商務(wù)英語詞匯1

1MBA 英語課程講義之專業(yè)術(shù)語Technical terms for MBA 1.人力 資源 管理 詞匯 人力資源管理:(Human Resource Management ,HRM) 人力資源經(jīng)理:( human resource manager) 高級(jí)管理人員:(executive) 職業(yè):(profession) 道德標(biāo)準(zhǔn):(ethics) 操作工:(operative employees) 專家:(specialist) 人力資源認(rèn)證協(xié)會(huì):(the Human Resource Certification Institute, HRCI) 外部環(huán)境:(external environment) 內(nèi)部環(huán)境:(internal environment) 政策:(policy) 企業(yè)文化:(corporate culture) 目標(biāo):(mission) 股東:(shareholders) 非正式組織:(informal organization) 跨國公司:(multinational corporation, MNC) 管理多樣性:(managing diversity) 2、工作:(job) 職位:(posting) 工作分析:(job analysis) 工作說明:(job description) 工作規(guī)范:(job specification) 工作分析計(jì)劃表:(job analysis schedule, JAS) 職位分析問卷調(diào)查法:(Management Position Description Questionnaire, MPDQ) 行政秘書:(executive secretary) 地區(qū)服務(wù)經(jīng)理助理:(assistant district service manager) 3、人力資源計(jì)劃:(Human Resource Planning, HRP) 戰(zhàn)略規(guī)劃:(strategic planning) 長期趨勢:(long term trend) 要求預(yù)測:(requirement forecast) 供給預(yù)測:(availability forecast) 管理人力儲(chǔ)備:(management inventory) 裁減:(downsizing) 人力資源信息系統(tǒng):(Human Resource Information System, HRIS) 4、招聘:(recruitment) 員工申請表:(employee requisition) 招聘方法:(recruitment methods) 內(nèi)部提升:(Promotion From Within ,PFW) 工作公告:(job posting) 2廣告:(advertising) 職業(yè)介紹所:(employment agency) 特殊事件:(special events) 實(shí)習(xí):(internship) 選擇:(selection) 選擇率:(selection rate) 簡歷:(resume) 標(biāo)準(zhǔn)化:(standardization) 有效性:(validity) 客觀性:(objectivity) 規(guī)范:(norm) 錄用分?jǐn)?shù)線:(cutoff score) 準(zhǔn)確度:(aiming) 業(yè)務(wù)知識(shí)測試:(job knowledge tests) 求職面試:(employment interview) 非結(jié)構(gòu)化面試:(unstructured interview) 結(jié)構(gòu)化面試:(structured interview) 小組面試:(group interview) 職業(yè)興趣測試:(vocational interest tests) 會(huì)議型面試:(board interview) 5、組織變化與人力資源開發(fā) 人力資源開發(fā):(Human Resource Development, HRD) 培訓(xùn):(training) 開發(fā):(development) 定位:(orientation) 訓(xùn)練:(coaching) 輔導(dǎo):(mentoring) 經(jīng)營管理策略:(business games) 案例研究:(case study) 會(huì)議方法:(conference method) 角色扮演:(role playing) 工作輪換:(job rotating) 在職培訓(xùn):(on-the-job training ,OJT) 媒介:(media) 6、企業(yè)文化與組織發(fā)展 企業(yè)文化:(corporate culture) 組織發(fā)展:(organization development, OD) 調(diào)查反饋:(survey feedback) 質(zhì)量圈:(quality circles) 目標(biāo)管理:(management by objective, MBO) 全面質(zhì)量管理:(Total Quality Management, TQM) 團(tuán)隊(duì)建設(shè):(team building) 7、職業(yè)計(jì)劃與發(fā)展 職業(yè):(career) 3職業(yè)計(jì)劃:(career planning) 職業(yè)道路:(career path) 職業(yè)發(fā)展:(career development) 自我評價(jià):(self-assessment) 職業(yè)動(dòng)機(jī):(career anchors) 8、績效評價(jià) 績效評價(jià):(Performance Appraisal, PA) 小組評價(jià):(group appraisal) 業(yè)績評定表:(rating scales method) 關(guān)鍵事件法:(critical incident method) 排列法:(ranking method) 平行比較法:(paired comparison) 硬性分布法:(forced distribution method) 暈圈錯(cuò)誤:(halo error) 寬松:(leniency) 嚴(yán)格:(strictness) 反饋:(degree feedback) 敘述法:(essay method) 集中趨勢:(central tendency) 9、報(bào)酬與福利 報(bào)酬:(compensation) 直接經(jīng)濟(jì)報(bào)酬:(direct financial compensation) 間接經(jīng)濟(jì)報(bào)酬:(indirect financial compensation) 非經(jīng)濟(jì)報(bào)酬:(no financial compensation) 工資水平領(lǐng)先者:(pay leaders) 現(xiàn)行工資率:(going rate) 工資水平居后者:(pay followers) 勞動(dòng)力市場:(labor market) 工作評價(jià):(job evaluation) 因素比較法:(factor comparison method) 評分法:(point method) 海氏指示圖表個(gè)人能力分析法:(Hay Guide Chart-profile Method) 工作定價(jià):(job pricing) 工資等級(jí):(pay grade) 工資曲線:(wage curve) 工資幅度:(pay range) Text A E-Commerce One possible definition of electronic commerce is: “any form of business transaction in which the parties interact electronically rather than by physical exchanges or direct physical contact.” However, while accurate, such a definition hardly captures the spirit （抓住實(shí)質(zhì)）of electronic commerce, which in practice is far better viewed as one of 4those rare cases where changing needs and new technologies come together to revolutionize the way in which business is conducted. Modern business is characterized by ever-increasing supply capabilities, ever-increasing global competition, and ever-increasing customer expectations（客戶要求）. In response, businesses throughout the world are changing both their organizations and their operations. They are flattening old hierarchical structures and eradicating （根除）the barriers between company divisions. They are lowering the barriers between the company and its customers and suppliers. Business processes are being re-designed so that they cross these old boundaries. We now see many examples of processes that span the entire company and even processes that are jointly owned and operated by the company and its customers or suppliers. Electronic commerce is a means of enabling and supporting such changes on a global scale. It enables companies to be more efficient and flexible in their internal operations, to work more closely with their suppliers, and to be more responsive （作出響應(yīng)的）to the needs and expectations of their customers. It allows companies to select the best suppliers regardless of their geographical location and to sell to a global market. One special case of electronic commerce is electronic trading, in which a supplier provides goods or services to a customer in return for payment. A special case of electronic trading is electronic retailing, where the customer is an ordinary consumer rather than another company. However, while these special cases are of considerable economic importance, they are just particular examples of the more general case of any form of business operation or transaction conducted via electronic media. Other equally valid examples include internal transactions within a single company or provision of information to an external organization without charge. Electronic commerce is technology for change. Companies that choose to regard it only as an “add on” to their existing ways of doing business will gain only limited benefit. The major benefits will accrue （增加）to those companies that are willing to change their organizations and business processes to fully exploit the opportunities offered by electronic commerce. Electronic commerce can be sub-divided into four distinct categories: business-business, business-consumer, business-administration and consumer-administration. An example in the business-business category would be a company that uses a network for ordering from its suppliers, receiving invoices and making payments. This category of electronic commerce has been well established for several years, particularly using Electronic Data Interchange (EDI) over private or value-added networks. The business-consumer category largely equates to electronic retailing. This category has expanded greatly with the advent of the World Wide Web. There are now shopping malls all over the Internet offering all manner of consumer goods, from cakes and wine to computers and motorcars. The business-administration category covers all transactions between companies and government organizations. For example, in the USA the details of forthcoming government procurements（采購） are publicized over the Internet and companies can respond electronically. Currently this category is in its infancy（處在初期）, but it could 5expand quite rapidly as governments use their own operations to promote awareness and growth of electronic commerce. In addition to public procurement, administrations may also offer the option of electronic interchange for such transactions as VAT returns and the payment of corporate taxes. The consumer-administration category has not yet emerged. However, in the wake of（隨之后而來的） a growth of both the business-consumer and business-administration categories, governments may extend electronic interaction to such areas as welfare payments and self-assessed tax returns. Electronic commerce is not some futuristic dream. Its happening now, with many well- established success stories. Its happening worldwidewhile the USA, Japan and Europe are leading the way, electronic commerce is essentially global in both concept and realization. Its happening fast. And, with the maturing of EDI and the rapid growth of Internet and the World Wide Web, its accelerating. The impact of electronic commerce will be pervasive（普遍深入的） , both on companies and on society as a whole. For those companies that fully exploit its potential, electronic commerce offers the possibility of breakpoint（頂點(diǎn)，極限） changeschanges that so radically alter customer expectations that they re-define the market or create entirely new markets. All other companies, including those that try to ignore the new technologies, will then be impacted by these changes in markets and customer expectations. Equally, individual members of society will be presented with entirely new ways of purchasing goods, accessing information and services, and interacting with branches of government. Choice will be greatly extended, and restrictions of geography and time eliminated. The overall impact on lifestyle could well be comparable to, say, that of the growth in car ownership or the spread of the telephone. Text B Corporate Culture At its most basic, corporate culture is described as the personality of an organization, or simply as “how things are done around here.” It guides how employees think, act and feel. Corporate culture is a broad term used to define the unique personality or character of a particular company or organization, and includes such elements as core values and beliefs, corporate ethics, and rules of behavior. Organizations can be described using the same term as we use to describe individuals. Organizations can be warm, aggressive, friendly, open, innovative, conservative, and so on. An organizations culture is transmitted in different ways, including long standing and often unwritten rules, shared standards about its importance, prejudices for social etiquette and demeanor, established customs for how to relate to peers and what is and what is not appropriate behavior. Thus, corporate culture communicates how people in an organization should behave by establishing a value system conveyed through rites, legends and actions. Corporate culture means “the way we do things around here.” It represents a common conception held by the organizations members. In a great number of organizations one cultural dimension often rises above the others and that is the way members are rewarded for their work. For instance, Sony Corporation 6stays intensely focused on product innovation. It “l(fā)ives and breathes” new product development, and employees work decisions and actions support that goal. Different organizations have different personalities, as discussed below. Risk Taking Personalities: Certain organizations encourage employees to take risks. Employees at Physio-Control Corporation, a maker of medical devices, know that they will be supported in taking risks and trying new and different approaches. The companys philosophy is that “people will take risks only if they are supported by the culture.” Other examples of companies which have similar organizational cultures include Intel and the Virgin Group companies which include Virgin Airlines and Virgin Records. Attention to Detail Personalities: This type of organization focuses attention on the details of the organization where they have made quality their driving themes. Ideal Steel had a culture with a strong focus on quality and its attention to it has led to a prestigious quality designation. Outcome Oriented Personalities: This type of organization succeeds by focusing on results in certain aspects of their business. For instance, Nordstroms, the high quality department store retailer, focuses on customer services. Nordstroms employees know definitely what is expected of them and those expectations shape their behavior. People Orientation Personalities: Adobe-systems, the third largest manufacturer of personal computer software, treat its employees as “family”. One of the founders states: “Every capital asset we have at Adobe gets into an automobile and drives home at night. Without them, there is nothing of substance in this company. It is the creativity of individualsnot the machinesthat determines the success of this company.” Other examples of organizations with strong people cultures include Southwest Airlines, Hewlett-Packard, Toro Company, and Quad/ Graphics. Team Orientation Personalities: Increasing numbers of organizations (and especially service providers) are shaping their cultures around the team concept. Perkins Coie, the largest law firm in the Pacific Northwest of the US, has its 300 attorneys operating in teams organized around litigation, business, personal planning and environmental law. ABB Industrial Systems of Columbus Ohio is another example of an organization where teams manage the production process, design, suppliers, customer relations, work schedules, vacations and other tasks typically performed by a supervisor. Aggressive Personalities: Some organizations value aggressiveness as a major part of the way that business is done. Microsoft, for instance, is often characterized as being very aggressive in fighting competitors, protecting its copyrights and using the court system against rivals. In adopting such a behavior it has created a list of adversaries. Another organization noted for similar behavior is Coca-Cola which is often described as a very fierce competitor. Nonstable Personalities: Companies which emphasize growth could be easily identified as having nonstable personalities. Intel Corporation is not content to wait for developers to create its growth; instead it aims to be “the visionary leader of the entire computer industry.” As such Intels corporate culture is focused on creating users, Samsung Group Companies is another example of a company pursuing an intense globalization strategy, particularly in emerging markets like Asia, Eastern Europe and Latin America.7