《管理英語教程》課文均選自近幾年歐美國家出版的管理類英文原著，語言地道，覆蓋面全。本教材可供各類大專院校中的企業(yè)管理、經(jīng)濟管理、財務(wù)管理、人力資源管理、電子商務(wù)等專業(yè)的本科生和研究生(包括MBA和EMBA)使用。此外，也可作為從事經(jīng)濟和管理的各界人士掌握管理學(xué)知識，提高專業(yè)語言技能的自學(xué)教材和參考書使用。
隨著社會信息化和經(jīng)濟全球化趨勢的到來。中國經(jīng)濟發(fā)生了翻天覆地的變化.英語教學(xué)也成為培養(yǎng)人才的重要環(huán)節(jié)。各種新的管理思想不斷涌現(xiàn)。管理術(shù)語與詞匯層出不窮。同時，全球經(jīng)濟發(fā)展已經(jīng)把地球變成地球村，國際化進程需要中國培養(yǎng)更多的既懂經(jīng)營管理。又能熟練掌握外語技能的復(fù)合人才。懂專業(yè)，會外語的高層次人才是我國未來社會經(jīng)濟發(fā)展和國家創(chuàng)新體制的核心力量。鑒于此，我們編寫和出版了這本教材，希望能滿足各界對管理專業(yè)英語的需求。本教材有以下特點：
�。�1）課文內(nèi)容盡量覆蓋管理學(xué)要點和熱點，課文包含理論與事例，使學(xué)習(xí)者了解專業(yè)英語的特點，掌握管理英語專業(yè)術(shù)語和專業(yè)詞匯。
�。�2）課文內(nèi)容選自近幾年歐美國家出版的管理類英文原著，在選材上體現(xiàn)代表性、新穎性、先進性和系統(tǒng)性。
�。�3）課文安排合理。每個單元有正課文一篇，課后閱讀一篇。主課文可用。于教師課堂上講解，課后閱讀用于課后自學(xué)，這樣的安排能幫助學(xué)生發(fā)展精讀和泛讀的能力。
�。�4）練習(xí)設(shè)計靈活。類型多樣。教材設(shè)計有利于培養(yǎng)學(xué)生的聽、說、讀、寫、譯五項技能，以此鞏固學(xué)生所學(xué)的知識點，特別是專業(yè)術(shù)語。
（5）參考齊全。本書附錄部分提供練習(xí)答案、參考譯文、詞匯表和聽力原文，從而有效幫助教師和學(xué)生進行課堂教學(xué)和課后自學(xué)。
本教材在編寫的過程中廣泛吸納了眾多師生的寶貴意見.同時也得到了西安交通大學(xué)出版社的領(lǐng)導(dǎo)和編輯們的大力支持，作者對他們表示衷心的感謝。由于時間緊迫，加之我們的水平有限，書中的錯誤、遺漏在所難免.敬請各位同行與廣大讀者批評指正。
Unit 1 Introduction to Scientific Management
Additional Reading
The Scientific Method and Model Classification
Unit 2 Skills of an Effective Administrator
Additional Reading
Management and leadership
Unit 3 Maximizing Shareholder Wealth as the Primary Goal-Foundation Concept
Additional Reading
Maximization of Shareholder Wealth——Managerial Strategies
Unit 4 Alternative Strategies of PepsiCo
Additional Reading
Converting Strategy to Operational Reality
Unit 5 Total Quality and Management
Additional Reading
Harley-Davidsons Near Death and Quality Rebirth
Unit 6 About consumer behavior
Additional Reading
"Touchy-Feely" Research into Consumer Motivations
Unit 7 Nike： Its Not So Much the Shoes But Where They Take You
Additional Reading
Great Salespeople： Drive， Discipline， and Relationship-Building Skills
Unit 8 Logistics Management
Additional Reading
Price Competition in logistics
Unit 9 Human Resource Management： an overview
Additional Reading
Tomorrows HR Today New Management Practices
Unit 10 Personality and Organizational Behavior
Additional Reading
Policies and Organization in the UPS
Unit 11 Performance Appraisal
Additional Reading
Establishing Balance Scorecards
Unit 12 Five Techniques for Full-cycle Cost Management
Additional Reading
Managing Operations
Unit 13 Emergency of Information System
Additional Reading
The Value and Cost of Information
Unit 14 Whats Electronic Commerce?
Additional Reading
Electronic Payment
Unit 15 Type and Patterns of Innovation
Additional Reading
Going Solo and Collaboration
Unit 16 Introduction to Risk
Additional Reading
Risk Retention
Appendix I Reference Translation of Texts
Appendix II Key to the Exercise
Appendix III Tapescripts
Appendix IV Glossary
4. Functional group management. This technique consists of breaking the production process into autonomous groups and treating each as a profit center. There are two reasons for doing so. First, the switch to profit as opposed to cost centers allows the groups to increase the throughput of their production processes even if those changes result in higher costs. The second motivation is the change in mindset that functional group management induces. Converting the production lines to profit centers helps the groups to better understand their contribution to the companys overall profitability1.
The production process at Tatsuno was broken into ten autonomous groups. By finding ways to increase their output levels, those groups were able to generate additional revenues and greater profits. When the capacity of the factory is increased, real performance of the factory will be improved.
5. Product costing. This technique helps coordinate the efforts of the other four techniques by providing them with important, up-to-date information. The process consists of three major functions. The first is to determine if new products are indeed being manufactured at their target costs. The second is to ensure that the production processes are operating at the expected level of efficiency. And the third is to identify unprofitable products for further action, such as replacement or aggressive cost reductions.
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