商务英语读写教程8

出版时间：2009-5  出版社：机械工业出版社  作者：王正元　总主编；方笑君　分册主编  页数：217  

内容概要

伴随着经济全球化和我国经济国际化的进程，国内外大中型企业、跨国公司等对既懂商务又会英语的复合型人才的需求与日俱增，这也促进了我国高等教育商务英语专业的快速发展。目前，全国有700多所高等院校开设了外贸英语、商务英语等课程，工商管理、金融等商科专业也都开设了以商务为核心内容的英语课程，部分院校甚至设立了商务英语专业。近几年来，全国性的商务英语教学、学术研讨会频频召开。我国国际商务的快速发展、人才市场对商务英语人才的强劲需求以及外语就业市场人才多元化推动了英语专业的教学改革和教材建设，各院校都迫切需要一套能体现商务特色与人才培养规格相适应的新教材，以改变英语教材与人才培养和需求不相适应的状况。    商务英语属于专门用途英语，国外大学多将其归为ESP(English for specialPurposes)。目前，我们国内这样系统的专业教材并不是很多。王正元教授领衔总主编、由全国20余所大学40余名英语教授、副教授、讲师历时两年多编写的这套“新时代大学商务英语系列教材”是我国高等教育商务英语教材建设的一个新成果。    这套教材共14本，包括读写、视听说、写作、口译，涵盖了商务英语的基本主体课程。编者基于“商务知识+英语能力=核心竞争力”的编写理念，力求在企业战略、市场营销、人力资源、企业文化、经营运作等商务语境中培养学生的英语交际能力。商务知识与英语能力相结合、商务语境与语言活动相结合、能力培养与就业需求相结合的编写思路使这套教材商务内容丰富，英语操练有的放矢，凸显了人才培养规格，给这套教材带来了亮点。

书籍目录

序前言Unit 1 Multinational Enterprises　Text A What Are They　Text B Honda in North AmericaUnit 2 Ethics in Business　Text A Spain Makes a Stand Against Financial Scandals　Text B Ethics in the lnfosphere Unit 3 Quality Management Standards Program  Text A The Quality Management System Stand~ds  Text B ISO 9000 System Described and Interpreted for FISUnit 4 Technology Transfer  Text A What Is Technology Transfer?    Text B Technology Transfer Program of University of CaliforniaUnit 5 Intellectual Property  Text A What Is Intellectual Property or lP7  Text B Mine Games Companies Are Coming Intellectual Property  Unit 6 Joint Ventures    Text A Joint Ventures-Your Unlimited Opportunity  Text B  Can ChongqingS$200 Billion Upgrade Shift ChinaS Center of Gravity?Unit 7 Cargo Insurance  　Text A The Importance of Cargo Insurance　Text B Rapid Growth in the Chinese Insurance MarketUnit 8 The Banking Firm  Text A The Bank Balance Sheet  Text B What the Banks Must DoUnit 9 Working Overseas  Text A Global Managers for Global Businesses  Text B Cross—cultural MisinterpretationUnit 10 Project Management  Text A What Is Project Management?  Text B Project Management Is about Lessons—to—LearnUnit 11 Chain Store Operation　Text A Franchising　Text B A Finger—lickins Good Time in ChinaUnit12 Giobalization　Text A Will WalMart Take Over the World?　Text B GlobalizationUnit 13 Acquisition　Text A What Is Acquisition?　Text B Merrill Lynch in JapanUnit 14 The Political Economy of International Trade　Text A The USS Yuan Rhetoric Carries Trade Risks　Text B Political Arguments for Government Intervention in International TradeUnit 15 Public Relations　Text A A Crisis of Confidence—CEO Nasser Scrambles to Contain the Tire Problem　Text B Public RelationsAnswer KeysReference

章节摘录

　　[6]In 1985，the Patent Policy was changed to a Presidential Policy，andresponsibility for administration of the patent program was moved to thePresident.At the same time，the Office of the President asked Peat Marwickto assess PRCO operations and make recommendations for improvements.Ths was partly in response tO ongoing campus and Laboratory dissatisfactionwith service provided by that unit.Even at that time，decentralization wasseen as a possible solution to the shortcomings of PTC0.The report. datedDecember，1985，made several recommendations about ways to improve andprofessionalize the management of PTCO.The report also contained adiscussion of several different approaches to administering the patent program：remaining with the status quo，investing more resources in PrC0。using anoutside patent management organization，and decentralizing implementation tothe campuses and Laboratories.The report made no recommendation amongthese alternatives.The Peat Marwick discussion of decentra Pcat Marwick wasretained again in 1987 to provide a further review ofPTCO operations andrecommend further improvements as dissatisfaction with the unitS servicescontinued to be expressed within the University community.　　[7]In1989，the University responded to continued requests for morecampus and Laboratory.oriented services and attempted to address the uniqueneeds of the individual campuses and Laboratories regarding technologytransfer.Peat Marwick assisted the Universitv in developing three altemafivemodels for campus／Laboratory involvement.Each campus or Laboratory wasgiven the opportunity to adopt the model best suited to its individual needs。Berkeley and UCLA and the three Laboratories elected fulldelegation oflicensing authority. Davis， Irvine， San Diego， and San Francisco followed anintermediate model，establishing a Technology Liaison Officer to coordinateW1th the PrCO.Santa Barbara，Santa Cruz，and Riverside followed the full.service model.Tbese adjustments in relationships and responsibilities have notturned out to be final end points，but rather steps in a longer process，as manycampuses have now expressed an interest in a more refined analysis andresponse to dleir local needs.