大学英语下册.pdf
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1、01A.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 for making a decision is that a problem exists,goals or objectives are wrong,orso
2、mething 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 process is decisionmaking.Although managers cannot predict the future,many of their decisions
3、require that theyconsider possible future events.Often managers must make a best guess at what the future willbe and try to leave as little as possible to chance,hut since uncertainty is always there,riskaccompanies decisions.Sometimes the consequences of a poor decision are slight;at other timesthe
4、y 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 decisions have abroad range of choice.For example,a student may be able to choose among a number ofdifferent courses in order
5、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 all levels of the organization.Alternatives are the possible courses of action from which choices can be made.If there
6、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 example,managers sometimes treat problems in an either/or fashion;this is their way of simplifyingcomplex problems.But the t
7、endency to simplify blinds 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 alternatives is bes
8、t that is,which contributes the most to the achievement of organizational goals.Anorganizational goal is an end or a state of affairs the organization seeks to reach.Becauseindividuals(and organizations)frequently have different ideas about how to attain the goals,thebest choice may depend on who ma
9、kes the decision.Frequently,departments or units within anorganization make decisions that are good for them individually but that are less than optimalfor the larger organization.Called suboptimization,this is a trade-off that increases theadvantages to one unit or function but decreases the advant
10、ages to another unit or function.Forexample,the marketing manager may argue effectively for an increased advertising budget.Inthe larger scheme of things,however,increased funding for research to improve the productsmight be more beneficial to the organization.These trade-offs occur because there ar
11、e many objectives that organizations wish to attainsimultaneously.Some of these objectives are more important than others,but the order anddegree of importance often vary from person to person and from department to department.Different managers define the same problem in different terms.When presen
12、ted with a commoncase,sales managers tend to see sales problems,production managers see production problems,and so on.The ordering and importance of multiple objectives is also based,in part,on the values ofthe decision maker.Such values are personal;they are hard to understand,even by the individua
13、l,because they are so dynamic and complex.In many business situations different peoples valuesabout acceptable degrees of risk and profitability cause disagreement about the correctness ofdecisions.People often assume that a decision is an isolated phenomenon.But from a systems pointof view,problems
14、 have multiple causes,and decisions have intended and unintendedconsequences.An organization is an ongoing entity,and a decision made today may haveconsequences far into the future.Thus the skilled manager looks toward the future consequencesof current decisions.01B Secrets of Success at an Intervie
15、wThe subject of today*s 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 hope towork for.Many of the employers I interviewed made the same criticism of
16、 candidates.They haveno idea what the day to day work of the job brings about.They have vague notions offurthering the companys prospects9 or of serving the community*,but have never taken thetrouble to find out the actual tasks they will be required to do.”Do not let this be said of you.It shows an
17、 unattractive indifference to your employer andto your job.Take the time to put yourself into the interviewees 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 your advantage
18、during the interview to show that you have bothered to master some facts about the people whoyou hope to work for.Write down(and remember)the questions you want to ask the interviewer(s)so that youare not speechless when they invite your questions.Make sure that holidays and pay are not thefirst thi
19、ngs you ask about.If all your questions have been answered during the interview,reply:In fact,I did have several questions,but you have already answered themDo not be afraid to ask for clarification of something that has been said during theinterview if you want to be sure what was implied,but do be
20、 polite.Just before you go to the interview,look again at the original advertisement that youanswered,any correspondence from your prospective employer,photocopies of your letter ofapplication or application form and your resume.Then you will remember what you said and what they want.This is very im
21、portant if youhave applied for many jobs in a short time as it is easy to become confused and give animpression 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 out how long the
22、journey takes and where exactly the place is.Aim to arrive five or ten minutes early for the actual interview,then you will have a littletime in hand and you will not panic if you are delayed.You start at a disadvantage if you arriveworried and ten minutes late.Dress in clean,neat,conservative cloth
23、es.Now is NOT the time to experiment with thepunk look or(girls)to wear low-cut dresses with miniskirts.Make sure that your shoes,handsand hair(and teeth)are clean and neat.Have the letter inviting you for an interview ready to show in case there is any difficulty incommunication.You may find yourse
24、lf facing one interviewer or a panel.The latter is far moreintimidating,but do not let it worry you too much.The interviewer will probably have a table infront 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 clutch it nervously
25、or,worse still,drop it,spilling everything.Shake hands if the interviewer offers his hand first.There is little likelihood that a panel offive wants to go though the process of all shaking hands with you in turn.So you do not beupset if no one offers.Shake hands firmly-a weak hand suggests a weak pe
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