管理英语教程

作者简介

《管理英语教程(第2版)》可供各类大专院校中的企业管理、经济管理、财务管理、人力资源管理、营销管理和金融管理的高年级本科生作为教材使用，也可供管理类各专业硕士研究生作为专业教材使用。此外，也可作为从事企业管理的各界人士掌握管理学知识、提高专业语言技能的自学教材使用。

本以管理职能为主线，涵盖现代管理学发展的思想，系统阐述管理学的理论框架。本教程共分21个单元，依据其内容特点又分为五个部分：第1部分为管理基本原理；第2部分为计划职能；第3部分为组织职能；第4部分为领导职能；第5部分为控制职能。

书籍目录

Part One  Foundation  Unit 1  Management and Managers  Unit 2  Evolution of Management  Unit 3  Management and the External Environment  Unit 4  Management and Social ResponsibilityPart Two  Planning  Unit 5  Types and Functions of Planning  Unit 6  Planning Process  Unit 7  Strategic Planning  Unit 8  Decision-makingPart Three  Organizing  Unit 9  Organizing Work  Unit 10  Organizing Process  Unit 11  Centralization and Decentralization  Unit 12  Organization StructurePart Four  Leading  Unit 13  Motivation Theories  Unit 14  Leadership and Trait Theories  Unit 15  Behavioral Theories of Leadership  Unit 16  Contingency Theories of Leadership  Unit 17  Conflict ManagementPart Five  Controlling  Unit 18  Fundamentals of Controlling  Unit 19  The Process of Controlling  Unit 20 Types of Controlling  Unit 21  Performance AppraisalPart Six  Strategic Management  Unit 22  Introduction to Strategic Management  Unit 23  Strategic Environmental Scanning  Unit 24  Strategy Formulation and Strategic Alternatives  Unit 25  Strategy Implementation and Strategic ControlPart Seven  Project Management  Unit 26  Fundamentals of Project Management  Unit 27  Project Management Process  Unit 28  Functions of Project Management  Unit 29  Team Manager and Project TeamBibliography

前言

　　本书自2005年11月出版以来，受到本学科同行的好评，并被国内多所大学选作管理英语课程的指定教材，这无疑是对作者工作的最大鼓励。　　在过去的五年中，许多热心的读者，特别是采用本书作为教材的教师和学生，给作者来信或电子邮件。他们在肯定本书的同时，也指出了书中所存在的错误与不足，并提出了他们的修改建议。借本书修订再版的机会，我向广大读者致以衷心的感谢！　　本次修订在保持原书基本结构和写作风格的同时，对原书作了认真的增补和修订，其中最大的变化主要集中在以下几个方面：　　1.删除了16章与19章中实践应用价值低的部分内容；修改了全书中的语法错误。　　2.增加了第六部分“战略管理”，该部分内容涵盖战略环境分析、战略制定、战略实施和战略控制在内的战略管理过程。　　3.增加了第七部分“项目管理”，该部分内容包含项目管理的基本内容、过程和功能以及项目经理与项目团队。　　4.在各章节后增加了“世界管理大师介绍”，旨在使读者从全新的视角了解管理理论形成的背景和过程，增加了本书的可读性，激发读者对管理学科的兴趣。　　5.应广大读者的要求，增加全书的中文译文，辅助读者的自主性学习。　　本教程在再版过程中得到了南开大学出版社的大力支持，南开大学美籍专家Cynthja Bmwn审校了全书的英文部分，作者对他们表示衷心的感谢。　　作者相信，经过增补和修订，本书在科学性、规范性、实用性几个方面将会得到进一步的提高。作为一本管理英语教材，它无论是对于高等院校的学生，还是对于对管理有兴趣的读者，都将会具有更大帮助。

内容概要

高嘉勇  天津外国语大学英语学院教授，英语学院国际商务系主任，南开大学商学院管理学博士，南开大学经济与社会发展研究院博士后，商务英语方向研究生导师；曾在中国驻外公司、中国驻外使馆、中国教育部工作；曾在加拿大多伦多大学(2000年)、比利时布鲁塞尔自由大学(2008年)做访问学者，从事学术研究；研究方向为商务英语、人力资源管理，出版译著《组织行为学》、《解析雇佣关系》，主编《人力资源管理英语》《国际金融英语》；另外，发表学术论文二十余篇。

章节摘录

　　Managements responsibilities to employees can be minimally discharged bymeeting the legal requirements that relate to employee-employer relationships. Suchlaws address issues associated with safety， health issues， wage and hour provisions，and the like. In addition to these responsibilities， the modern corporate practice ofproviding fringe benefits——retirement funds， health and hospitalization insurance，and accident insurance——has extended the range of socially obligated activity.　　A company may assume other socially responsible activities， such as providingcomprehensive employee training， career development and counseling， andestablishing employee assistance programs （EAPs）6 to help employees. In 1991，three-fourths of all Fortune 500 companies had EAPs.　　More companies are realizing that employees are experiencing greaterdifficulties in meeting the responsibilities of job and family. The growing incidenceof two-career couples with children and the longer life span of the elderly mean thatmore employees need assistance in caring for their children and aging parents.Companies are responding in several ways. One of the tools used by firms isflextime7. The concept of flextime refers to a variety of flexible arrangementsincluding unconventional hours， job sharing， leaves of absence， and working athome. From a companys perspective， allowing employees to work fewer and morepliable hours is a powerful way to attract and retain top-caliber people.　　These efforts are socially reactive in nature if they are responses to pressuresfrom employees or external parties. The efforts are socially responsive if theorganization proactively initiates these activities in the absence of any substantialpressure. Note， however， that like many socially responsible actions， activitiesundertaken in the interest of employees also benefit the organization. For example，several companies that have proactively established day care centers reportsubstantial improvement in attendance and productivity among participatingemployees.

图书封面

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