大学英语自学教材下册.pdf
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1、大 学 英 语 自 学 教 程(下)Ol-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 andobjectives.The reason for making a decision is that a problem exists,goals orobjectiv
2、es are wrong,or something is standing in the way of accomplishing them.Thus the decision-making process is fundamental to management.Almost everything amanager does involves decisions,indeed,some suggest that the management processis decision making.Although managers cannot predict the future,many o
3、f theirdecisions require that they consider possible future events.Often managers must makea best guess at what the future will be and try to leave as little as possible to chance,that since uncertainty is always there,risk accompanies decisions.Sometimes theconsequences of a poor decision are sligh
4、t;at other times they are serious.Choice is the opportunity to select among alternatives.If there is no choice,there is nodecision to be made.Decision making is the process of choosing,and many decisionshave a broad range of choice.For example,a student may be able to choose among anumber of differe
5、nt courses in order to implement the decision to obtain a collegedegree.For managers,every decision has constraints based on policies,procedures,laws,precedents,and the like.These constraints exist at all levels of the organization.Alternatives are the possible courses of action from which choices c
6、an be made.Ifthere are no alternatives,there is no choice and,therefore,no decision.If noalternatives are seen,often it means that a thorough job of examining the problems hasnot been done.For example,managers sometimes treat problems in an either/orfashion;this is their way of simplifying complex p
7、roblems.But the tendency to simplifyblinds them to other alternatives.At the managerial level,decision making includes limiting alternatives as well asidentifying them,and the range is from highly limited to practically unlimited.Decision makers must have some way of determining which of several alt
8、ernatives isbest-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 reach.Because individuals(and organizations)frequently have different ideas about how toattain the goals,the best choice may
9、 depend on who makes the decision.Frequently,departments or units within an organization make decisions that are good for themindividually but that are less than optimal for the larger organization.Calledsuboptimization,this is a trade-off that increases the advantages to one unit orfunction but dec
10、reases the advantages to another unit or function.For example,themarketing manager may argue effectively for an increased advertising budget.In thelarger scheme of things,however,increased funding for research to improve theproducts might be more beneficial to the organization.These trade-offs occur
11、 because there are many objectives that organizations wish toattain simultaneously.Some of these objectives are more important than others,butthe order and degree of importance often vary from person to person and fromdepartment to department.Different managers define the same problem in differentte
12、rms.When presented 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 valuesof the decision maker.Such values are personal;they are hard to understand,even b
13、ythe individual,because they are so dynamic and complex.In many business situationsdifferent peoples values about acceptable degrees of risk and profitability causedisagreement about the correctness of decisions.People often assume that a decision is an isolated phenomenon.But from a systemspoint of
14、 view,problems have multiple causes,and decisions have intended andunintended consequences.An organization is an ongoing entity,and a decision madetoday may have consequences far into the future.Thus the skilled manager lookstoward the future consequences of current decisions.01-B.SECRETS OF SUCCESS
15、 AT AN INTERVIEWThe subject of todays talk is interviews.The key words here are preparation and confidence,which will carry you far.Do your homework first.Find out all you can about the job you are applying for and the organization you hopeto work for.Many of the employers I interviewed made the sam
16、e criticism of candidates.Theyhave no idea what the day to day work of the job brings about They have vaguenotions of furthering the companys prospects or ofserving the community,buthave never taken the trouble to find out the actual tasks they will be required to do.”Do not let this be said of you.
17、It shows an unattractive indifference to your employerand to your job.Take the time to put yourself into the interviewers place.He wants somebody who ishard-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 you
18、radvantage during the interview to show that you have bothered to master some factsabout the people who you hope to work for.Write down(and remember)the questions you want to ask the interviewer(s)so thatyou are not speechless when they invite your questions.Make sure that holidays andpay are not th
19、e first things you ask about.If all your questions have been answeredduring the interview,reply:In fact,I did have several questions,but you have alreadyanswered them all.Do not be afraid to ask for clarification of something that has been said during theinterview if you want to be sure what was imp
20、lied,but do be polite.Just before you go to the interview,look again at the original advertisement that youanswered,any correspondence from your prospective employer,photocopies of yourletter of application or application form and your resume.Then you will remember what you said and what they want.T
21、his is very important ifyou have applied for many jobs in a short time as it is easy to become confused andgive an impression of inefficiency.Make sure you know where and when you have to report for the interview.Go to thebuilding(but not inside the office)a day or two before,if necessary,to find ou
22、t howlong the journey takes and where exactly the place is.Aim to arrive five or ten minutes early for the actual interview,then you will have alittle time in hand and you will not panic if you are delayed.You start at a disadvantageif you arrive worried and ten minutes late.Dress in clean,neat,cons
23、ervative clothes.Now is NOT the time to experiment with thepunk look or(girls)to wear low-cut dresses with miniskirts.Make sure that your shoes,hands and hair(and teeth)are clean and neat.Have the letter inviting you for an interview ready to show in case there is anydifficulty in communication.You
24、may find yourself facing one interviewer or a panel.The latter is far moreintimidating,but do not let it worry you too much.The interviewer will probably havea table in front of him/her.Do not put your things or arms on it.If you have a bag or a case,put it on the floor beside your chair.Do not clut
25、ch itnervously or,worse still,drop it,spilling everything.Shake hands if the interviewer offers his hand first.There is little likelihood that apanel of five wants to go though the process of all shaking hands with you in turn.Soyou do not be upset if no one offers.Shake hands firmly-a weak hand sug
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