新编商务英语综合教程（第2册）

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  

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.　　……