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新版剑桥实用专业英语:管理英语(附答案) 平装新版剑桥实用专业英语

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定价:¥68.00

  • 著者:182777,183235,183236 
  • 出版时间:2020年06月本印时间:2020年06月
  • 版次:1印次:1页数:120页
  • 开本:16册数:1 卷数:1
  • ISBN:978-7-100-18323-9
  • 读者对象:商务英语中级或中高级学习者,准备攻读MBA或者管理学硕士的读者,以及从事管理工作并且工作中需要英语的读者
  • 主题词:管理学英语自学参考资料
  • 人气:5

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这是一本既可做自学材料,也可做课堂学习的专业英语书。它能帮助你迅速扩充管理英语词汇以及提升管理专业知识。

丛书简介:
“新版剑桥实用专业英语系列”是从剑桥大学出版社引进的一套英文影印书,共6本,分别是《医学英语》《法律英语》《工程英语》《市场营销英语》《管理英语》和《金融财务英语》。

 

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阿瑟•麦基翁是北爱尔兰阿尔斯特大学的教授,也是讲授管理英语课程经验丰富的教师。
罗斯•赖特曾两次担任TESOL France的总裁,是一位经验丰富的ESP培训师和教材作家,最近与人合著了几本ESP和ESAP课程书籍。

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一本可以快速学习管理英语的专业英语书。


《新版剑桥实用专业英语:管理英语(附答案)》主要涉及如下领域:管理环境、创新、营销、运营、人力资源、财务以及战略与变革。每个领域又分多个单元,详细阐述该领域的热门主题,如组织结构、创新与创造力、营销计划、供应商、招聘与筛选、团队与战略选择等。其内容联系实际,适用性极强,几乎重现现实中的管理环境。



 

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INTRODUCTION 6
MANAGEMENT IN CONTEXT
1 Perspectives on management 8
A What is managing?
B Mintzberg
C Management practice
2 Organization structures 10
A Organizational structures
B An example of a divisional structure
3 Some management gurus 12
A Henri Fayol (1841–1925)
B Frederick Winslow Taylor (1856–1915)
C Peter Drucker (1909–2005)
4 Management in different sectors 14
A Private
B Public
C Not for profit
5 Resources managers use 16
A Data and information
B Time
C Money
INNOVATION
6 Innovation and creativity 18
A Sources of innovation
B Trevor Baylis: a case study on the value of market research in the innovation process 1
7 Screening ideas 20
A Criteria for screening ideas
B Trevor Baylis: a case study on the value
of market research in the innovation
process 2
8 Feasibility studies 22
A The new product development process
B Is there a need for a product or service?
9 New product development in practice 24
A Diffusion of innovation and customer adoption of new products
B The Maclaren Baby Buggy
C Some disasters
10 Intellectual property 26
A Patents
B Software piracy
C Creative Commons
MARKETING
11 Marketing principles 28
A Needs and wants
B Development of marketing techniques
12 Marketing planning 30
A The benefits of marketing planning
B SWOT analysis – Caffè Italia, a UK coffee retail outlet
13 The marketing mix 32
A The four Ps / the seven Ps of the marketing mix
B Product life cycle
14 Market research 34
A STEEP analysis
B Market research methods
15 Using the Internet for marketing 36
A Market research online
B The Long Tail and Freemium
16 Doing business online 38
A The four Ps online
B Viral marketing in action
C Doing business online
OPERATIONS
17 Processes 40
A Managing operations overview
B Porter’s value chain
C Contingency planning and risk
18 Suppliers 42
A Supply chains
B Purchasing
C Outsourcing
19 Managing quality 44
A Quality
B ISO 9001:2008
C EFQM
20 Customer care 46
A Customer relationship management (CRM)
B Customer journey mapping
21 Operations online 48
A Just-in-time and online inventory management
B Online tendering
PEOPLE AND HUMAN RESOURCES
22 Recruitment and selection 50
A The recruitment and selection process
B Recruitment of temporary staff
C Employment legislation and equal opportunities
23 Motivation and job design 52
A Herzberg
B Hackman and Oldham’s job characteristics model
24 Performance appraisal, feedback, training and development 54
A 360-degree feedback
B Training options
25 Teams 56
A Tuckman
B Belbin
C Emotional intelligence
26 Managing knowledge and learning in organizations 58
A Learning organizations
B Knowledge management
27 Leadership 60
A Transactional and transformational leaders
B Is there a difference between leadership and management?
28 Managing across cultures 62
A Hofstede
B Cross-cultural competence
C Cross-cultural differences
FINANCE
29 Financial accounting and management accounting 64
A Financial accounting
B Management accounting
30 Business valuation and interpretation of accounts 66
A How much is a business worth?
A case study in valuation of assets
B A shareholder’s perspective
31 Banking and financial services 68
A Zopa and the banks
B Applying for a bank loan
C Cash management services and payment products
32 Raising finance – equity and debt 70
A Venture capital and private equity
B A good business plan
C Debt or equity financing – Microsoft and Manchester United
33 Mergers and acquisitions 72
A Value creation and synergy
B Implementing M&As and post-merger integration
34 Corporate governance 74
A Company ownership and the principalagency problem
B Executive compensation
C The board of directors
35 Risk management 76
A Risk management and financial planning
B Risk management and investment
36 Managing in difficult times 78
A A year that changed the world
B Capital markets and the credit crunch
STRATEGY AND CHANGE
37 Strategic options 80
A Porter – competitive forces
B Ansoff – product development versus market development
C Case study: the world watch industry
38 Analysis 82
A Gaining competitive advantage through corporate strategy
B Mission, tactics and operational planning
C Scenario planning
39 Managing change 84
A Planning for change with force field analysis
B Overcoming resistance to change
40 Action planning 86
A Implementing strategy – management by objectives
B SMART objectives
C Resource allocation
Appendix: US English terms 88
Answer Key 90
Index 112
Acknowledgements 120

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Mintzberg
Henry Mintzberg, a Canadian professor of management, has made significant contributions to our understanding of managerial work and the role of the manager. He has identified different roles in a manager’s job and placed them in three categories:
Interpersonal roles – a manager is the figurehead, providing leadership for the team, the department or the organization and liaising with other stakeholders (both internal and external)
Information roles – a manager has to be an effective communicator as information constantly moves in, round and out of the organization
Decision roles – a manager has responsibility for spotting opportunities, allocating resources and dealing with conflict or the day-to-day differences that can arise in any team or organization.
Management practice
Pavel is speaking to some new recruits at a major firm of management consultants, where he is to be their mentor during the first six months:
‘Welcome to Delboi! I have three pieces of advice as you make the move from studying management to the real-world environment in which we work:
First: you need to be a team player. Our success here comes from collaborating with colleagues to create feasible solutions when we are interacting with clients.
Second: all the solutions that you recommend to our clients have to be practical rather than academic. You have to integrate what you have been learning and constantly challenge your own assumptions. You need to be able to develop creative thinking skills and discuss complex issues in the workplace from a ‘people perspective’.
And finally: if you do not know something, or if you are uncertain about how we do things
here, please ask!
‘We hope you enjoy your time here and we look forward to working with you.’