less than optimal f
13、or 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. In the larger scheme o
14、f 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 others, but the order and
15、 degree of importance often 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, and so on.The ordering a
16、nd 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 acceptable degrees of r
17、isk 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 is an ongoing entity, a
18、nd 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 confidence, which will carry
19、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 brings about. They have vague notions of f
20、urthering the companys prospects or 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 inter
21、viewers place. He wants somebody who 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 ho
22、pe to work for.Write down (and remember) 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 f
23、act, I did have several questions, but you have already answered them all.”Do 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 advertis
24、ement that you answered, any correspondence 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
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