商务英语入门课件

1、商务英语入门 任书梅本书主要内容及编写特色课时安排以Management 章节为例看课堂处理案例处理方式考试方式一、主要内容与编写特色本书的编写目的是让学生既能学习丰富的商务知识，又能熟悉商务方面的各种英语表达，提高商务英语水平。教学对象：大学三年级的学生，在完成大学英语阶段之后的后续选修课。本书共有八章，分别是： Forms of Business Ownership (企业的产权形式)、Management (管理)Production and Operation (生产与运营)Marketing (市场营销) Human Resources Management(人力资源)Corpora

2、te (企业文化)Electronic (电子商务)Business Start-up (小企业创建)本书主要涉及基础商务知识，简单易懂。主题讲解通常分为45个部分，分别就本章学习的主题进行深入浅出的讲解。导读部分主要提示本章学习要点，概括介绍全章内容并且安排导入学习的课前活动。每一小节的开头都有对应的中文翻译，便于学生理解本小节主要内容或概念；专业术语和生词在原文中标示，背景知识和难点进行注释 (如P6的partnership)本书配有大量的图表，以确保阐述的清晰性并帮助学生理解和记忆内容。(如P18的types of mergers和P131的市场营销组合)每一小节后都配有思考题或小组讨论

3、，使学生能够把握要点，同时考查学生对专业知识的实际运用。(如P270)每一章配有“小组活动”和练习题，用来监测学生对主要的理论知识的掌握程度和应用能力。小组活动设计以小组为单位组织学生综合运用本章所学的内容解决一两个实际问题，一方面活跃课堂气氛，另一方面可以让学生实际运用所学知识。练习题围绕每章重点需要掌握的知识编写，形式多样，包括选择、判断对错、翻译、填表等，可以测试和巩固每章学习的知识。 (P21)设有“案例分析”部分，并配有思考题。通过案例分析，以及回答案例后的问题，学生可以判断自己是否理解并能应用这一章所学的概念。补充阅读为课外阅读，所选文章围绕每章学习的主题，对主题内容的学习起到有效

4、的补充和扩展。二、课时安排多数学校是以选修课形式来开设这门课，每周2学时，总课时约为32学时。本书的课时分配为每两周一个单元,即每章4个学时。有时可根据内容的长度，或授课对象，自行调整。每章节的安排情况如下：2-3学时讲解正文，1-2学时处理案例学习。案例学习以提问问题和分析问题的方式进行。但不管以何种方式处理教材内容，都要求学生课前必须预习，因为本教材内容多、面广，要在有限的课时内处理完不是件简单的事。对教师的要求对语言文学类的老师是一大挑战，也是自我提高的机会。备课量较大，要略懂相关专业知识：教师先入门，在领学生入门。讲解正文时也不能逐句解释，不能像教精读那样，因为这不是教语言，教师要摆脱

5、教语言的束缚，学生要摆脱学语言的束缚，学生是用英语掌握些商务经济知识，这是双赢的局面；讲解时要提纲携领，最好做成Powerpoint 形式，补充一些生动形象的图片，激发学生兴趣。对非经济类学生（如果学生认为难）可采用双语教学。三、Chapter 2 Management What Is Management 什么是管理Management Functions 管理职能Organizational Structure 组织结构Management Levels 管理层次Managerial Roles 经理人角色Management Skills 管理技能课外阅读：What Makes an E

6、ffective Executive 高效管理者应具备的素质Warm-up activitiesWhat qualities do you admire?Do you think you have some qualities to be a manager? What are they? What qualities do you want to cultivate on you?Management Management will be defined as the application of planning, organizing, directing, and controllin

7、g functions in the most efficient manner possible to accomplish meaningful organizational objectives. A central person must coordinate the work activities of others to achieve organizational objectives. The Four Management FunctionsPlanning The first function is planning. Planning defines where the

8、organization wants to be in the future and how to get there. Planning means defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. A lack of planning, or a poor planning, can hurt an organizations performance. Al Copeland, founder o

9、f Popeyes Famous Fried Chicken and Biscuits, once said “Plan for what happens when you succeed and plan for what happens when you fail. Planning is the most important thing.” (书中也引用了Eisenhower对planning的评价)Several questions to be considered when planningThe forms of planningstrategic (long-range) pla

10、nningTactical (short-range) planning operational planningContingency planningQuestions on PlanningHave you planned for your college study (tactical) and your future career (strategic)? Effective planning helps an organization adapt to change by identifying opportunities and avoiding problems (P40).

11、(find an example in real life)Organizing Organizing typically follows planning and reflects how the organization tries to accomplish the plan. Organizing involves the assignment of tasks, the grouping of tasks into departments, and the allocation of resources to departments. Directing or LeadingProv

12、iding leadership is becoming an increasingly important management function. Leading is the use of influence to motivate employees to achieve organizational goals. Leading means creating a shared culture and values, communicating goals to employees throughout the organization and infusing employees w

13、ith the desire to perform at a high level. Leading involves motivating entire departments and divisions as well as those individuals working immediately with the manager. Two Types of LeadingAutocratic leadership, the close style of supervision, means providing subordinates with detailed job instruc

14、tions. Democratic leadership: In this style, the manager consults with subordinates about job activities, problems, and corrective actions. Managers using the general approach seek help and ideas. Questions for discussion What type of leadership do you prefer?What kind of leader would you like to be

15、?How do you comment on these two types of leading?Controlling Controlling is the last function is the management process. Controlling means monitoring employees activities, determining the organization is on target toward its goals, and making corrections as necessary Organizational structureOrganiz

16、ational structure is the formal decision-making framework by which job tasks are divided, grouped, and coordinated. Five traditional methods for grouping work activities Departmentalization by function Departmentalization by product Departmentalization by geographical regions Departmentalization by

17、process Departmentalization by customer Example: Organizational Structure of SASAC（国务院国资委）General Office (Office of CPC Committee) (党委办公室）Bureau of Policies, Laws and Regulations（政策法规Bureau of Performance Assessment（业绩考核）Bureau of Statistics and Evaluation （统计评价）Bureau of Property Right Management （

18、产权管理）Bureau of Planning and Development （规划发展）Bureau of Enterprise Reform （企业改革）Bureau of Enterprise Restructuring （企业改组）Bureau of Enterprise Remuneration （企业分配）Working Bureau of Supervisory Panels（Working Office of Supervisory Panels for SOEs） （监事会）First Bureau for the Administration of Corporate E

19、xecutives （领导任免）Second Bureau for the Administration of Corporate ExecutivesBureau of Party Building（CPC Committee Organization Department） （党建工作）Bureau of Publicity（CPC Committee Publicity Department）（宣传工作）Bureau of Mass Work （CPC Committee Mass Work Department, CPC Committee United Front Work Depa

20、rtment）（群众工作）Research Office Bureau of Foreign Affairs （外事工作）Bureau of Personnel （人事工作）SASAC Discipline Inspection Committee （纪检监察）Bureau of In-house Logistics（Bureau of Retired Staff Management）四、案例讲解以chapter one 的case study 1 为例1. 明确案例所涉及的知识点：a company owned by husband and wife - the form of busin

21、ess ownership is partnership.2. 分析Esprit 的两位创始人无法继续合作的原因： 1) the relationship between the couple broke 2) markets and profits were lost 3) the couple had different ideas about the development of the company and each wanted to interfere others work. Each wanted to take main charge of the company. 4)

22、The couple decried each others work3. 讨论合伙制企业或家族企业正确的运营方式 1) 明确产权，明确股份 2）各司其职，互不干涉五、考试方式考试可由两部分组成,教师也可根据情况自定: 1) 学期论文(商务英语方面,或与教材主题相 关的内容) 2) 笔试笔试的考试题型 (仅供参考)1. 概念解释: 如franchise: A franchise is right to use a business name and sell products or services, usually in a specific geographical territory.2

23、. 多选题: 课后练习有这种形式。3. 填空题: _ is the managers ability to work with and through other people and to work effectively as a group member.4. 简答题: 1) Describe briefly how to become a democratic leader.2) describe briefly the Four Cs Model for evaluating human resources5. 阅读理解：1) 简答题：选取一篇经济文章，让考生阅后回答文章之后的问题。(书后的网址) 2）选择题 3) 选词填空：从教材中选择一段文字，或选一段经济