工商管理专业英语1

Ⅰ. Explain the terms. 1. Contingency approach 2. Differentiation 3. Objective 4. Management pyramid 5. Top managers 6. Strategic goals 7. Organizational behavior 8. Operative goals 9. Strategic group 10. Threat of new entrants Ⅱ. True and false statements. 1. The three well-established approaches to management thought are the classical approach, which focus on the task of production and operation; the behavioral approach which focus on the task of managing people; and the management science approach, which focus on the task of managing work and organization.( ) 2. In solving problems, managers using the systems approach must view the organization as a dynamic whole but must try to anticipate the intended as well as unintended impacts of their decision. ( ) 3. in other words, the contingency approach seeks to match different situations with different management methods.( ) 4. It seeks to identify the characteristics of jobs, people, and organization, allowing managers to see the interdependence between the segments of an organization.( ) 5. Between the two extremes of management practice and management science are many general who have contributed to the study of management. ( ) 6. In today’s innovative and competitive business e nvironment, companies that strive to envision and define the future often haven’t an advantage over those that simply react to the present. ( ) 7. In many of today’s leaner company, fewer levers separate managers at the top and bottom. ( ) 8. Communication or exchanging information, is the most important and pervasive interpersonal skill that managers use. ( ) 9. Management is indeed in every type of organization. ( ) 10. In order to transform vision to reality, managers must define specific goals and objectives. ( ) 11. To meet these challenges, managers must possess certain skills that disable them to fulfill specific roles. ( ) 12. As the company grows, management can refer to the mission statement as a means of evaluating whether proposed actions are in line with the company stated purpose and values. ( ) 13. A starting point is to write a mission statement that defines how the organization exists and what it seeks to accomplish. ( ) 14. Technical skills are more important at lower organization levels.( ) 15. There are organizations that exist with balance sheets, capital assets, financial plans, or formal marketing strategies, but without people.( ) 16. Organizations are not random collections of people. ( ) 17. Organizations have many goals and operative goal are general and abstract. ( ) 18. Sometimes the coordination in organizations is a matter of absolute necessity rather than efficiency. ( ) 19. Individuals have intellectual and physical limitation which can only be overcome by organized group effort. ( ) 20. One important, although often implicit, official goal of all organizations is development. ( ) 21. Members must occasionally engage in innovative activities that go beyond their usual assignments. ( ) 22. Clearly these (often implicit) people-related operative goals are separate and independent from official goals. ( ) 23. Organizations are designed to continue achieve their goals even if certain members aren’t replaced. ( ) 24. One important, although often implicit, official goal of virtually all organizations is survival. ( ) 25. When there is little product differentiation, competition between present competitors is greater. ( ) 26. When strong product differentiation exists, the entry is easier. ( ) 27. Su ppliers are especially important when their product is large part of buyer’s value added. ( ) 28. If buyers earn low profits and product involved is important part of their cost, then the bargaining will be less aggressive. ( ) 29. Different market segments need different bundles and different product. ( ) 30. An unattractive industry couldn’t lead the firm into withdrawal strategies or an attempt to form an alliance with competitors. ( ) 31. There are five interactive competitive forces that collectively determine an industry’s long-term attractiveness: present competitors, potential competitors, the bargaining power of suppliers and buyers, and substitute product. ( ) 32. New competitors add capacity to the industry and bring with them the need to gain market share, thereby marketing competition more intense. ( ) 33. Its impact can be significant, particularly when a limited number of suppliers service a number of same industries. ( ) 34. All four competitive forces just discussed above are affected by the passage of time; therefore, their strength varies as the industry passes from its introductory stage to its growth stage and on to maturity, followed by decline. ( ) 35. During the maturity period, competition forces are at their strongest, and many competitors are forced to exit the industry. ( ) 36. Management entails planning, organizing, coordinating, leading, and controlling resource to efficiently reach these goals. ( ) 37. In addition to setting goals and assuming various roles, managers also employ skills that fall into three basic categories: information, technical and conceptual skills. ( ) 38. Managers around the world use more of a contingency to survive. ( ) 39. First-line managers set operational objectives, which define the results necessary to achieve both the tactic objectives and the strategic goals. ( ) 40. The field of organizational behavior is concerned with the influence that only formal grouping has on the individuals. ( ) Ⅲ.Translate the following into Chinese. 1. Learning about management is important for two reasons. First, our society depends on specialized institutions and organizations to provide the goods and services we desire. These organizations are guided and directed by the decisions of one or more individuals designated as ―managers‖. Second, individuals not trained as managers often find themselves in managerial positions. Many individuals presently being trained to be teachers, accountants, musicians, salespersons, artists, physicians, or lawyers will one day earn their livings as managers. 2. All five competitive forces just discussed above are affected by the passage of time; therefore, their strength varies as the industry passes from its introductory stage to its growth stage and on to maturity, followed by decline. Competitive forces are apt to be weakest during the fast-growth period, thus, there are substantial opportunities for gaining market share. During the shakeout period, competition forces are at their strongest, and many competitors are forced to exit the industry. During the industry maturity, competitions typically slackens, but only if the industry leader holds a strong relative position. 3.The grouping that characterizes organizations is of interest to the field of organizational behavior for several reasons. First, much of the work ( both intellectual and physical ) done in organizations is quite literally performed by groups, whether they are short-term task forces or formal work groups shown on an organizational chart. We are therefore interested in predicting and explaining the functioning of these groups and controlling them so that they function effectively. You will recall that the two-person news writing/news reading team was severely disrupted by Russ’s resignation. Secondly, everyone is aware that informal grouping occurs in all organizations. That is, friendships develop and informal alliances are formed to accomplish required work: Such grouping is not prescribed by the organization and not shown on the chart, but it can have an important impact upon goal achievement. Consequently, we are interested in how such groups’ form and what their exact impact is. Finally, the field of organizational behavior is concerned with the influence that both formal and informal grouping has on the individuals who enter organizations with their own particular needs and values. 4. In addition to setting goals and assuming various roles, managers also employ skills that fall into three basic categories: interpersonal, technical, and conceptual skills. As managers rise through the hierarchy, they may need to strengthen their abilities in one or more of these skills; fortunately, managerial skills can usually be learned. Ⅳ.Translate the following into English. 1.在这种情况下,为了使整个体系达到其目的,折中的做法是必要的。 2.换言之,权变的方法是为了不同的情况下采用不同的管理方法。 3.与其他人的沟通、和他们一起高效率地工作、激励他们、领导他们,这些都是在人际关系方面所需要的能力。 4.为了把梦想变为现实,管理人员必须制定出明确的目的和目标。 5.最好的企业目标应是:明确的、可测量的、有关联性的、有挑战性的、可以实现的以及有时间限制的。 6.组织行为学的研究将帮助你作为一个消费者理解为什么一些组织能够迅速有效地提供他们的产品与服务,而别的组织做不到。 7.所有发生在组织中的行为对组织如何运作以获取它们的自身目标和社会目标都会有潜在的影响。 8.一个具有吸引力的产业在决定一个公司的战略——尤其是具有挑战性的战略时扮演者重要的角色。 9.在移动电话产业中,主要的竞争力量是现有竞争者和新加入竞争者的威胁。 10.当有限数量的供应商服务于大量的不同产业时,其影响是巨大的。 Ⅴ. Fill in the blanks in the following sentences with the correct words from this list. You may change the tense, number, or form of the words to fit the context. Use each word only once. reliance memoirs conflict sufficient insights entail peer tactical affordable conform impact achieve friendship survival alliance long-term dramatically slacken shakeout interactive _____________________________________________________________________ 1. Even today, a great deal of what we know about management comes from the autobiographies and________ of men and women who are or have been practicing managers. 2. The age-old confrontation between the production objective of low costs and the marketing objective of a broad product line is a good example of the interrelated nature of management problems. Each objective ________ with the other. 3. Managers around the globe use more of a contingency approach to survive. Sole ________ on a classical or a behavioral or a management science approach is not ________ for organizations. 4. Both the systems approach and the contingency approach can provide valuable ________ and complement the classical, behavioral, and management science approaches. 5. Management ________ planning, organizing, coordinating, leading, and controlling resources (land, labor, capital and information) to efficiently reach these goals. 6. To accomplish this, middle managers set ________ objectives, which focus on departmental issues and define the results necessary to achieve the organization’s strategic goals. 7. Henry Ford envisioned making _________ transportation available to every person. 8. They also build a network of relationships with bosses, ________, and employees. 9. The challenges of management include maintaining an organizational structure, developing both long- and short-term plans, motivating employees, and maintaining quality –a measure of how closely goods and services ________ to predetermined standards and customer expectations. 10. Particular technologies have an important ________ on the behavior that occurs in organizations. 11. Organizations are designed to continue _________ their goals even if certain members are replaced. 12. One important, although often implicit, official goal of virtually all organizations is ________. 13. That is, ________ develop and informal ________ are formed to accomplish required work. 14. In recent years, the bargaining strength of suppliers in many industries has changed ________ as more companies seek a partnership relationship with their suppliers. 15. Industry evolution can best be judged by analyzing an industry’s ________ attractiveness. 16. High intensity required firms to operate at or near capacity as much as possible, thereby putting strong downward pressure on prices when demand ________. 17. During the ________ period, competition forces are at their strongest, and many competitors are forced the exist the industry. 18. There are five ________ competitive forces that collectively determine an industry’s long-term attractiveness –present competitors, potential competitors, the bargaining power of suppliers and buyers, and substitute products. Ⅵ.Questions 1. Why do management analysis and practice require a systems approach? Give a practical example of this approach. 2. What is the essence of systems approach to management? Give a concrete example of this approach in reality. 3. How do you define the strategic goals and tactic objectives of a firm according to the text? 4. What are the three levels of management? 5. Do you think that particular technologies have an important impact on the behavior that occurs in organizations? Can you give an example? 6. What are behaviors that appear to be necessary for an organization’s survival? Why are these organizational behaviors important? 7. What are the major forces that determine industry competition? Name each of 继续阅读