【对外经济贸易大学Dyned】DBE Unit3
对外经济贸易大学 管理学原理 考点 精华 UIBE
CHAPTER 1•Manager（管理者）➢Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals •First-line Managers（基层管理者）➢Are at the lowest level of management and manage the work of non-managerial employees.•Middle Managers（中层管理者）➢Manage the work of first-line managers.•Top Managers（高层管理者）➢Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?（什么是管理）•Coordinating working activities （协调）•Managerial Concerns➢Efficiency（效率）❖“Doing things right”–Getting the most output for the least inputs➢Effectiveness（效果）❖“Doing the right things”–Attaining organizational goals•Functional Approach（管理职能）➢Planning （计划）❖Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.➢Organizing （组织）❖Arranging work to accomplish organizational goals.➢Leading （领导）❖Working with and through people to accomplish goals.➢Controlling （控制）❖Monitoring, comparing, and correcting the work.•Management Roles Approach （管理角色）➢Interpersonal roles（人际）❖Figurehead, leader, liaison➢Informational roles （信息）❖Monitor, disseminator, spokesperson➢Decisional roles （决策）❖Entrepreneur, Disturbance handler, resource allocator, negotiator •Skills Approach（管理技能）➢Technical skills （技术技能）❖Knowledge and proficiency in a specific field➢Human skills （人际技能）❖The ability to work well with other people➢Conceptual skills （概念技能）❖The ability to think and conceptualize about abstract and complex situations concerning the organization••An Organization Defined➢ A deliberate arrangement of people to accomplish some specific purpose •Common Characteristics of Organizations➢Have a distinct purpose (goal)➢Composed of people➢Have a deliberate structureCHAPTER 2Scientific ManagementTaylor’s Four Principles of Management1.Develop a science for each element of an individual’s work, which will replace the oldrule-of-thumb method. 科学方法2.Scientifically select and then train, teach, and develop the worker. 科学培训3.Heartily cooperate with the workers so as to ensure that all work is done in accordancewith the principles of the science that has been developed. 忠心合作4.Divide work and responsibility almost equally between management and workers.职责平等5.Frank and Lillian Gilbreth 吉尔布雷斯夫妇1.Focused on increasing worker productivity through the reduction of wasted motion2.Developed the microchronometer to time worker motions and optimize performance6.Henri Fayol 亨利.法约尔1.Believed that the practice of management was distinct from other organizationalfunctions2.Developed fourteen principles of management that applied to all organizationalsituationsDivision of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interest to the interests of the organization.Remuneration. Centralization.Scalar chain.Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.7.Max Weber 马克斯.韦伯1.Developed a theory of authority based on an ideal type of organization (bureaucracy•Organizational Behavior (OB)➢The study of the actions of people at work; people are the most important asset of an organizationThe Hawthorne Studies （霍桑实验• A series of productivity experiments conducted at Western Electric from 1927 to 1932.•Experimental findings➢Productivity unexpectedly increased under imposed adverse working conditions.➢The effect of incentive plans was less than expected.•Research conclusion➢Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentivesCHAPER 3The Manager: Omnipotent or Symbolic?•Omnipotent View of Management （管理万能论）➢管理者应该直接对组织的成败负责➢不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致➢组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负起大部分责任•Symbolic View of Management （管理象征论）•组织的成败大部分是由于管理者无法掌握的外力所造成•管理者对成果的掌握能力，会受到外部因素的影响和束缚•这些因素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定产业状况、专利技术的控制以及前任管理者的决策等•管理者透过行动，象征性地控制和影响组织的运作•Organizational Culture➢ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.➢“The way we do things around here.”•Values, symbols, rituals, myths, and practices➢Implications:•Culture is a perception.•Culture is shared.•Culture is descriptive.The source of an organization’ s culture and how that culture continues 看书上How Employees Learn Culture•Stories （故事）➢Narratives of significant events or actions of people that convey the spirit of the organization•Rituals （仪式）➢Repetitive sequences of activities that express and reinforce the values of the organization•Material Symbols➢Physical assets distinguishing the organization•Language➢Acronyms and jargon of terms, phrases, and word meanings specific to an organizationCHAPER 6The Decision-Making Process•The Decision-Making Process （决策制定过程）➢Identifying a problem and decision criteria and allocating weights to the criteria.（界定问题，设立决策的准则，分配准则的权重）➢Developing, analyzing, and selecting an alternative that can resolve the problem.（发展、分析、选择能解决问题之方案）➢Implementing the selected alternative. （执行方案）➢Evaluating the decision’s effectiveness. （评估决策的效能）Step 1: Identifying the Problem•Problem （问题）➢ A discrepancy between an existing and desired state of affairs. （理想情况与现实状况之间存在了某种差距）•Characteristics of Problems （问题的特性）➢ A problem becomes a problem when a manager becomes aware of it. （管理者察觉问题所在）➢There is pressure to solve the problem. （压力——解决问题的动机）➢The manager must have the authority, information, or resources needed to solve the problem. （管理者必须有解决问题所需之职权、信息和各项资源）Step 2: Identifying Decision Criteria•Decision criteria are factors that are important (relevant) to resolving the problem. Step 3: Allocating Weights to the Criteria•Decision criteria are not of equal importance:•各个决策准则，其重要性并不完全一致Step 4: Developing Alternatives 步骤四：开发备择方案•Identifying viable alternatives 确认可行的方案➢Alternatives are listed (without evaluation) that can resolve the problem. 列出解决问题的各种可行方案（但不予以评估）Step 5: Analyzing Alternatives•Appraising each alternative’s strengths and weaknesses评估每个方案的优劣➢An alternative’s appraisal is based on its ability to resolve the issues identified in steps 2 and 3.方案的评估是根据第二、三步骤所发展的准则，透过这样的分析，每个方案的优劣即可清楚呈现Step 6: Selecting an Alternative 步骤六：选择方案•Choosing the best alternative （选出最佳方案）➢The alternative with the highest total weight is chosen.选出得分最高的方案Step 7: Implementing the Decision 步骤七：执行•Putting the chosen alternative into action.•将决策付诸行动➢Conveying the decision to and gaining commitment from those who will carry out the decision.将方案有关的讯息传给执行决策者，并获得他们的认同与承诺Step 8: Evaluating the Decision’s Effectiveness 步骤八：评估决策的效能•The soundness of the decision is judged by its outcomes.决策正确与否，可由决策的结果加以检视Making Decisions （决策模式）•Rationality （理性）➢Managers make consistent, value-maximizing choices with specified constraints.➢Assumptions are that decision makers: （理性假设）❖Are perfectly rational, fully objective, and logical.❖Have carefully defined the problem and identified all viable alternatives.❖Have a clear and specific goal❖Will select the alternative that maximizes outcomes in the organization’s interests rather than in their personal interests.•Bounded Rationality （有限理性）➢Managers make decisions rationally, but are limited (bounded) by their ability to process information.➢Assumptions are that decision makers: （有限理性假设）❖Will not seek out or have knowledge of all alternatives❖Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome oftheir decision by considering all alternatives and choosing the best.•Escalation of Commitment （承诺升级）➢Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong.What is Intuition? （何谓直觉）•Structured Problems （结构化问题）➢Involve goals that clear.➢Are familiar (have occurred before).➢Are easily and completely defined—information about the problem is available and complete.Programmed Decision （程序化决策）➢ A repetitive decision that can be handled by a routine approach.•Unstructured Problems （非结构化问题）•Problems that are new or unusual and for which information is ambiguous or incomplete.•Problems that will require custom-made solutions•Nonprogrammed Decisions （非程序化决策）➢Decisions that are unique and nonrecurring.➢Decisions that generate unique responses.Decision-Making Conditions•Certainty （确定性决策）➢管理者得以作出准确决策的最理想状况，因为所有可能方案的结果都是已知•Risk （风险决策）➢在风险情况下，决策者可依据个人经验或资料，预估各方案成败与结果的机率•Uncertainty （不确定性决策）➢当管理者对可能的结果与机率一无所知时，将迫使他们靠直觉、创意、征兆观察和胆识来作决策•Uncertainty （不确定性）➢Limited or information prevents estimation of outcome probabilities for alternatives associated with the problem and may force managers to rely on intuition,hunches, and “gut feelings”.•Maximax: the optimistic manager’s choice to maximize the maximum payoff （最大收益最大化）找出每种可能决策的最好结果，选择其中具有最大报酬的决策Maximin:the pessimistic manager’s choice to maximize the minimum payoff （最小收益最大化）找出每种决策的最差结果，选择其中最大报酬的决策•Minimax: the manager’s choice to minimize his maximum regret. （最大遗憾最小化）找出每种决策的最大潜在遗憾，选择其中最小的决策。
【免费下载】对外经济贸易大学翻译硕士MTI考研真题
2015年对外经济贸易大学翻译硕士MTI 考研真题 各位2016年考研的小伙伴们，欢迎大家来到才思教育，今天给大家着重的分析一下关于对外经济贸易大学翻译硕士MTI 考研的相关内容。
百科知识明星效应 celebrity effect民间文化遗产 folk cultural heritage民事伴侣关系 civil partnership民意 will of the people民怨 social grievance (Officials in southwest China's Guizhou Province have admitted there are social grievances in Weng'an County where a girl's death sparked a violent protest over the weekend.)民族企业 domestic enterprises摸彩 draw lot for prize模仿秀 imitation show抹黑 stain somebody's name; bring shame on模糊逻辑 fuzzy logic模糊战略(美国在台湾问题上奉行的政策) indistinct strategy; ambiguous strategy模块 module摩门教 Mormon Church (the Church of Jesus Christ of Latter-day Saints)模拟测试 mock test; simulated exam模拟装置 simulator末日论者 doomster莫失良机;趁热打铁 make hay while the sun shines末位淘汰 (under the new personnel system) the person graded last in the performance evaluation will be laid off from his position磨洋工 dawdle along摸着石头过河 test each step before taking it;advance cautiously默哀 silent tribute (President Hu Jintao, who just returned from a three-day visit to the quake-hit areas, paid a three-minute silent tribute to victims of the quake in the central government compound of Zhongnanhai in Beijing. 刚刚结束三天震区支行的胡锦涛主席，在中南海为地震遇难者默哀三分钟。
国际贸易实务双语教程(第三版)Unit 03
Modification or Termination of Contract
• CISG Article 29:
• (1) A contract may be modified or terminated by the mere agreement of the parties. (2) A contract in writing which contains • a provision requiring any modification or termination by agreement to be in writing may not be otherwise modified or terminated by agreement. However, a party may be precluded by his conduct from asserting such a provision to the extent that the other party has relied on that conduct.
2222009843tradethelawsareapplicabletointernationalsalescontractsinternationaltradepracticeinternationaltradepracticeinternationalrulesfortheinterpretationinternationalrulesfortheinterpretationoftradetermsoftradeterms国际贸易术语解释通则国际贸易术语解释通则uniformcustomsandpracticeforuniformcustomsandpracticefordocumentarycreditdocumentarycreditdocumentarycreditdocumentarycreditinternationaltreatyinternationaltreatyunitenationsconventiononcontractsfortheunitenationsconventiononcontractsfortheinternationalsaleofgoodsinternationalsaleofgoods公约公约domesticlawsdomesticlawscontractlawcontractlaw中华人民共和国合同法中华人民共和国合同法跟单信用证统跟单信用证统跟单信用证统一惯例跟单信用证统一惯例惯例惯例联合国国际货物销售合同联合国国际货物销售合同modificationorterminationofcontract?cisgarticle29
对外经济贸易大学商学院EDP海外访学项目
对外经济贸易大学商学院海外访学项目竞争性谈判文件采购编号：国际工程咨询年月目录第一章采购邀请 ............................................ 错误!未指定书签。
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. 响应文件的初审与澄清............................... 错误!未指定书签。
DynedDBEUnit2WorkExperience（含答案）
DBE Unit 2 Work ExperienceJean NielsonThis is Jean Nielson. Jean Graduated from Columbia University in 1981. She majored in economics. 2 y ear later in 1983.Jean was hired by Federal Motors. Jean W orked in Personnel at Federal Motor for 7 year until 1990. In 1990, she quitted her job at Federal Motors and joined the IBX.Jean quitted her job at Federal Motors because she wanted a more interesting job. She was also offered a higher salary.At IBX she was hired as personnel manager in one of their factories. As personnel Manager she has many responsibilities. Jean is in charge of interviewing and hiring new employ ees.She also manages the company employ ee training programs.Jean has excellent communication skills so she has done very well at IBX Jean has worked at IBX since 1990.In her job, she has good communication skills. Jean likes her job and is planning to stay at IBX for a long time. Please note the changes which occurred in personnel in 1990. At the beginning at 1990, Jean Nielson was an assistant manager .when Jean left the company at the end of 1990. She was replaced by Steve. Steve’s old position was filled by Bill Lee. Bill Lee was transferred into personnel form sales.Tom JohnsThis is Tom John. Tom has graduated from Stanford University. He graduated in 1988, with a degree in mathematics.Tom was hired by Federal Motors right after graduating from Stanford. T om got a job with Federal Motors Right after graduation. Since he joined the company in 1988.Tom has worked in the Research & Department. Since he joined the company in 1988. For the few y ears, T om has designing auto components.Tom is responsible for designing new automobile componentsTom enjoys his work and often works late at the office. He is hoping to be promoted in the next year or two.Tom has been with Federal Motors for more than 10 years. He has worked very hard, and he has an excellent work record. Tom is responsible to h is boss, Jim Nielson. Jim Nielson has been T om’s boss since 1990. Jim stated working at Federal Motors 3 y ear before T om Jones the company. In the future, T om Jones will be promoted.Federal MotorsThere were many important changes at Federal Motors in 1990. In personnel Jean Nielson was an assistant manager at the beginning of the y ear. At the end of the year, Jean left Federal Motors and joined IBX. Jean’s position was filed by Steve who joined the company in1987.In the production division 1990 was not a good y ear. In the factory the work fine was cut by more than 10%. At the beginning of the year, there were 2000 workers in the factory. At the end of the y ear, there were 1750 workers in the factory.There were also some important changes in the sales department. Dave Jackson, the sales manager was fired because of a drinking problem. He missed meetings and often came to work late. He was replaced by Sonia Scott, who joined the company from outside. Ed Smith was transformed to sales from engineering to as sit Miss Scott.There were also changes in the R&D departed Tim Nielson was promoted to General manger.Focus Exercises1.2.3.4.5.6.7.8.9.10.11.12.13.14.15.16.17.18.19.20.21.22.23.24.25.26..27.28.。
【贸大经济学考博真题大放送】2004-2016年对外经济贸易大学2201经济学基础+英语考博真题完整版整理
【贸大经济学考博真题大放送】2004-2016年对外经济贸易大学2201经济学基础+英语考博真题完整版整理，了解一下！
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12016年对外经济贸易大学2201经济学基础考博真题
其他2004年-2016年的真题截图（真实完整版）
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对外经济贸易大学_管理学原理_考点_精华_UIBE
CHAPTER 1•Manager（管理者）Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals•First-line Managers（基层管理者）Are at the lowest level of management and manage the work of non-managerial employees.•Middle Managers（中层管理者）Manage the work of first-line managers.•Top Managers（高层管理者）Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?（什么是管理）•Coordinating working activities （协调）•Managerial ConcernsEfficiency（效率）“Doing things right”–Getting the most output for the least inputsEffectiveness（效果）“Doing the right things”–Attaining organizational goals•Functional Approach（管理职能）Planning （计划）Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.Organizing （组织）Arranging work to accomplish organizational goals.Leading （领导）Working with and through people to accomplish goals.Controlling （控制）Monitoring, comparing, and correcting the work.•Management Roles Approach （管理角色）Interpersonal roles（人际）Figurehead, leader, liaisonInformational roles （信息）Monitor, disseminator, spokespersonDecisional roles （决策）Entrepreneur, Disturbance handler, resource allocator, negotiator •Skills Approach（管理技能）Technical skills （技术技能）Knowledge and proficiency in a specific fieldHuman skills （人际技能）The ability to work well with other peopleConceptual skills （概念技能）The ability to think and conceptualize about abstract and complex situations concerning the organization••An Organization DefinedA deliberate arrangement of people to accomplish some specific purpose•Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structureCHAPTER 2Scientific ManagementTaylor’s Four Principles of Management1.Develop a science for each element of an individual’s work, which will replace the oldrule-of-thumb method. 科学方法2.Scientifically select and then train, teach, and develop the worker. 科学培训3.Heartily cooperate with the workers so as to ensure that all work is done in accordance with theprinciples of the science that has been developed. 忠心合作4.Divide work and responsibility almost equally between management and workers. 职责平等5.Frank and Lillian Gilbreth 吉尔布雷斯夫妇1.Focused on increasing worker productivity through the reduction of wasted motion2.Developed the microchronometer to time worker motions and optimize performance6.Henri Fayol 亨利.法约尔1.Believed that the practice of management was distinct from other organizational functions2.Developed fourteen principles of management that applied to all organizational situations Division of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interest to the interests of the organization.Remuneration.Centralization.Scalar chain.Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.7.Max Weber 马克斯.韦伯1.Developed a theory of authority based on an ideal type of organization (bureaucracy•Organizational Behavior (OB)The study of the actions of people at work; people are the most important asset of an organizationThe Hawthorne Studies （霍桑实验• A series of productivity experiments conducted at Western Electric from 1927 to 1932.•Experimental findingsProductivity unexpectedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.•Research conclusionSocial norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentivesCHAPER 3The Manager: Omnipotent or Symbolic?•Omnipotent View of Management （管理万能论）管理者应该直接对组织的成败负责不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负起大部分责任•Symbolic View of Management （管理象征论）•组织的成败大部分是由于管理者无法掌握的外力所造成•管理者对成果的掌握能力，会受到外部因素的影响和束缚•这些因素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定产业状况、专利技术的控制以及前任管理者的决策等•管理者透过行动，象征性地控制和影响组织的运作•Organizational CultureA system of shared meanings and common beliefs held by organizational members thatdetermines, in a large degree, how they act towards each other.“The way we do things around here.”•Values, symbols, rituals, myths, and practicesImplications:•Culture is a perception.•Culture is shared.•Culture is descriptive.The source of an organization’ s culture and how that culture continues 看书上How Employees Learn Culture•Stories （故事）Narratives of significant events or actions of people that convey the spirit of the organization •Rituals （仪式）Repetitive sequences of activities that express and reinforce the values of the organization •Material SymbolsPhysical assets distinguishing the organization•LanguageAcronyms and jargon of terms, phrases, and word meanings specific to an organizationCHAPER 6The Decision-Making Process•The Decision-Making Process （决策制定过程）Identifying a problem and decision criteria and allocating weights to the criteria. （界定问题，设立决策的准则，分配准则的权重）Developing, analyzing, and selecting an alternative that can resolve the problem. （发展、分析、选择能解决问题之方案）Implementing the selected alternative. （执行方案）Evaluating the decision’s effectiveness. （评估决策的效能）Step 1: Identifying the Problem•Problem （问题）A discrepancy between an existing and desired state of affairs. （理想情况与现实状况之间存在了某种差距）•Characteristics of Problems （问题的特性）A problem becomes a problem when a manager becomes aware of it. （管理者察觉问题所在）There is pressure to solve the problem. （压力——解决问题的动机）The manager must have the authority, information, or resources needed to solve the problem.（管理者必须有解决问题所需之职权、信息和各项资源）Step 2: Identifying Decision Criteria•Decision criteria are factors that are important (relevant) to resolving the problem.Step 3: Allocating Weights to the Criteria•Decision criteria are not of equal importance:•各个决策准则，其重要性并不完全一致Step 4: Developing Alternatives 步骤四：开发备择方案•Identifying viable alternatives 确认可行的方案Alternatives are listed (without evaluation) that can resolve the problem. 列出解决问题的各种可行方案（但不予以评估）Step 5: Analyzing Alternatives•Appraising each alternative’s strengths and weaknesses评估每个方案的优劣An alternative’s appraisal is based on its ability to resolve the issues identified in steps 2 and 3.方案的评估是根据第二、三步骤所发展的准则，透过这样的分析，每个方案的优劣即可清楚呈现Step 6: Selecting an Alternative 步骤六：选择方案•Choosing the best alternative （选出最佳方案）The alternative with the highest total weight is chosen.选出得分最高的方案Step 7: Implementing the Decision 步骤七：执行•Putting the chosen alternative into action.•将决策付诸行动Conveying the decision to and gaining commitment from those who will carry out the decision.将方案有关的讯息传给执行决策者，并获得他们的认同与承诺Step 8: Evaluating the Decision’s Effectiveness 步骤八：评估决策的效能•The soundness of the decision is judged by its outcomes.决策正确与否，可由决策的结果加以检视Making Decisions （决策模式）•Rationality （理性）Managers make consistent, value-maximizing choices with specified constraints.Assumptions are that decision makers: （理性假设）Are perfectly rational, fully objective, and logical.Have carefully defined the problem and identified all viable alternatives.Have a clear and specific goalWill select the alternative that maximizes outcomes in the organization’s interests rather than in their personal interests.•Bounded Rationality （有限理性）Managers make decisions rationally, but are limited (bounded) by their ability to process information.Assumptions are that decision makers: （有限理性假设）Will not seek out or have knowledge of all alternativesWill satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering allalternatives and choosing the best.•Escalation of Commitment （承诺升级）Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong.What is Intuition? （何谓直觉）•Structured Problems （结构化问题）Involve goals that clear.Are familiar (have occurred before).Are easily and completely defined—information about the problem is available and complete.Programmed Decision （程序化决策）A repetitive decision that can be handled by a routine approach.•Unstructured Problems （非结构化问题）•Problems that are new or unusual and for which information is ambiguous or incomplete.•Problems that will require custom-made solutions•Nonprogrammed Decisions （非程序化决策）Decisions that are unique and nonrecurring.Decisions that generate unique responses.Decision-Making Conditions•Certainty （确定性决策）管理者得以作出准确决策的最理想状况，因为所有可能方案的结果都是已知•Risk （风险决策）在风险情况下，决策者可依据个人经验或资料，预估各方案成败与结果的机率•Uncertainty （不确定性决策）当管理者对可能的结果与机率一无所知时，将迫使他们靠直觉、创意、征兆观察和胆识来作决策•Uncertainty （不确定性）Limited or information prevents estimation of outcome probabilities for alternatives associatedwith the problem and may force managers to rely on intuition, hunches, and “gut feelings”.•Maximax: the optimistic manager’s choice to maximize the maximum payoff （最大收益最大化）找出每种可能决策的最好结果，选择其中具有最大报酬的决策Maximin: the pessimistic manager’s choice to maximize the minimum payoff （最小收益最大化）找出每种决策的最差结果，选择其中最大报酬的决策•Minimax: the manager’s choice to minimize his maximum regret. （最大遗憾最小化）找出每种决策的最大潜在遗憾，选择其中最小的决策。
对外经济贸易大学 管理学原理 考点 精华 UIBE
对外经济贸易大学管理学原理考点精华 UIBECHAPTER 1•Manager（管理者）➢Someone who works with and through otherpeople by coordinating and integrating theirwork activities in order to accomplishorganizational goals•First-line Managers（基层管理者）➢Are at the lowest level of management andmanage the work of non-managerial employees. •Middle Managers（中层管理者）➢Manage the work of first-line managers.•Top Managers（高层管理者）➢Are responsible for making organization-widedecisions and establishing plans and goals thataffect the entire organization.What Is Management?（什么是管理）•Coordinating working activities （协调）•Managerial Concerns➢Efficiency（效率）❖“Doing things right”–G etting the most output for the leastinputs➢Effectiveness（效果）❖“Doing the right things”–A ttaining organizational goals•Functional Approach（管理职能）➢Planning （计划）❖D efining goals, establishing strategies toachieve goals, developing plans to integrateand coordinate activities.➢Organizing （组织）❖A rranging work to accomplishorganizational goals.➢Leading （领导）❖W orking with and through people toaccomplish goals.➢Controlling （控制）❖M onitoring, comparing, and correcting thework.•Management Roles Approach （管理角色）➢Interpersonal roles（人际）❖F igurehead, leader, liaison➢Informational roles （信息）❖M onitor, disseminator, spokesperson ➢Decisional roles （决策）❖E ntrepreneur, Disturbance handler,resource allocator, negotiator•Skills Approach（管理技能）➢Technical skills （技术技能）❖K nowledge and proficiency in a specificfield➢Human skills （人际技能）❖T he ability to work well with other people ➢Conceptual skills （概念技能）❖T he ability to think and conceptualizeabout abstract and complex situationsconcerning the organization••An Organization Defined➢A deliberate arrangement of people toaccomplish some specific purpose•Common Characteristics of Organizations➢Have a distinct purpose (goal)➢Composed of people➢Have a deliberate structureCHAPTER 2Scientific ManagementTaylor’s Four Principles of Management1.Develop a science for each element of anindividual’s work, which will replace the old rule-of-thumb method. 科学方法2.Scientifically select and then train, teach, anddevelop the worker. 科学培训3.Heartily cooperate with the workers so as to ensurethat all work is done in accordance with the principles of the science that has been developed.忠心合作4.Divide work and responsibility almost equallybetween management and workers. 职责平等5.Frank and Lillian Gilbreth 吉尔布雷斯夫妇1.Focused on increasing worker productivitythrough the reduction of wasted motion2.Developed the microchronometer to timeworker motions and optimize performance6.Henri Fayol 亨利.法约尔1.Believed that the practice of management wasdistinct from other organizational functions2.Developed fourteen principles of managementthat applied to all organizational situations Division of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interest to the interests of the organization. Remuneration.Centralization.Scalar chain.Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.7.Max Weber 马克斯.韦伯1.Developed a theory of authority based on anideal type of organization (bureaucracy•Organizational Behavior (OB)➢The study of the actions of people at work;people are the most important asset of anorganizationThe Hawthorne Studies （霍桑实验•A series of productivity experiments conducted at Western Electric from 1927 to 1932.•Experimental findings➢Productivity unexpectedly increased underimposed adverse working conditions.➢The effect of incentive plans was less thanexpected.•Research conclusion➢Social norms, group standards and attitudesmore strongly influence individual output andwork behavior than do monetary incentivesCHAPER 3The Manager: Omnipotent or Symbolic? •Omnipotent View of Management （管理万能论）➢管理者应该直接对组织的成败负责➢不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致➢组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负起大部分责任•Symbolic View of Management （管理象征论）•组织的成败大部分是由于管理者无法掌握的外力所造成•管理者对成果的掌握能力，会受到外部因素的影响和束缚•这些因素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定产业状况、专利技术的控制以及前任管理者的决策等•管理者透过行动，象征性地控制和影响组织的运作•Organizational Culture➢A system of shared meanings and commonbeliefs held by organizational members thatdetermines, in a large degree, how they acttowards each other.➢“The way we do things around here.”•Values, symbols, rituals, myths, andpractices➢Implications:•Culture is a perception.•Culture is shared.•Culture is descriptive.The source of an organization’s culture and how that culture continues 看书上How Employees Learn Culture•Stories （故事）➢Narratives of significant events or actions ofpeople that convey the spirit of the organization •Rituals （仪式）➢Repetitive sequences of activities that expressand reinforce the values of the organization •Material Symbols➢Physical assets distinguishing the organization •Language➢Acronyms and jargon of terms, phrases, andword meanings specific to an organizationCHAPER 6The Decision-Making Process•The Decision-Making Process （决策制定过程）➢Identifying a problem and decision criteria andallocating weights to the criteria. （界定问题，设立决策的准则，分配准则的权重）➢Developing, analyzing, and selecting analternative that can resolve the problem. （发展、分析、选择能解决问题之方案）➢Implementing the selected alternative. （执行方案）➢Evaluating the decision’s effectiveness. （评估决策的效能）Step 1: Identifying the Problem•Problem （问题）➢A discrepancy between an existing and desiredstate of affairs. （理想情况与现实状况之间存在了某种差距）•Characteristics of Problems （问题的特性）➢A problem becomes a problem when a managerbecomes aware of it. （管理者察觉问题所在）➢There is pressure to solve the problem. （压力——解决问题的动机）➢The manager must have the authority,information, or resources needed to solve theproblem. （管理者必须有解决问题所需之职权、信息和各项资源）Step 2: Identifying Decision Criteria•Decision criteria are factors that are important (relevant) to resolving the problem.Step 3: Allocating Weights to the Criteria•Decision criteria are not of equal importance:•各个决策准则，其重要性并不完全一致Step 4: Developing Alternatives 步骤四：开发备择方案•Identifying viable alternatives 确认可行的方案➢Alternatives are listed (without evaluation) thatcan resolve the problem. 列出解决问题的各种可行方案（但不予以评估）Step 5: Analyzing Alternatives•Appraising each alternative’s strengths and weaknesses评估每个方案的优劣➢An alternative’s appraisal is based on its abilityto resolve the issues identified in steps 2 and 3. 方案的评估是根据第二、三步骤所发展的准则，透过这样的分析，每个方案的优劣即可清楚呈现Step 6: Selecting an Alternative 步骤六：选择方案•Choosing the best alternative （选出最佳方案）➢The alternative with the highest total weight ischosen.选出得分最高的方案Step 7: Implementing the Decision 步骤七：执行•Putting the chosen alternative into action.•将决策付诸行动➢Conveying the decision to and gainingcommitment from those who will carry out thedecision.将方案有关的讯息传给执行决策者，并获得他们的认同与承诺Step 8: Evaluating the Decision’s Effectiveness 步骤八：评估决策的效能•The soundness of the decision is judged by its outcomes.决策正确与否，可由决策的结果加以检视Making Decisions （决策模式）•Rationality （理性）➢Managers make consistent, value-maximizingchoices with specified constraints.➢Assumptions are that decision makers: （理性假设）❖A re perfectly rational, fully objective, andlogical.❖H ave carefully defined the problem andidentified all viable alternatives.❖H ave a clear and specific goal❖W ill select the alternative that maximizesoutcomes in the organization’s interestsrather than in their personal interests. •Bounded Rationality （有限理性）➢Managers make decisions rationally, but arelimited (bounded) by their ability to processinformation.➢Assumptions are that decision makers: （有限理性假设）❖W ill not seek out or have knowledge of allalternatives❖W ill satisfice—choose the first alternativeencountered that satisfactorily solves theproblem—rather than maximize theoutcome of their decision by considering allalternatives and choosing the best. •Escalation of Commitment （承诺升级）➢Increasing or continuing a commitment toprevious decision despite mounting evidencethat the decision may have been wrong.What is Intuition? （何谓直觉）•Structured Problems （结构化问题）➢Involve goals that clear.➢Are familiar (have occurred before).➢Are easily and completely defined—informationabout the problem is available and complete.Programmed Decision （程序化决策）➢A repetitive decision that can be handled by aroutine approach.•Unstructured Problems （非结构化问题）•Problems that are new or unusual and for which information is ambiguous or incomplete. •Problems that will require custom-made solutions •Nonprogrammed Decisions （非程序化决策）➢Decisions that are unique and nonrecurring.➢Decisions that generate unique responses. Decision-Making Conditions•Certainty （确定性决策）➢管理者得以作出准确决策的最理想状况，因为所有可能方案的结果都是已知•Risk （风险决策）➢在风险情况下，决策者可依据个人经验或资料，预估各方案成败与结果的机率•Uncertainty （不确定性决策）➢当管理者对可能的结果与机率一无所知时，将迫使他们靠直觉、创意、征兆观察和胆识来作决策•Uncertainty （不确定性）➢Limited or information prevents estimation ofoutcome probabilities for alternativesassociated with the problem and may forcemanagers to rely on intuition, hunches, and“gut feelings”.•Maximax: the optimistic manager’s choiceto maximize the maximum payoff （最大收益最大化）找出每种可能决策的最好结果，选择其中具有最大报酬的决策Maximin: the pessimistic manager’s choice to maximize the minimumpayoff （最小收益最大化）找出每种决策的最差结果，选择其中最大报酬的决策•Minimax: the manager’s choice tominimize his maximum regret. （最大遗憾最小化）找出每种决策的最大潜在遗憾，选择其中最小的决策。
中国大学MOOC对外经济贸易大学“综合商务英语”慕课期末考试答案
1单选(1分)The irony was that Shawn had not seen her. Nor for that _________ had anyone else.得分/总分A.ideaB.aspectC.matterD.issue正确答案：C你没选择任何选项2单选(1分)He had _________ the cultural values of the Japanese after a year of living in Tokyo.得分/总分A.materializedB.internalizedC.specializedD.realized正确答案：B你没选择任何选项3单选(1分)Their decision to abandon the trip to Africa was made because of financial _________ .得分/总分A.delimitationsB.refinementsC.restrictsD.constraints正确答案：D你没选择任何选项4单选(1分)During the half-day international marathon, traffic had to be _______ temporarily to ensure the safety of the runners.得分/总分A.revertedB.divertedC.invertedD.converted正确答案：B你没选择任何选项5单选(1分)The commentators made various _________ about the outcome of the next election, which could have affected the decision of many voters.得分/总分A.conjecturesB.conjunctionsC.reflectionsD.beliefs正确答案：A你没选择任何选项6单选(1分)I ____ to go to Tokyo today, but when the fortune teller warned me not to travel, I cancelled the trip without hesitation.得分/总分A.was intendedB.was intendingC.would intendD.had intended正确答案：D你没选择任何选项7单选(1分)He has no alternative but ____ Shawn’s words as the truth.得分/总分A.will acceptB.to acceptC.acceptingD.accept正确答案：B你没选择任何选项8单选(1分)No sooner ____ than the canary flapped its wings, flew out and vanished into the air.得分/总分A.George opened the cageB.had George opened the cageC.did George open the cageD.George opened the cage正确答案：B你没选择任何选项9单选(1分)The head of the committee, together with the senators, ____ planning a conference to discuss the feasibility of the series of regulations drafted earlier.得分/总分A.isB.wereC.areD.will正确答案：A你没选择任何选项10单选(1分)The shoes I bought last week are not expensive at all. As a matter of fact, I’d gladly have paid ____ for them.得分/总分A.as twice muchB.twice as muchC.as much twiceD.much as twice正确答案：B你没选择任何选项11单选(1分)All that Web 2.0 really delivers is more dubious content from anonymous sources, __________ our time and __________ to our gullibility.得分/总分A.to hijack, to playB.hijacking, playingC.hijacked, playedD.hijacks, plays正确答案：B你没选择任何选项12单选(1分)The Web 2.0 revolution comes __________ the cost of sacrificing truth and trust.得分/总分A.atB.throughC.byD.in正确答案：A你没选择任何选项13单选(1分)These friends of multi–millionaire founder Tim O’Reilly are __________ unconventionally rich and richly unconventional __________ harbor a messianic faith in the economic benefits of the cult of the amateur and cultural benefits of technology得分/总分A.rather, thanB.as well, asC.not, butD.not only, but also正确答案：D你没选择任何选项14单选(1分)My dream of making the world a more musical place had fallen on deaf ears; the promise of using technology to bring more culture to the masses __________ by FOO Campers’ collective cry for a democratized media.得分/总分A.had drowned outB.has been drowned outC.had been drowned outD.has drowning out正确答案：C你没选择任何选项15单选(1分)A lie can make its way around the world __________ the truth has the chance to put its boots on.得分/总分A.afterB.untilC.beforeD.unless正确答案：C你没选择任何选项16单选(1分)Brexit is the buzzword __________ with the UK Government still failing to agree on an EU-Brexit divorce deal.得分/总分A.for everyone’s eyesB.to everyone’s earsC.on everyone’s lipsD.in everyone’s mouth正确答案：C你没选择任何选项17单选(1分)A negative mindset __________ your success and also your relationships as you don’t show up as the best version of yourself.得分/总分A.preventsB.harmsC.endangersD.undermines正确答案：D你没选择任何选项18单选(1分)He __________ to his murder of Lord Barton.得分/总分A.B.acknowledgedC.recognizedD.confessed正确答案：D你没选择任何选项19单选(1分)Even though John's project was awful, I did not want to __________ his efforts so I went out of my way to pay him a compliment on his work.得分/总分A.sourB.extolC.belittleD.criticize正确答案：C你没选择任何选项20单选(1分)The US real estate sector has been __________ by the financial crisis.得分/总分A.decimatedB.threatenedC.traumatizedD.destroyed正确答案：A你没选择任何选项21单选(1分)Which of the following words means “spending very little money and only on things that are really necessary”?得分/总分A.gluttonousB.frugalC.generousD.正确答案：B你没选择任何选项22单选(1分)I am surprised at the fact that Charles is a heavy drinker, as I thought he was ____________ in all things.得分/总分A.sycophantB.temperateC.staidD.haughty正确答案：B你没选择任何选项23单选(1分)Feeling tired after a tough, sweaty workout is completely normal. But persistent, extreme _____________ isn’t.得分/总分A.contemptuousB.sedateC.fatigueD.impetuous正确答案：C你没选择任何选项24单选(1分)The immigrants were met with great _____________ and hostility in the workplace and often had to settle for lower-paid, part-time and freelance contracts.得分/总分A.prejudiceB.superstitionC.patriotismD.fairness正确答案：A你没选择任何选项25单选(1分)Their official language is _____________.得分/总分FranceB.GermanyC.SpaniardD.Dutch正确答案：D你没选择任何选项26单选(1分)Which of the following choices best explain what the underlined “which” in the following sentence refers to?The gentlemen were engaged in a warm dispute about some political affair; the decision of which they thought proper to refer to me, which naturally drew me in for a share of the conversation.得分/总分A.The political affair.B.The gentlemen.C.The warm dispute.D.The conversation.正确答案：C你没选择任何选项27单选(1分)Which of the following choices is grammatically similar to the underlined part of the following sentence?Did these prejudices prevail only among the meanest and lowest of the people, perhaps they might be excused.得分/总分A.Had I known the killer escaped, I would not have gone for a walk in the woods.B.They did prevail, and they were immediately ready to reap the benefits of that victory.C.Did they prejudice against the black candidate during the election?D.We did prevail, the legal fees probably would exceed the damages we might reasonably expect to recover.正确答案：A你没选择任何选项28单选(1分)This very learned and judicious remark was received with a general smile of approbation by all the gentlemen _____________ me.得分/总分thougB.butC.withoutD.for正确答案：B你没选择任何选项29单选(1分)No sooner _____________ my answer than the patriotic gentleman _____________ that he was greatly surprised how some people could have the conscience to live in a country which they did not love.得分/总分A.I had finished; observedB.finished I; had observedC.I finished; had observedD.had I finished; observed正确答案：D你没选择任何选项30单选(1分)Among all the famous sayings of antiquity, there is none that appeals to the author _____________ than Diogenes’ proud announcement that he was a citizen of the world.得分/总分A.deeplyB.nicelyC.betterD.best正确答案：C你没选择任何选项31单选(1分)Nothing in my life shook me so deeply ______ my first visit to Ireland.得分/总分A.likeB.asC.D.that正确答案：B你没选择任何选项32单选(1分)Nothing could make me give it up, ____?得分/总分A.did itB.couldn’t itC.could itD.didn’t it正确答案：C你没选择任何选项33单选(1分)The president decided to assign this project to ____ would be capable and competent 得分/总分A.whomB.whoeverC.whomeverD.who正确答案：B你没选择任何选项34单选(1分)The thief tiptoed into the big house ____ he should awaken the dogs.得分/总分A.in order thatB.in caseC.for thatD.so that正确答案：B你没选择任何选项35单选(1分)A committee of five men and three women ____ to consider the matter.得分/总分A.B.shouldC.isD.are正确答案：C你没选择任何选项36单选(1分)YOU asked it, now live it. It is a message spread by Microsoft’s lobbyists to warn other technology firms.得分/总分A.for...atB.for...withC.on...forD.to...for正确答案：B你没选择任何选项37单选(1分)Many big companies are ___ fears among the public so that the government will not launch a new antitrust policy.得分/总分A.stokingB.strokingC.soaringD.socking正确答案：A你没选择任何选项38单选(1分)In the past, officers who mistreated prisoners often received a mere slap ___ the wrist.得分/总分A.toB.withC.onD.正确答案：C你没选择任何选项39单选(1分)The firm argues that this would be tantamount ____ away the shop and all the intellectual property rights.得分/总分A.for giveB.to givingC.for givingD.to give正确答案：B你没选择任何选项40单选(1分)With its ruling, the court has set a ____ that means Windows is no longer simply private property with which Microsoft can do as it pleases.得分/总分A.precedentB.presidentC.sampleD.example正确答案：A你没选择任何选项41单选(1分)It’s come to the point it is affecting our growth and our productivity.得分/总分A.whereB.whichC.thatD.what正确答案：A你没选择任何选项42单选(1分)The uncontrollable real-estate bubble soon burst, to a financial crisis afterwards.得分/总分A.leadingB.has ledC.being ledD.led正确答案：A你没选择任何选项43单选(1分)Ford Motor debt securities are trading as if the company on the verge of a financial crisis.得分/总分A.wereB.isC.has beenD.was正确答案：A你没选择任何选项44单选(1分)But in Britain today there are than 12 banks willing to lend to such projects. And infrastructure funds have been burnt badly.得分/总分A.lessB.moreC.no moreD.not more正确答案：C你没选择任何选项45单选(1分)the president has been impeached is a most predictable outcome for many people.得分/总分A.WhatB.AsC.ThatD.When正确答案：C你没选择任何选项46单选(1分)Countries may pursue to gain a competitive edge in exports and reduce sovereign debt burdens, however, such strategy can have unintended consequences that are self-defeating.得分/总分A.currency devaluationB.inflationC.deflationD.currency appreciation正确答案：A你没选择任何选项47单选(1分)is the economic policy of restraining trade between countries through methods such as tariffs on imported goods, restrictive quotas, and a variety of other government regulations.得分/总分A.Quantitative EasingB.Anti-dumpingC.ProtectionismD.Austerity policy正确答案：C你没选择任何选项48单选(1分)were set only after substantial import penetration, with agreements varying in duration and from country to country.得分/总分A.LicensesB.BarriersC.TariffsD.Quotas正确答案：D你没选择任何选项49单选(1分)Many economists fear that a massive amount of accumulated debt like this could the subprime crisis in the United States that triggered a larger recession.得分/总分A.remindB.reimburseC.rivalD.reverse正确答案：C你没选择任何选项50单选(1分)In an effort to his opponents’ blows, the presidential candidate hired a senior consultant to walk him through the murky waters of politics.得分/总分A.ward againstB.ward outC.ward awayD.ward off正确答案：D你没选择任何选项51单选(1分)翻译选择题：Choose the proper English translation for the Chinese sentence.在详细地研究这个问题后，我们终于找到了解决它的方法。
对外经贸大学本科课程教材选用表(学生版)
出版时间 2007 2005.9 2007 2003.3 2008 2002.7 1. 2009.1 2. 2008.4 2006.09 2007.5 2009 2007.1 2008 2006.8 1992 1998
版次
ISBN书号 9787040216264 978-7-302-11330-0 7301116330 9787300041858 978-7-309-06048-5 7301057407
孙利 沈四宝
2005年
7-81078-315-7
自编教材 自编教材 课堂指定
LAW407 1-3/5 国际商法 LAW407 LAW407 LAW409 LAW411 LAW413 LAW419 LAW421
SLAW302 SLAW401
2002年12月 最新版
7-81078-210-X/D.013 自编教材
教材名称 合同法学 刑事诉讼法 商法总论 国际法
主编
出版社
出版时间
版次
ISBN书号 ISBN7-04-012289-8 7-301-04607-3
备注
法学院 法学院 法学院 法学院 法学院 法学院 法学院 法学院 法学院 法学院 法学院 法学院 法学院 比较法文献选读（二） 法学院 财政税收法 法学院
胡炳志等 中国金融出版社 高等教育出版社 齐瑞宗 高等教育出版社 齐瑞宗 北大出版社 徐高林 人大出版社 仇雨临
对外经贸大学出版社
英文版
双语
陶存文 企业年金的理论与政策研究 林义等 社会保障了理论与实务 刘钧 社会保险精算原理与实务 王晓军 新编人身保险学 魏巧琴 Property & liability insurance cpcu 福利国家经济学 巴尔 现代风险管理 宋明哲 医疗保险 仇雨临 统计学：从数据到结论 吴喜之 社会政策概论 关信平 保险法学 覃有土 保险营销学 刘子操