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{教育管理}大学英
语自学讲义下英文
版:.
{}教育管理大学英语
自学讲义下英文版
{}教育管理大学英语
自学讲义下英文版
大学英语自学教程(下)
01-?2
01-
02-
02-
03-:ForandAgainst11:.
03-
04-
04-
05-
05-
06-
06-
07-
07-
08-:PreventionandCure32
08-
09-
09-'sSelf-esteem39
10-
10--partySystem44
11-?46
11-'sStopKeepingPets49
12-
12-,PerchancetoDream55
13-,Labor,andPlay59
13-'sCompensation61
14-'sLastShockinglesson64
14-
15-
15-
01-?
Adecisionisachoicemadefromamongalternativecourses:.
istoestablishandachieveorganizationalgoalsandobjectiv
,
goalsorobjectivesarewrong,orsomethingisstandinginthe
wayofacplishingthem.
Thusthedecision-
rythingamanagerdoesinvolvesdecisions,indeed,somesu
oughmanagerscannotpredictthefuture,manyoftheirdecis
managersmustmakeabestguessatwhatthefuturewillbea
ndtrytoleaveaslittleaspossibletochance,hutsinceuncertai
ntyisalwaysthere,
onsequencesofapoordecisionareslight;atothertimesthey
areserious.
eisnochoice,
gistheprocessofchoosing,andmanydecisionshaveabroa:.
,astudentmaybeabletochoo
seamonganumberofdifferentcoursesinordertoimplement
,every
decisionhasconstraintsbasedonpolicies,procedures,law
s,precedents,
softheorganization.
Alternativesarethepossiblecoursesofactionfromwhichch
,thereisnochoi
ceand,therefore,,oft
enitmeansthatathoroughjobofexaminingtheproblemshas
,managerssometimestreatpro
blemsinaneither/orfashion;thisistheirwayofsimplifyingple
lternatives.
Atthemanageriallevel,decisionmakingincludeslimitingalt
ernativesaswellasidentifyingthem,andtherangeisfromhig
hlylimitedtopracticallyunlimited.
Decisionmakersmusthavesomewayofdeterminingwhich
ofseveralalternativesisbest--:.
thatis,whichcontributesthemosttotheachievementoforga
(andorganizations)frequentlyhavedifferentideasaboutho
wtoattainthegoals,thebestchoicemaydependonwhomak
,departmentsorunitswithinanor
ganizationmakedecisionsthataregoodforthemindividuall
edsuboptimization,thisisatrade-
offthatincreasestheadvantagestooneunitorfunctionbutde
ple,themarketingmanagermayargueeffectivelyforanincr
,ho
wever,increasedfundingforresearchtoimprovetheproduc
tsmightbemorebeneficialtotheorganization.
Thesetrade-
offsoccurbecausetherearemanyobjectivesthatorganizati
aremoreimportantthanothers,buttheorderanddegreeofi:.
mportanceoftenvaryfrompersontopersonandfromdepart
,sal
esmanagerstendtoseesalesproblems,productionmanag
ersseeproductionproblems,andsoon.
Theorderingandimportanceofmultipleobjectivesisalsoba
sed,inpart,
arepersonal;theyarehardtounderstand,evenbytheindivid
ual,
situationsdifferentpeople'svaluesaboutacceptabledegre
esofriskandprofitabilitycausedisagreementaboutthecorr
ectnessofdecisions.
Peopleoftenassumethatadecisionisanisolatedphenome
,problemshavemultipl
ecauses,anddecisionshaveintendedandunintendedcons
,andadecisi
hustheskilledmanagerlookstowardthefutureconsequenc
:.
01-
Thesubjectoftoday'stalkisinterviews.
Thekeywordsherearepreparationandconfidence,whichw
illcarryyoufar.
Doyourhomeworkfirst.
Findoutallyoucanaboutthejobyouareapplyingforandtheo
rganizationyouhopetoworkfor.
ManyoftheemployersIinterviewedmadethesamecriticism
ofcandidates."Theyhavenoideawhatthedaytodayworkoft
"furtheringth
epany'sprospects’orof'servingthemunity',buthavenevert
akenthetroubletofindouttheactualtaskstheywillberequire
dtodo.”
ncetoyouremployerandtoyourjob.
Takethetimetoputyourselfintotheinterviewer'
antssomebodywhoishard-
workingwithapleasantpersonalityandarealinterestinthejo
:.
Anythingthatyoufindoutabouttheprospectiveemployerca
nbeusedtoyouradvantageduringtheinterviewtoshowthat
youhavebotheredtomastersomefactsaboutthepeoplewh
oyouhopetoworkfor.
Writedown(andremember)thequestionsyouwanttoaskth
einterviewer(s)sothatyouarenotspeechlesswhentheyinvi
weredduringtheinterview,reply:"Infact,Ididhaveseveralq
uestions,butyouhavealreadyansweredthemall.”
Donotbeafraidtoaskforclarificationofsomethingthathasb
eensaidduringtheinterviewifyouwanttobesurewhatwasi
mplied,butdobepolite.
Justbeforeyougototheinterview,lookagainattheoriginala
dvertisementthatyouanswered,anycorrespondencefrom
yourprospectiveemployer,photocopiesofyourletterofappl
icationorapplicationformandyourresume.
isisveryimportantifyouhaveappliedformanyjobsinashortti:.
measitiseasytobeeconfusedandgiveanimpressionofineff
iciency.
Makesureyouknowwhereandwhenyouhavetoreportforth
(butnotinsidetheoffice)adayo
rtwobefore,ifnecessary,tofindouthowlongthejourneytake
sandwhereexactlytheplaceis.
Aimtoarrivefiveortenminutesearlyfortheactualinterview,t
henyouwillhavealittletimeinhandandyouwillnotpanicifyou
andtenminuteslate.
Dressinclean,neat,
metoexperimentwiththepunklookor(girls)towearlow-
,hand
sandhair(andteeth)arecleanandneat.
Havetheletterinvitingyouforaninterviewreadytoshowinca
sethereisanydifficultyinmunication.
tterisfarmoreintimidating,butdonotletitworryyoutoomuch.
Theinterviewerwillprobablyhaveatableinfrontofhim/:.
onotputyourthingsorarmsonit.
Ifyouhaveabagoracase,putitonthefloorbesideyourchair.
Donotclutchitnervouslyor,worsestill,dropit,spillingeveryt
hing.
lelikelihoodthatapaneloffivewantstogothoughtheprocess
ooneoffers.
Shakehandsfirmly--
aweakhandsuggestsaweakpersonality,andacrushinggri
astoucheditasthiswillseemtoshowyoudonotliketheotherp
erson.
beforeyouansweranyquestions.
Ifyoucannotunderstand,ask:"Wouldyoumindrephrasingt
hequestion,please?"Thequestionwillthenberepeatedindi
fferentwords.
Ifyouarenotdefinitelyacceptedorturneddownonthespot,a:.
sk:"WhenmayIexpecttoheartheresultsofthisinterview?"
Ifyoudoreceivealetterofferingyouthejob,youmustreplybyl
etter(keepaphotocopy)assoonaspossible.
Goodluck!
02-
Whatisablackhole?Well,it'sdifficulttoanswerthisquestion,
sincethetermswewouldnormallyusetodescribeascientific
iststhinkthatablackholeisaregionofspace(notathing)into
whichmatterhasfallenandfromwhichnothingcanescape?
'
ce--?
Thetheoryisthatsomestarsexplodewhentheirdensityincr
easestoaparticularpoint;theycollapseandsometimesasu
,asupernovalookslikeaverybri
vaewerereportedbyastronomersintheseventeenthandei
:.
produceaWhiteDwarforaneutronstar--
astar,whosematterissodensethatitcontinuallyshrinksbyt
(muchbig
gerthanoursun)thisprocessofshrinkingmaybesointenset
ofamarble,butstillhavingthesamemassandastrongergrav
itationalpull,andyouhavesomeideaoftheforceofablackhol
dtheboundaryareaaroundtheholethe"eventhorizon."Wek
nownothingabouteventswhichhappenonceobjectspasst
,mattermustbehaveverydifferen
tlyinsidethehole.
Forexample,ifamanfellintoablackhole,hewouldthinkthath
ttheeventhorizonwouldthinkthatthemanneverreachedthe
'tseemtoapplytoob
'srelativitytheoryisth:.
medthatmatterandenergyareinterchangeable,sothatther
eisno"absolute"
l,andmeasurementsoftimeandspacedependonthepositio
andtheimplicationsoftherelativitytheory;butitisinteresting
thatEinstein'stheoryprovidedabasisfortheideaofblackhol
esbeforeastronomersstartedtofindsomeevidencefortheir
,asatellitewa
slaunchedtogatherdataaboutthe10millionblackholeswhi
nninganewobservatorytostudytheindividualexplodingsta
rsbelievedtobeblackholes,
Themostconvincingevidenceofblackholesesfrownresear
,astheirnamesugge
sts,aretwinstarswhosepositioninspaceaffectseachother.
Insomebinarysystems,astronomershaveshownthatthere
isaninvisiblepanionstar,a"partner"totheonewhichwecans:.
,whichex
ertssuchagreatforce,beablackh