大学英语自学教程（下）
01-A. What Is a Decision?
A decision is a choice made from among alternative cours of action that are available. The purpo of making a decision is to establish and achieve organizational goals and objectives. The reason for making a decision is that a problem exists, goals or objectives are wrong, or something is standing in the way of accomplishing them.
包括英语怎么说Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some suggest that the management process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance, hut since uncertainty is always there, risk accompanies decisions. Sometimes the conquences of a poor decision are slight; at other times they are rious.
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Choice is the opportunity to lect among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, and many decisions have a broad range of choice. For example, a student may be able to choo among a number of different cours in order to implement the decision to obtain a college degree. For managers, every decision has constraints bad on policies, procedures, laws, precedents, and the like. The constraints exist at all levels of the organization.
Alternatives are the possible cours of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are en, often it means that a thorough job of examining the problems has not been done. For example, managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blinds them to other alternatives.
一氧化碳还原四氧化三铁At the managerial level, decision making includes limiting alternatives as well as identifying them, and the range is from highly limited to practically unlimited.家长的意见和建议
Decision makers must have some way of determining which of veral alternatives is best -- that is, which contributes the most to the achievement of organizational goals. An organizational goal is an end or a state of affairs the organization eks to reach. Becau individuals (and organizations) frequently have different ideas about how to attain the goals, the best choice may depend on who makes the decision. Frequently, departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Called suboptimization, this is a trade-off that increas the advantages to one unit or function but decreas the advantages to another unit or function. For example, the marketing manager may argue effectively for an incread advertising budget. In the larger scheme of things, however, incread funding for rearch to improve the products might be more beneficial to the organization.
The trade-offs occur becau there are many objectives that organizations wish to attain simultaneously. Some of the objectives are more important than others, but the order and degree of importance often vary from person to person and from department to
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department. Different managers define the same problem in different terms. When prented with a common ca, sales managers tend to e sales problems, production managers e production problems, and so on.
The ordering and importance of multiple objectives is also bad, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, becau they are so dynamic and complex. In many business situations different people's values about acceptable degrees of risk and profitability cau disagreement about the correctness of decisions.
People often assume that a decision is an isolated phenomenon. But from a systems point of view, problems have multiple caus, and decisions have intended and unintended conquences. An organization is an ongoing entity, and a decision made today may have conquences far into the future. Thus the skilled manager looks toward the future conquences of current decisions.
01-B. Secrets of Success at an Interview
The subject of today's talk is interviews.
The key words here are preparation and confidence, which will carry you far.
Do your homework first.
有关感恩的诗句Find out all you can about the job you are applying for and the organization you hope to work for.
Many of the employers I interviewed made the same criticism of candidates. "They have no idea what the day to day work of the job brings about. They have vague notions of "furthering the company's prospects’ or of 'rving the community', but have never taken the trouble to find out the actual tasks they will be required to do.”励志的四字成语
