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《新版剑桥实用专业英语：管理英语（附答案）》主要涉及如下领域：管理环境、创新、营销、运营、人力资源、财务以及战略与变革。每个领域又分多个单元，详细阐述该领域的热门主题，如组织结构、创新与创造力、营销计划、供应商、招聘与筛选、团队与战略选择等。其内容联系实际，适用性极强，几乎重现现实中的管理环境。

INTRODUCTION 6

MANAGEMENT IN CONTEXT

1 Perspectives on management 8

A What is managing?

B Mintzberg

C Management practice

2 Organization structures 10

A Organizational structures

B An example of a divisional structure

3 Some management gurus 12

A Henri Fayol (1841–1925)

B Frederick Winslow Taylor (1856–1915)

C Peter Drucker (1909–2005)

4 Management in different sectors 14

A Private

B Public

C Not for profit

5 Resources managers use 16

A Data and information

B Time

C Money

INNOVATION

6 Innovation and creativity 18

A Sources of innovation

B Trevor Baylis: a case study on the value of market research in the innovation process 1

7 Screening ideas 20

A Criteria for screening ideas

B Trevor Baylis: a case study on the value

of market research in the innovation

process 2

8 Feasibility studies 22

A The new product development process

B Is there a need for a product or service?

9 New product development in practice 24

A Diffusion of innovation and customer adoption of new products

B The Maclaren Baby Buggy

C Some disasters

10 Intellectual property 26

A Patents

B Software piracy

C Creative Comm***

MARKETING

11 Marketing principles 28

A Needs and wants

B Development of marketing techniques

12 Marketing planning 30

A The benefits of marketing planning

B SWOT ***ysis – Caffè Italia, a UK coffee retail outlet

13 The marketing mix 32

A The four Ps the seven Ps of the marketing mix

B Product life cycle

14 Market research 34

A STEEP ***ysis

B Market research methods

15 Using the Internet for marketing 36

A Market research online

B The Long Tail and Freemium

16 Doing business online 38

A The four Ps online

B Viral marketing in action

C Doing business online

OPERATIONS

17 Processes 40

A Managing operati*** overview

B Porter’s value chain

C Contingency planning and risk

18 Suppliers 42

A Supply chains

B Purchasing

C Outsourcing

19 Managing quality 44

A Quality

B ISO 9001:2008

C EFQM

20 Customer care 46

A Customer relati***hip management (CRM)

B Customer journey mapping

21 Operati*** online 48

A Just-in-time and online inventory management

B Online tendering

PEOPLE AND HUMAN RESOURCES

22 Recruitment and selection 50

A The recruitment and selection process

B Recruitment of temporary staff

C Employment legislation and equal opportunities

23 Motivation and job design 52

A Herzberg

B Hackman and Oldham’s job characteristics model

24 Performance appraisal, feedback, training and development 54

A 360-degree feedback

B Training opti***

25 Teams 56

A Tuckman

B Belbin

C Emotional intelligence

26 Managing knowledge and learning in ***anizati*** 58

A Learning ***anizati***

B Knowledge management

27 Leadership 60

A Transactional and transformational leaders

B Is there a difference between leadership and management?

28 Managing across cultures 62

A Hofstede

B Cross-cultural competence

C Cross-cultural differences

FINANCE

29 Financial accounting and management accounting 64

A Financial accounting

B Management accounting

30 Business valuation and interpretation of accounts 66

A How much is a business worth?

A case study in valuation of assets

B A shareholder’s perspective

31 Banking and financial services 68

A Zopa and the banks

B Applying for a bank loan

C Cash management services and payment products

32 Raising finance – equity and debt 70

A Venture capital and private equity

B A good business plan

C Debt or equity financing – Microsoft and Manchester United

33 Mergers and acquisiti*** 72

A Value creation and synergy

B Implementing M&As and post-merger integration

34 Corporate governance 74

A Company ownership and the principalagency problem

B Executive compensation

C The board of directors

35 Risk management 76

A Risk management and financial planning

B Risk management and investment

36 Managing in difficult times 78

A A year that changed the world

B Capital markets and the credit crunch

STRATEGY AND CHANGE

37 Strategic opti*** 80

A Porter – competitive forces

B Ansoff – product development versus market development

C Case study: the world watch industry

38 Analysis 82

A Gaining competitive advantage through corporate strategy

B Mission, tactics and operational planning

C Scenario planning

39 Managing change 84

A Planning for change with force field ***ysis

B Overcoming resistance to change

40 Action planning 86

A Implementing strategy – management by objectives

B ***ART objectives

C Resource allocation

Appendix: US English terms 88

Answer Key 90

Index 112

Acknowledgements 120

阿瑟？麦基翁是北爱尔兰阿尔斯特大学的教授，也是讲授管理英语课程经验丰富的教师。

  罗斯？赖特曾两次担任TESOL France的总裁，是一位经验丰富的ESP培训师和教材作家， 近与人合著了几本ESP和ESAP课程书籍。

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MintzbergHenry Mintzberg, a Canadian professor of management, has made significant contributi*** to our understanding of managerial work and the role of the manager. He has identified different roles in a manager’s job and placed them in three categories:Interpersonal roles – a manager is the figurehead, providing leadership for the team, the department or the ***anization and liaising with other stakeholders (both internal and external)Information roles – a manager has to be an effective communicator as information c***tantly moves in, round and out of the ***anizationDecision roles – a manager has resp***ibility for spotting opportunities, allocating resources and dealing with conflict or the day-to-day differences that can arise in any team or ***anization.Management practicePavel is speaking to some new recruits at a major firm of management c***ultants, where he is to be their mentor during the first six months:‘Welcome to Delboi! I have three pieces of advice as you make the move from studying management to the real-world environment in which we work:First: you need to be a team player. Our success here comes from collaborating with colleagues to create feasible soluti*** when we are in***cting with clients.Second: all the soluti*** that you recommend to our clients have to be practical rather than academic. You have to integrate what you have been learning and c***tantly challenge your own assumpti***. You need to be able to develop creative thinking skills and discuss complex issues in the workplace from a ‘people perspective’.And finally: if you do not know something, or if you are uncertain about how we do thingshere, please ask!‘We hope you enjoy your time here and we look forward to working with you.’

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