Engleza in Afaceri

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Profesor: Lia Contiu

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Domeniu: Engleza

Cuprins

1. Socialising
1. The Impact of Culture on Business
2. Telephoning
2. Telephoning across cultures
3. Presentations
3. Planning and preparation
4. Image, impact and making impression
5. The presentation
6. The end of the presentation
4. Meetings
7. Preparation for meetings
8. Participating in meetings
9. Ending the meeting
5. Negotiations
10. Know what you want
11. Getting what you can
12. Not getting what you don’t want
6. Management
13. What is management?
14. Types of managers
15. The management process
16. Management level and skills
7. Companies and organisations
17. Company structure
18. The external environment of organisations
8. Production and products
19. Just-in-time production
20. Products and brands
9. Marketing, advertising, promotion
21. The centrality of marketing
22. How companies advertise
23. The four major promotional tool
10. Market structure and competition
24. Market leaders, challengers and followers
25.Takeovers, mergers and buyouts
26. Profits and social responsibility
11. Money and finance
27. A history of money – what makes the world goes round
28. The profits of labour
29. Accounting and financial statements
30. Exchange Rates
12. Banking and taxation
31. Types of banks
32. Opening an account and means of payment
33. Banking – Key words and sentences
34. Taxation and how to avoid it
13. Stock market
35. Stocks and shares
36. Bonds
37. Futures, options and swaps
- Glossary
- Cheia exercitiilor

Extras din document

1. Socialising

- Reading

The following text is about cultural diversity. Read it through once and decide which of the three statements (A, B or C) given below the extract offers the most accurate summary.

1. The Impact of Culture on Business

Take a look at the new breed of international managers, educated according to the most modern management philosophies. They all know that in the SBU, TQM should reign, with products delivered JIT, where CFT’s distribute products while subject to MBO.

(SBU = strategic business unit, TQM = total quality management, JIT = just-in-time, CFT = customer first team, MBO = management by objectives.)

But just how universal are these management solutions? Are these ‘truths’ about what effective management really is, truths that can be applied anywhere, under any circumstances?

Even with experienced international companies, many well-intended ‘universal’ applications of management theory have turned out badly. For example, pay-for-performance has in many instances been a failure on the African continent because there are particular, though unspoken, rules about the sequence and timing of reward and promotions. Similarly, management by objectives schemes have generally failed within subsidiaries of multinationals in southern Europe, because managers have not wanted to conform to the abstract nature of preconceived policy guidelines.

Even the notion of human-resource management is difficult to translate to other cultures, coming as it does from a typically Anglo-Saxon doctrine. It borrows from economics the idea that human beings are ‘resources’ like physical and monetary resources. It tends to assume almost unlimited capacities for individual development. In countries without these beliefs, this concept is hard to grasp and unpopular once it is understood. International managers have it tough. They must operate on a number of different premises at any one time. These premises arise from their culture of origin, the culture in which they are working, and the culture of the organization which employs them.

In every culture in the world such phenomena as authority, bureaucracy, creativity, good fellowship, verification and accountability are experienced in different ways. That we use the same words to describe them tends to make us unaware that our cultural biases and our accustomed conduct may not be appropriate, or shared.

SBU = strategic business unit = unitate comerciala, economica strategica

TQM = total quality management = managementul total al calitatii

JIT = just-in-time = livrare exact la momentul potrivit

CFT = customer first team =

MBO = management by objectives = managementul pe obiective

pay-for-performance = plata pentru munca depusa

human-resource management = managementul resurselor umane

at any one time = în fiecare moment

premises = premise, locatii

grasp = a pricepe, a întelege (în text)

accountability = raspundere

bias = tendinta, orientare

A. There are certain popular universal truths about management which can successfully be applied in various cultural contexts.

B. Cultures are so varied and so different throughout the world that management has to take account of differences rather than simply assume similarities.

C. Effective management of human resources is the key to everyone achieving their full potential.

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