新编商务英语综合教程(第2册)

新编商务英语综合教程(第2册)

图书基本信息
出版时间:2012-12
出版社:清华大学出版社
作者:张立玉 主编
页数:189
字数:483000
书名:新编商务英语综合教程(第2册)
封面图片
新编商务英语综合教程(第2册)
内容概要
  《新编国际商务英语系列教材:新编商务英语综合教程(第2册)》共12个单元,内容主要包括公司管理、市场营销、国际贸易、商务陈述与宣讲、商务谈判、财务管理、电子商务、商务会议、商务访问与旅行、商务宴请、商务文化和商务问题处理。
  《新编国际商务英语系列教材:新编商务英语综合教程(第2册)》可供商务英语、国际贸易、国际商务、金融、财税等经贸专业的学生作为复合型专业英语教材使用,亦可供具有一定英语基础的商务工作者学习参考。
书籍目录
Unit 1 Management
Unit 2 Marketing
Unit 3 International Trade
Unit 4 Presentations
Unit 5 Negotiations
Unit 6 Cinance
Unit 7 E-business
Unit 8 Meetings
Unit 9 Visits and Travels
Unit 10 Entertaining
Unit 11 Business Culture
Unit 12 Problem Solving
Appendix A Tapescripts
References
章节摘录
  Recruiting.
The
objective
or
recruiting
is
to
attract
a
pool
of
qualified
applicants
from
which
tochoose
the
most
appropriate
person
for
a
particular
job.
If
recruiting
produces
only
as
many
ascandidates
as
there
are
jobs,the
employer
cannot
be
selective.If,on
the
other
hand,the
efforts
to
recruitresult
in
a
flood
of
applicants,the
firm
needs
to
have
a
systematic
screening
apparatus
in
place.  Selection.
Employee
selection
may
be
described
as
a
screening
or
sifting
process
that
identifiesapplicants
who
should
be
extended
a
job
offer.It
is
constrained
by
Equal
Employment
Opportunityregulations
and
historically
has
been
plagued
by
haphazard
practices
and
outright
abuses.
Various
typesof
testing,interviews,physical
examinations,
and
reference
checks
are
all
part
of
this
sometimes
lengthysorting-out
process.  Orientation.Soon
after
a
new
employee
joins
a
firm,he
or
she
should
receive
an
orientation,  theprocess
of
introducing
new
employees
to
their
new
organization
and
job.
During
the
orientation
thehuman
resources
representative
commonly
covers
background
like
the
company's
history,organizationalstructure,product
or
service
lines,and
key
managers.Other
topics
may
include
the
company’s
employeepolicies
and
procedures
like
the
sick
leave
and
vacations,the
availability
ofhealth
and
life
insurance
andsafety
regulations.  Evaluating
and
Developing
Job
Performance  Once
people
have
been
hired,constructive
steps
must
be
taken
to
keep
them
productive,relativelycontent,and
up
to
date,This
is
where
performance
appraisal,
employee
assistance
programs,and
trainingand
development
come
into
play.
We
examine
each
of
these
important
human
resources
managementactivities
in
the
section
along
with
a
look
at
promotion,transfer,and
discharge.  Performance
appraisaL
Most
public
and
private
organizations
big
enough
to
have
a
formalizedmanagement
system
conduct
some
type
of
performance
appraisal.A
performance
appraisal
is
a
formalassessment
of
how
well
employees
are
doing
their
jobs.
Performance
appraisal
serves
two
kinds
ofpurposes.
First,it
helps
evaluate
employees,including
determining
eligibility
for
pay
rises
andpromotion
and
deciding
which
employees
to
retain.
Second,it
helps
develop
employees
because
it
isfuture
oriented
and
aimed
at
improving
the
employees
career
potential.  Employee
assistance
program.
People
do
not
leave
their
personal
problems
on
the
doorstep
whenthey
go
to
work.Drug
and
alcohol,domestic,financial,and
emotional
problems
accompany
employeesinto
the
workplace.
Employee
drag
and
alcohol
abuse
alone
cost
US
economy
an
estimated
$60
to
$100billion
a
year.As
a
result,many
companies
have
developed
employee
assistance
programs
(EAPs)
thatoffer
help
and
counseling
for
employees
with
personal
problems.
EAPs,in
the
long
run,save
rather
thancost
the
company
money.
The
nature
and
extent
of
a
company’s
EAP
is
limited
only
by
management's
imagination
and
willingness
to
help
troubled
employees
get
back
on
the
right
track.  Training
and
development
programs.
Workplace
training
today
is
an
immense
undertaking.In1987,according
to
one
study,US
public
and
private
organizations
budgeted
$32
billion
for
training
anddevelopment.The
term
training
and
development
refers
here
to
the
process
of
changing
employeeattitudes
and/or
behavior
through
some
type
of
structured
experience.
A
recent
training
trend
of
greatimportance
is
an
emphasis
on
remedial
education.  ……
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