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1、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-A. What Is a Decision?201-B. Secrets of Success at an Interview402-A. Black Holes702-B. Worlds within Worlds903-A. Euthanasia: For and Against1103-B. Advantage Unfair1304-A. Slavery on Our Doorstep1604-B. Return of The Chain Gang1805-A. The New Music2005-B. Different Ty
2、pes of Composers2106-A. Improving Industrial Efficiency through Robotics2306-B. Predicting Earthquakes2507-A. Leisure and Leadership2707-B. The Time Message2908-A. Jet Lag: Prevention and Cure3208-B. Coetrolling Your Concentration3409-A. Aging in European Countries3709-B. Childrens Self-esteem3910-A
3、. The Campaign for Election4210-B. The American Two-party System4411-A. Sacrificed to Science?4611-B. Lets Stop Keeping Pets4912-A. Let Your Mind Wander5112-B. To Sleep, Perchance to Dream5513-A. Work, Labor, and Play5913-B. The Workmans Compensation6114-A. The Teachers Last Shocking lesson6414-B. T
4、he Seeds of Wrath6615-A. The Computer and The Poet6915-B. Changes to Come in U. S. Education7101-A. What Is a Decision?Adecisionisachoicemadefromamongalternativecoursesofactionthatareavailable.Thepurposeofmakingadecisionistoestablishandachieveorganizationalgoalsandobjectives.Thereasonformakingadecis
5、ionisthataproblemexists,goalsorobjectivesarewrong,orsomethingisstandinginthewayofacplishingthem.Thusthedecision-makingprocessisfundamentaltomanagement.Almosteverythingamanagerdoesinvolvesdecisions,indeed,somesuggestthatthemanagementprocessisdecisionmaking.Althoughmanagerscannotpredictthefuture,manyo
6、ftheirdecisionsrequirethattheyconsiderpossiblefutureevents.Oftenmanagersmustmakeabestguessatwhatthefuturewillbeandtrytoleaveaslittleaspossibletochance,hutsinceuncertaintyisalwaysthere,riskacpaniesdecisions.Sometimestheconsequencesofapoordecisionareslight;atothertimestheyareserious.Choiceistheopportu
7、nitytoselectamongalternatives.Ifthereisnochoice,thereisnodecisiontobemade.Decisionmakingistheprocessofchoosing,andmanydecisionshaveabroadrangeofchoice.Forexample,astudentmaybeabletochooseamonganumberofdifferentcoursesinordertoimplementthedecisiontoobtainacollegedegree.Formanagers,everydecisionhascon
8、straintsbasedonpolicies,procedures,laws,precedents,andthelike.Theseconstraintsexistatalllevelsoftheorganization.Alternativesarethepossiblecoursesofactionfromwhichchoicescanbemade.Iftherearenoalternatives,thereisnochoiceand,therefore,nodecision.Ifnoalternativesareseen,oftenitmeansthatathoroughjobofex
9、aminingtheproblemshasnotbeendone.Forexample,managerssometimestreatproblemsinaneither/orfashion;thisistheirwayofsimplifyingplexproblems.Butthetendencytosimplifyblindsthemtootheralternatives.Atthemanageriallevel,decisionmakingincludeslimitingalternativesaswellasidentifyingthem,andtherangeisfromhighlyl
10、imitedtopracticallyunlimited.Decisionmakersmusthavesomewayofdeterminingwhichofseveralalternativesisbest-thatis,whichcontributesthemosttotheachievementoforganizationalgoals.Anorganizationalgoalisanendorastateofaffairstheorganizationseekstoreach.Becauseindividuals(andorganizations)frequentlyhavediffer
11、entideasabouthowtoattainthegoals,thebestchoicemaydependonwhomakesthedecision.Frequently,departmentsorunitswithinanorganizationmakedecisionsthataregoodforthemindividuallybutthatarelessthanoptimalforthelargerorganization.Calledsuboptimization,thisisatrade-offthatincreasestheadvantagestooneunitorfuncti
12、onbutdecreasestheadvantagestoanotherunitorfunction.Forexample,themarketingmanagermayargueeffectivelyforanincreasedadvertisingbudget.Inthelargerschemeofthings,however,increasedfundingforresearchtoimprovetheproductsmightbemorebeneficialtotheorganization.Thesetrade-offsoccurbecausetherearemanyobjective
13、sthatorganizationswishtoattainsimultaneously.Someoftheseobjectivesaremoreimportantthanothers,buttheorderanddegreeofimportanceoftenvaryfrompersontopersonandfromdepartmenttodepartment.Differentmanagersdefinethesameproblemindifferentterms.Whenpresentedwithamoncase,salesmanagerstendtoseesalesproblems,pr
14、oductionmanagersseeproductionproblems,andsoon.Theorderingandimportanceofmultipleobjectivesisalsobased,inpart,onthevaluesofthedecisionmaker.Suchvaluesarepersonal;theyarehardtounderstand,evenbytheindividual,becausetheyaresodynamicandplex.Inmanybusinesssituationsdifferentpeoplesvaluesaboutacceptabledeg
15、reesofriskandprofitabilitycausedisagreementaboutthecorrectnessofdecisions.Peopleoftenassumethatadecisionisanisolatedphenomenon.Butfromasystemspointofview,problemshavemultiplecauses,anddecisionshaveintendedandunintendedconsequences.Anorganizationisanongoingentity,andadecisionmadetodaymayhaveconsequen
16、cesfarintothefuture.Thustheskilledmanagerlookstowardthefutureconsequencesofcurrentdecisions.01-B. Secrets of Success at an InterviewThesubjectoftodaystalkisinterviews.Thekeywordsherearepreparationandconfidence,whichwillcarryyoufar.Doyourhomeworkfirst.Findoutallyoucanaboutthejobyouareapplyingforandtheorganizationyouhopetoworkfor.ManyoftheemployersIinterviewedmadethesamecriticismofcand
