商務(wù)英語入門(任書梅)知識交流.ppt

1、商務(wù)英語入門,任書梅,本書主要內(nèi)容及編寫特色課時安排以Management章節(jié)為例看課堂處理案例處理方式考試方式,一、主要內(nèi)容與編寫特色,本書的編寫目的是讓學(xué)生既能學(xué)習(xí)豐富的商務(wù)知識，又能熟悉商務(wù)方面的各種英語表達(dá)，提高商務(wù)英語水平。教學(xué)對象：大學(xué)三年級的學(xué)生，在完成大學(xué)英語階段之后的后續(xù)選修課。,本書共有八章，分別是：FormsofBusinessOwnership(企業(yè)的產(chǎn)權(quán)形式)、Management(管理)ProductionandOperation(生產(chǎn)與運營)Marketing(市場營銷)HumanResourcesManagement(人力資源)Corporate(企業(yè)文化)El

2、ectronic(電子商務(wù))BusinessStart-up(小企業(yè)創(chuàng)建)本書主要涉及基礎(chǔ)商務(wù)知識，簡單易懂。主題講解通常分為45個部分，分別就本章學(xué)習(xí)的主題進(jìn)行深入淺出的講解。,導(dǎo)讀部分主要提示本章學(xué)習(xí)要點，概括介紹全章內(nèi)容并且安排導(dǎo)入學(xué)習(xí)的課前活動。每一小節(jié)的開頭都有對應(yīng)的中文翻譯，便于學(xué)生理解本小節(jié)主要內(nèi)容或概念；專業(yè)術(shù)語和生詞在原文中標(biāo)示，背景知識和難點進(jìn)行注釋(如P6的partnership)本書配有大量的圖表，以確保闡述的清晰性并幫助學(xué)生理解和記憶內(nèi)容。(如P18的typesofmergers和P131的市場營銷組合),每一小節(jié)后都配有思考題或小組討論，使學(xué)生能夠把握要點，同時考查

3、學(xué)生對專業(yè)知識的實際運用。(如P270)每一章配有“小組活動”和練習(xí)題，用來監(jiān)測學(xué)生對主要的理論知識的掌握程度和應(yīng)用能力。小組活動設(shè)計以小組為單位組織學(xué)生綜合運用本章所學(xué)的內(nèi)容解決一兩個實際問題，一方面活躍課堂氣氛，另一方面可以讓學(xué)生實際運用所學(xué)知識。練習(xí)題圍繞每章重點需要掌握的知識編寫，形式多樣，包括選擇、判斷對錯、翻譯、填表等，可以測試和鞏固每章學(xué)習(xí)的知識。(P21),設(shè)有“案例分析”部分，并配有思考題。通過案例分析，以及回答案例后的問題，學(xué)生可以判斷自己是否理解并能應(yīng)用這一章所學(xué)的概念。補充閱讀為課外閱讀，所選文章圍繞每章學(xué)習(xí)的主題，對主題內(nèi)容的學(xué)習(xí)起到有效的補充和擴展。,二、課時安排,

4、多數(shù)學(xué)校是以選修課形式來開設(shè)這門課，每周2學(xué)時，總課時約為32學(xué)時。本書的課時分配為每兩周一個單元,即每章4個學(xué)時。有時可根據(jù)內(nèi)容的長度，或授課對象，自行調(diào)整。每章節(jié)的安排情況如下：2-3學(xué)時講解正文，1-2學(xué)時處理案例學(xué)習(xí)。案例學(xué)習(xí)以提問問題和分析問題的方式進(jìn)行。但不管以何種方式處理教材內(nèi)容，都要求學(xué)生課前必須預(yù)習(xí)，因為本教材內(nèi)容多、面廣，要在有限的課時內(nèi)處理完不是件簡單的事。,對教師的要求,對語言文學(xué)類的老師是一大挑戰(zhàn)，也是自我提高的機會。備課量較大，要略懂相關(guān)專業(yè)知識：教師先入門，在領(lǐng)學(xué)生入門。講解正文時也不能逐句解釋，不能像教精讀那樣，因為這不是教語言，教師要擺脫教語言的束縛，學(xué)生要擺

5、脫學(xué)語言的束縛，學(xué)生是用英語掌握些商務(wù)經(jīng)濟知識，這是雙贏的局面；講解時要提綱攜領(lǐng)，最好做成Powerpoint形式，補充一些生動形象的圖片，激發(fā)學(xué)生興趣。對非經(jīng)濟類學(xué)生（如果學(xué)生認(rèn)為難）可采用雙語教學(xué)。,三、Chapter2Management,WhatIsManagement什么是管理ManagementFunctions管理職能OrganizationalStructure組織結(jié)構(gòu)ManagementLevels管理層次ManagerialRoles經(jīng)理人角色ManagementSkills管理技能課外閱讀：WhatMakesanEffectiveExecutive高效管理者應(yīng)具備的素質(zhì),

6、Warm-upactivities,Whatqualitiesdoyouadmire?Doyouthinkyouhavesomequalitiestobeamanager?Whatarethey?Whatqualitiesdoyouwanttocultivateonyou?,Management,Managementwillbedefinedastheapplicationofplanning,organizing,directing,andcontrollingfunctionsinthemostefficientmannerpossibletoaccomplishmeaningfulorg

7、anizationalobjectives.Acentralpersonmustcoordinatetheworkactivitiesofotherstoachieveorganizationalobjectives.,TheFourManagementFunctions,Planning,Thefirstfunctionisplanning.Planningdefineswheretheorganizationwantstobeinthefutureandhowtogetthere.Planningmeansdefininggoalsforfutureorganizationalperfor

8、manceanddecidingonthetasksanduseofresourcesneededtoattainthem.Alackofplanning,orapoorplanning,canhurtanorganizationsperformance.AlCopeland,founderofPopeyesFamousFriedChickenandBiscuits,oncesaid“Planforwhathappenswhenyousucceedandplanforwhathappenswhenyoufail.Planningisthemostimportantthing.”(書中也引用了E

9、isenhower對planning的評價),SeveralquestionstobeconsideredwhenplanningTheformsofplanningstrategic(long-range)planningTactical(short-range)planningoperationalplanningContingencyplanning,QuestionsonPlanning,Haveyouplannedforyourcollegestudy(tactical)andyourfuturecareer(strategic)?Effectiveplanninghelpsanor

10、ganizationadapttochangebyidentifyingopportunitiesandavoidingproblems(P40).(findanexampleinreallife),Organizing,Organizingtypicallyfollowsplanningandreflectshowtheorganizationtriestoaccomplishtheplan.Organizinginvolvestheassignmentoftasks,thegroupingoftasksintodepartments,andtheallocationofresourcest

11、odepartments.,DirectingorLeading,Providingleadershipisbecominganincreasinglyimportantmanagementfunction.Leadingistheuseofinfluencetomotivateemployeestoachieveorganizationalgoals.Leadingmeanscreatingasharedcultureandvalues,communicatinggoalstoemployeesthroughouttheorganizationandinfusingemployeeswith

12、thedesiretoperformatahighlevel.Leadinginvolvesmotivatingentiredepartmentsanddivisionsaswellasthoseindividualsworkingimmediatelywiththemanager.,TwoTypesofLeading,Autocraticleadership,theclosestyleofsupervision,meansprovidingsubordinateswithdetailedjobinstructions.Democraticleadership:Inthisstyle,them

13、anagerconsultswithsubordinatesaboutjobactivities,problems,andcorrectiveactions.Managersusingthegeneralapproachseekhelpandideas.,Questionsfordiscussion,Whattypeofleadershipdoyouprefer?Whatkindofleaderwouldyouliketobe?Howdoyoucommentonthesetwotypesofleading?,Controlling,Controllingisthelastfunctionist

14、hemanagementprocess.Controllingmeansmonitoringemployeesactivities,determiningtheorganizationisontargettowarditsgoals,andmakingcorrectionsasnecessary,Organizationalstructure,Organizationalstructureistheformaldecision-makingframeworkbywhichjobtasksaredivided,grouped,andcoordinated.,Fivetraditionalmeth

15、odsforgroupingworkactivities,DepartmentalizationbyfunctionDepartmentalizationbyproductDepartmentalizationbygeographicalregionsDepartmentalizationbyprocessDepartmentalizationbycustomer,Example:OrganizationalStructureofSASAC（國務(wù)院國資委）,GeneralOffice(OfficeofCPCCommittee)(黨委辦公室）BureauofPolicies,LawsandReg

16、ulations（政策法規(guī)BureauofPerformanceAssessment（業(yè)績考核）BureauofStatisticsandEvaluation（統(tǒng)計評價）BureauofPropertyRightManagement（產(chǎn)權(quán)管理）BureauofPlanningandDevelopment（規(guī)劃發(fā)展）BureauofEnterpriseReform（企業(yè)改革）BureauofEnterpriseRestructuring（企業(yè)改組）,BureauofEnterpriseRemuneration（企業(yè)分配）WorkingBureauofSupervisoryPanels（Worki

17、ngOfficeofSupervisoryPanelsforSOEs）（監(jiān)事會）FirstBureaufortheAdministrationofCorporateExecutives（領(lǐng)導(dǎo)任免）SecondBureaufortheAdministrationofCorporateExecutivesBureauofPartyBuilding（CPCCommitteeOrganizationDepartment）（黨建工作）BureauofPublicity（CPCCommitteePublicityDepartment）（宣傳工作）,BureauofMassWork（CPCCommittee

18、MassWorkDepartment,CPCCommitteeUnitedFrontWorkDepartment）（群眾工作）ResearchOfficeBureauofForeignAffairs（外事工作）BureauofPersonnel（人事工作）SASACDisciplineInspectionCommittee（紀(jì)檢監(jiān)察）BureauofIn-houseLogistics（BureauofRetiredStaffManagement）,四、案例講解以chapterone的casestudy1為例,1.明確案例所涉及的知識點：acompanyownedbyhusbandandwife

19、-theformofbusinessownershipispartnership.2.分析Esprit的兩位創(chuàng)始人無法繼續(xù)合作的原因：1)therelationshipbetweenthecouplebroke2)marketsandprofitswerelost3)thecouplehaddifferentideasaboutthedevelopmentofthecompanyandeachwantedtointerfereotherswork.Eachwantedtotakemainchargeofthecompany.4)Thecoupledecriedeachotherswork,3.

20、討論合伙制企業(yè)或家族企業(yè)正確的運營方式1)明確產(chǎn)權(quán)，明確股份2）各司其職，互不干涉,五、考試方式,考試可由兩部分組成,教師也可根據(jù)情況自定:1)學(xué)期論文(商務(wù)英語方面,或與教材主題相關(guān)的內(nèi)容)2)筆試,筆試的考試題型(僅供參考),1.概念解釋:如franchise:Afranchiseisrighttouseabusinessnameandsellproductsorservices,usuallyinaspecificgeographicalterritory.2.多選題:課后練習(xí)有這種形式。3.填空題:_isthemanagersabilitytoworkwithandthroughotherpeopleandtoworkeffectivelyasagroupmember.,4.簡答題:1)Describebrieflyhowtobecomeademocraticleader.2)describebrieflytheFourCsModelforevaluatinghumanresources5.閱讀理解：1)簡答題：選取一篇經(jīng)濟文章，讓考生閱后回答文章之后的問題。(書后的網(wǎng)址)2）選擇題3)選詞填空：從教材中選擇一段文字，或選一段經(jīng)濟文章，抽出10個詞，然后給出15個詞