大學(xué)英語(yǔ)自學(xué)教程下
大學(xué)英語(yǔ)自學(xué)教程是由北大、清華、人大等名校百名命題專家，嚴(yán)格按照最新自考大綱及最新教材精心編寫而成的。下面是學(xué)習(xí)啦小編給大家整理的大學(xué)英語(yǔ)自學(xué)教程下，供大家參閱!
大學(xué)英語(yǔ)自學(xué)教程內(nèi)容簡(jiǎn)介
1. 本系列試卷由北大、清華、人大等名校百名命題專家，嚴(yán)格按照最新自考大綱及最新教材精心編寫而成，并輔以部分閱卷教師的指點(diǎn)和參與，從而有著極強(qiáng)的標(biāo)準(zhǔn)性、權(quán)威性、預(yù)測(cè)性;
2. 本系列試卷注重考前模擬循序漸進(jìn)、階次提高，從而逐步進(jìn)入最佳臨戰(zhàn)狀態(tài);本套試卷共十份，建議每周做一份，切忌一曝十寒;
3. 最好按正式考試時(shí)間(上午或下午，150分鐘)不間斷地獨(dú)自完成所有試題，盡量不要超過(guò)時(shí)間，不要急于看答案，以達(dá)到真正的模擬考核;
4. 做完一套試題后，請(qǐng)對(duì)照試卷后的答案及評(píng)分標(biāo)準(zhǔn)給自己評(píng)定一個(gè)分?jǐn)?shù)，最后認(rèn)真研究試題解析，弄懂每一道題的解題思路，不要背題目、背答案，題目做錯(cuò)了，要深究做錯(cuò)的原因，同樣的錯(cuò)誤只允許犯一次，最好找到教材或同步輔導(dǎo)的相關(guān)章節(jié)進(jìn)行有針對(duì)地復(fù)習(xí)，以達(dá)到“舉一反三、融會(huì)貫通”效果;
5. 本系列試卷為完全標(biāo)準(zhǔn)預(yù)測(cè)，分值權(quán)重、題型題量、題的難易度、時(shí)間安排等均與最新真題一致，所以考生在進(jìn)行自測(cè)時(shí)，最好有意識(shí)地調(diào)整做題心態(tài)，以逐步養(yǎng)成良好的考場(chǎng)狀態(tài);
6. 考生應(yīng)及時(shí)總結(jié)每套試卷在模擬考核中的得與失，力爭(zhēng)做一套就有收獲，每做一套就有提高，日積月累，就會(huì)有質(zhì)的突破;
7. 本系列試卷后附有最新真題及答案，考生可在做完預(yù)測(cè)試卷后，試著做真題，逐步掌握考試命題規(guī)律，以便在考場(chǎng)上能做到駕輕就熟，成竹在胸。
大學(xué)英語(yǔ)自學(xué)教程下冊(cè)
A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals and objectives. The reason for making a decision is that a problem exists, goals or objectives are wrong, or something is standing in the way of accomplishing them.
Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions, indeed, some suggest that the management process is decision making. Although managers cannot predict the future, many of their decisions require that they consider possible future events. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance, hut since uncertainty is always there, risk accompanies decisions. Sometimes the consequences of a poor decision are slight; at other times they are serious.
Choice is the opportunity to select among alternatives. If there is no choice, there is no decision to be made. Decision making is the process of choosing, and many decisions have a broad range of choice. For example, a student may be able to choose among a number of different courses in order to implement the decision to obtain a college degree. For managers, every decision has constraints based on policies, procedures, laws, precedents, and the like. These constraints exist at all levels of the organization.
Alternatives are the possible courses of action from which choices can be made. If there are no alternatives, there is no choice and, therefore, no decision. If no alternatives are seen, often it means that a thorough job of examining the problems has not been done. For example, managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blinds them to other alternatives.
At the managerial level, decision making includes limiting alternatives as well as identifying them, and the range is from highly limited to practically unlimited.
Decision makers must have some way of determining which of several alternatives is best -- that is, which contributes the most to the achievement of organizational goals. An
organizational goal is an end or a state of affairs the organization seeks to reach. Because individuals (and organizations) frequently have different ideas about how to attain the goals, the best choice may depend on who makes the decision. Frequently, departments or units within an organization make decisions that are good for them individually but that are less than optimal for the larger organization. Called suboptimization, this is a trade-off that increases the advantages to one unit or function but decreases the advantages to another unit or function. For example, the marketing manager may argue effectively for an increased advertising budget. In the larger scheme of things, however, increased funding for research to improve the products might be more beneficial to the organization.
These trade-offs occur because there are many objectives that organizations wish to attain simultaneously. Some of these objectives are more important than others, but the order and degree of importance often vary from person to person and from department to department. Different managers define the same problem in different terms. When presented with a common case, sales managers tend to see sales problems, production managers see production problems, and so on.
The ordering and importance of multiple objectives is also based, in part, on the values of the decision maker. Such values are personal; they are hard to understand, even by the individual, because they are so dynamic and complex. In many business situations different people's values about acceptable degrees of risk and profitability cause disagreement about the correctness of decisions.
People often assume that a decision is an isolated phenomenon. But from a systems point of view, problems have multiple causes, and decisions have intended and unintended consequences. An organization is an ongoing entity, and a decision made today may have consequences far into the future. Thus the skilled manager looks toward the future consequences of current decisions.
The subject of today's talk is interviews.
The key words here are preparation and confidence, which will carry you far.
Do your homework first.
Find out all you can about the job you are applying for and the organization you hope to work for.
Many of the employers I interviewed made the same criticism of candidates. "They have no idea what the day to day work of the job brings about. They have vague notions of "furthering the company's prospects’ or of 'serving the community', but have never taken the trouble to find out the actual tasks they will be required to do.”
Do not let this be said of you. It shows an unattractive indifference to your employer and to your job.
Take the time to put yourself into the interviewer's place. He wants somebody who is hard-working with a pleasant personality and a real interest in the job.
Anything that you find out about the prospective employer can be used to your advantage during the interview to show that you have bothered to master some facts about the people who you hope to work for.
Write down (and remember) the questions you want to ask the interviewer(s) so that you are not speechless when they invite your questions. Make sure that holidays and pay are not the first things you ask about. If all your questions have been answered during the interview, reply: "In fact, I did have several questions, but you have already answered them all.”
Do not be afraid to ask for clarification of something that has been said during the interview if you want to be sure what was implied, but do be polite.
Just before you go to the interview, look again at the original advertisement that you answered, any correspondence from your prospective employer, photocopies of your letter of application or application form and your resume.
Then you will remember what you said and what they want. This is very important if you have applied for many jobs in a short time as it is easy to become confused and give an impression of inefficiency.
Make sure you know where and when you have to report for the interview. Go to the building (but not inside the office) a day or two before, if necessary, to find out how long the journey takes and where exactly the place is.
Aim to arrive five or ten minutes early for the actual interview, then you will have a little time in hand and you will not panic if you are delayed. You start at a disadvantage if you arrive worried and ten minutes late.
Dress in clean, neat, conservative clothes. Now is NOT the time to experiment with the punk look or (girls) to wear low-cut dresses with miniskirts. Make sure that your shoes, hands and hair (and teeth) are clean and neat.
Have the letter inviting you for an interview ready to show in case there is any difficulty in communication.
You may find yourself facing one interviewer or a panel. The latter is far more intimidating, but do not let it worry you too much. The interviewer will probably have a table in front of him/her. Do not put your things or arms on it.
If you have a bag or a case, put it on the floor beside your chair. Do not clutch it nervously or, worse still, drop it, spilling everything.
Shake hands if the interviewer offers his hand first. There is little likelihood that a panel of five wants to go though the process of all shaking hands with you in turn. So you do not be upset if no one offers.
Shake hands firmly -- a weak hand suggests a weak personality, and a crushing grip is obviously painful. Do not drop the hand as soon as yours has touched it as this will seem to show you do not like the other person.
Speak politely and naturally even if you are feeling shy. Think before you answer any questions.
If you cannot understand, ask: "Would you mind rephrasing the question, please?" The question will then be repeated in different words.
If you are not definitely accepted or turned down on the spot, ask: "When may I expect to hear the results of this interview?"
If you do receive a letter offering you the job, you must reply by letter (keep a photocopy) as soon as possible.
Good luck!
大學(xué)英語(yǔ)自學(xué)教程(下冊(cè))教案
講義一
Text A What Is a Decision ?
I.課文內(nèi)容簡(jiǎn)介
決策的目的是制定和實(shí)現(xiàn)組織目標(biāo)。作決策的原因是有問(wèn)題存在、目標(biāo)和目的不正確、或者有某種東西防礙目標(biāo)或目的的實(shí)現(xiàn)。作決策的過(guò)程對(duì)管理人員來(lái)說(shuō)至關(guān)重要。決策者必須具備從多個(gè)可供選擇的可能性中確定最佳選擇的手段。而多種目標(biāo)的順序和重要性也部分地基于決策者的價(jià)值觀。今天所作的決策可能會(huì)對(duì)將來(lái)產(chǎn)生深遠(yuǎn)的影響。因此，有經(jīng)驗(yàn)的管理者能從當(dāng)前決策看到將來(lái)的效果。
段落大意：課文分成三部分
第一、二段：決策的定義 The definition of decision
第三、四段：作決策的一般過(guò)程 The general process of making a decision
第五至九段：在管理層次上，多種因素影響決策的制定 Various factors influencing decision making at the managerial level
II.New Words 詞匯精講
1.goal n. 目標(biāo)，進(jìn)球，球門 ( 同義詞：aim ，end ， purpose，objective)
Her goal is a place at university. 她的目標(biāo)是在大學(xué)任教。
2.objective ： n./a. 目的;目標(biāo)(尤指較長(zhǎng)遠(yuǎn)的目標(biāo));宗旨/客觀的，如實(shí)的
派生詞：object n. 物體 反義詞：subjective n./a. 主語(yǔ);主觀事物;/ 主觀的，
用法：Her objective is to get a college education. 她的目標(biāo)是接受大學(xué)教育。
If you don't work hard， you'll never achieve your objectives.
假如你不努力工作，你將永遠(yuǎn)達(dá)不到目的。Achieve表示較難達(dá)到的目標(biāo)。
It is an objective report. 這是一篇如實(shí)的報(bào)道。
3.accomplish v. 完成(任務(wù))等The students accomplished the task in less than ten minutes . 學(xué)生們?cè)诓坏?0分鐘內(nèi)完成了任務(wù)。
4.predict ： v 預(yù)言，預(yù)示， 預(yù)告 同義詞：forecast v. 預(yù)測(cè)，預(yù)報(bào)
It's hard to predict when it will happen . 很難預(yù)見(jiàn)這件事何時(shí)發(fā)生。
5.accompany ： v. 伴隨，陪同
The lonely old man is accompanied by his dog. 這位孤獨(dú)的老人讓他的狗做伴。
All orders must be accompanied with cash. 所有的訂貨單必須隨付現(xiàn)金。
派生詞： company n. 公司; v. 陪伴
6.implement v.實(shí)施，履行(諾言)等
The committee's suggestions will be implemented immediately. 委員會(huì)的意見(jiàn)將立即貫徹執(zhí)行。
The changes to the national health system will be implemented next year.
對(duì)全國(guó)醫(yī)療體系的改革將在明年進(jìn)行。
7.constraint n. 限制， 約束
They told the truth but only under constraint. Constraint on the rules of grammer 他們說(shuō)了實(shí)話但是有所保留(是被迫的)。 語(yǔ)法規(guī)則的限制(約束)
8.tendency n. 趨勢(shì)，傾向
There is a growing tendency for people to work at home instead of in offices.
人們?cè)诩依锒皇窃谵k公室里工作的趨勢(shì)日益增長(zhǎng)。
派生詞：tend v. 趨向，傾向 用法：tend to do sth.
He tends to get angry when people disagree with him.
當(dāng)人們不同意他的意見(jiàn)時(shí)，他很容易生氣。
9.achievement n. 完成，成就，
An Olympic silver medal is a remarkable achievement for one so young .
對(duì)一個(gè)如此年輕的人來(lái)說(shuō)，獲得奧運(yùn)會(huì)銀牌是個(gè)了不起的成就。
派生詞：achieve v. 完成，做到，達(dá)到(目的)，實(shí)現(xiàn)，獲得
He will never achieve his objectives if he doesn't work hard.
如果他不努力，將會(huì)永遠(yuǎn)達(dá)不到目的。
10.attain ：v. 達(dá)到;獲得 (長(zhǎng)期努力后而獲得)同義詞：obtain， get
用法： She has made up her mind to attain her goal in life. 她下定決心要達(dá)到生活中的目標(biāo)。
The apple tree has attained to a great height. 蘋果樹已長(zhǎng)得很高了。
11.optimal adj 最佳的
The sailors are waiting for optimal weather conditions before taking off .船員們正在等待出航的最佳天氣條件。
12.argue ： vt./vi. 爭(zhēng)辯，爭(zhēng)論，辯論
用法：作不及物動(dòng)詞用時(shí)，后邊可以接with， about 或over(就…爭(zhēng)論)，for (贊成)或against (反對(duì))
She is always ready to argue over the smallest issues. 她總喜歡為極小的問(wèn)題進(jìn)行爭(zhēng)論。 He often argues philosophy with James. 他常和詹姆斯討論哲學(xué)。
He argued for immediate action . 他主張立即行動(dòng)。
They argued against such a policy. 他們反對(duì)這種政策。
作及物動(dòng)詞時(shí)，表示“說(shuō)服、用辯論證明”的意思
I argued him out going on such a dangerous journey. 我說(shuō)服他不做這樣危險(xiǎn)的旅行。 He argued that man was descended from apes. 他論證人類的祖先是猿。
13.scheme n 計(jì)劃 方案
He has got a crazy scheme for getting rich before he is 20 .
他制定了一個(gè)在20歲之前發(fā)財(cái)?shù)寞偪裼?jì)劃。
14.multiple adj 多樣的 復(fù)合的
What the person does next is the result of the multiple influences to which they have been exposed. 一個(gè)人下一步會(huì)做什么是他受到的多種影響的結(jié)果。
15.ongoing adj 進(jìn)行中的，前進(jìn)的
No agreement has yet been reached and the negotiations one still ongoing .
目前還沒(méi)有達(dá)成任何協(xié)議，談判仍在進(jìn)行。
16.entity n 存在 實(shí)體
He regarded the north of the country as a separate cultural entity.
他把這個(gè)國(guó)家的北方看成一個(gè)單獨(dú)的文化實(shí)體。
17.skilled adj 熟練的，有技能的
My mother is very skilled at /in dress-making. 我母親非常擅長(zhǎng)做衣服。
Phrases and Expressions
1.(stand， get， be ) in the way 礙事 ，擋道的;妨礙人的
If you are not going to help， at least don't get in the way! 如果你不愿幫忙，至少別妨礙人家。
The chair is in the way， please move it away. 這把椅子擋著路，請(qǐng)把它移開。
相關(guān)短語(yǔ)：
in a way 在某種程度上;在某些方面; 從某一點(diǎn)上看 in no way 決不;一點(diǎn)也不; in the way of 按照; 就…。 而言 by way of 取道，經(jīng)由 by the way 順便問(wèn)一下
2.to make a guess at 猜測(cè)
You might have been able to make a guess at who she was. 你本來(lái)能夠猜到她是誰(shuí)。 Can you make a guess at the price ? 你猜得出價(jià)錢嗎?
3.to seek to(inf) 尋求，爭(zhēng)取
Power stations are seeking to reduce their use of oil. 發(fā)電站正在設(shè)法減少石油的使用
4.in part ： 部分地;有些部分;在某種程度上
This was in part due to financial difficulties. 部分是由于財(cái)政困難。
The responsibility was in part because of me. 部分責(zé)任在我。
5.point of view 視點(diǎn)，視角 The book looks at college life from a student's point of view. 這本書從一個(gè)學(xué)生的視角來(lái)看大學(xué)生活。
6.to vary from …to … 從…到…不同，因… 而異
Salary scales vary from state to state. 工資級(jí)別因州而異。
7.contribute … to 把… 貢獻(xiàn)給…。
We'll contribute ourselves to this career after we graduate . 我們畢業(yè)后將為此事業(yè)作貢獻(xiàn)。 contribute to 導(dǎo)致
Smoking is the main factor contributing to lung cancer. 吸煙是導(dǎo)致肺癌的主要因素。
8.be beneficial to 對(duì)… 有利
Jogging is beneficial to our health. 慢跑有利于我們的健康。
Reciting passages is beneficial to improving oral English.
朗讀(背誦)短文段落對(duì)提高英語(yǔ)口語(yǔ)有利。
III.課文精講
第一部分 Para.1 A decision is a choice made from among alternative courses of action that are available. The purpose of making a decision is to establish and achieve organizational goals and objectives. The reason for making a decision is that a problem exists， goals or objectives are wrong， or something is standing in the way of accomplishing them.
1.made from among alternative courses of action 是過(guò)去分詞短語(yǔ)作定語(yǔ)courses of action 行動(dòng)方針that are available 是定語(yǔ)從句，修飾概念短語(yǔ)“行動(dòng)方針”
2.The reason for making a decision is that a problem exists， goals or objectives are wrong， or something is standing in the way of accomplishing them.
此句是由that引導(dǎo)的表語(yǔ)從句，表語(yǔ)從句由a problem exist; goals of objectives are wrong; 及something is standing in the way of accomplishing them三個(gè)并列句構(gòu)成。
The reason for … is that 是一個(gè)常用的句子。例： The reason for canceling the travel is that they lack of money. 取消旅行的原因是他們手頭缺錢。
The reason why … 是另外一個(gè)常用的句子。例：There are 3 reasons why they are unwilling to discuss insurance .他們不愿意談?wù)摫ｋU(xiǎn)的原因有三個(gè)。
Para.2 Thus the decision-making process is fundamental to management. Almost everything a manager does involves decisions， indeed， some suggest that the management process is decision making. Although managers cannot predict the future， many of their decisions require that they consider possible future events. Often managers must make a best guess at what the future will be and try to leave as little as possible to chance， but since uncertainty is always there， risk accompanies decisions. Sometimes the consequences of a poor decision are slight; at other times they are serious.
3.a manager does是省略that的定語(yǔ)從句，修飾先行詞everything
當(dāng)先行詞為everything， something， anything， nothing等不定代詞時(shí)定語(yǔ)從句引導(dǎo)詞不可用which， 此句的后半部分 some suggest that …… 是賓語(yǔ)從句suggest v. 認(rèn)為，提出，建議(其后的賓語(yǔ)從句多用于虛擬語(yǔ)氣)
4.although conj.“雖然，盡管”引導(dǎo)讓步狀語(yǔ)從句
例如：Although my car is very old，it still runs very well .
雖然我的汽車很舊，但是仍然跑得很好。
require vt. 要求，需要 后邊由that引導(dǎo)一個(gè)賓語(yǔ)從句
5.Often managers must make a best guess at what the future will be and try to leave as little as possible to chance， but since uncertainty is always there， risk accompanies decisions. make a best guess at 作出最佳猜測(cè)，at 表示動(dòng)作或行為的方向和目標(biāo)，如：look at (看) ，aim at (瞄準(zhǔn)，目的是)，throw (a stone) at (向…擲石頭)，shoot at (射擊)，laugh at (嘲笑)
本句中what the future will be 是一個(gè)介詞賓語(yǔ)從句，(作介詞at 的賓語(yǔ));to leave sth. to chance “憑運(yùn)氣，聽任命運(yùn)的安排，聽其自然發(fā)展”
“as + 形容詞(或副詞)+ as possible”意思是“盡可能地…; 盡量”可能少 I tried to be as friendly as possible. 我盡量地表示友好。
Come as quickly as possible. 盡快來(lái)。since uncertainty is always there 是一個(gè)原因狀語(yǔ)從句。
risk accompanies decisions .風(fēng)險(xiǎn)伴隨著決策
6.sometimes … at other times 有時(shí)… ，而有時(shí)則 … a poor decision 一個(gè)不良決策
第二部分 Para.3 Choice is the opportunity to select among alternatives. If there is no choice， there is no decision to be made. Decision making is the process of choosing， and many decisions have a broad range of choice. For example， a student may be able to choose among a number of different courses in order to implement the decision to obtain a college degree. For managers， every decision has constraints based on policies， procedures， laws， precedents， and the like. These constraints exist at all levels of the organization.
7.“選擇”三個(gè)詞的區(qū)別：alternative adj.兩者或多于兩者選一個(gè)，供選擇的，n.替代物choice 選自己喜歡的，挑出，選出select 選出最好的，篩選、精選
8.由 if 引導(dǎo)的條件狀語(yǔ)從句， 主句中的不定式被動(dòng)態(tài) to be made作定語(yǔ)， 修飾decision
9.range n. 范圍 a broad range of choice 一個(gè)很廣的選擇范圍
10.For managers， every decision has constraints based on policies， procedures， laws， precedents， and the like.
本句中based on 是一個(gè)過(guò)去分詞作定語(yǔ)修飾constraints. be based on 表示“建立在…基礎(chǔ)上
例：The book is based on a true story. 這本書是以一個(gè)真實(shí)的故事為依據(jù)的。
He was the first to draw a map that was based on all available knowledge， rather than guess or imagination. 他第一個(gè)畫出以當(dāng)時(shí)所有的知識(shí)為基礎(chǔ)的地圖，而不是基于猜測(cè)和想象。
and the like 意思是“等等 (之類的東西)”。
例：He studied painting， music， English and the like. 他學(xué)習(xí)了繪畫、音樂(lè)、英語(yǔ)等等。
11.at all levels “在各個(gè)層次”
Para.4 Alternatives are the possible courses of action from which choices can be made. If there are no alternatives， there is no choice and， therefore， no decision. If no alternatives are seen， often it means that a thorough job of examining the problems has not been done. For example， managers sometimes treat problems in an either/or fashion; this is their way of simplifying complex problems. But the tendency to simplify blinds them to other alternatives.
12.from which 引導(dǎo)定語(yǔ)從句，修飾 courses of action 行動(dòng)方針
13.a thorough job of examining 一個(gè)徹底的考察工作
a thorough job是主語(yǔ)，of examining the problems 修飾job，has not been done是句子的謂語(yǔ)。
thorough a. 徹底的through prep. 通過(guò)，穿過(guò) though conj. 雖然，盡管 ( 同although ) thought n. 思想
14.For example， managers sometimes treat problems in an either/or fashion ：
either /or 意思是“非此即彼;二者擇一”。
例：We fight， or we don't —— it's an either/or decision.
我們戰(zhàn)斗或不戰(zhàn)斗-這是二者擇一的決定。
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