段开成 旅游管理专业英语Lesson 01

GlobalizationGlobalization is a term used to describe the changes in societies and the world economy that are the result of dramatically increased trade and cultural exchange. In specifically economic contexts, it refers almost exclusively to the effects of trade, particularly trade liberalization or "free trade".Between 1910 and 1950, a series of political and economic upheavals dramatically reduced the volume and importance of international trade flows. In the post-World War II environment, fostered by international economic institutions and rebuilding programs, international trade dramatically expanded. With the 1970s, the effects of this trade became increasingly visible, both in terms of the benefits and the disruptive effects.Meanings of Globalization"Globalization" can mean:•The formation of a global village— closer contact between different parts of the world, with increasing possibilities of personal exchange, mutual understanding and friendship between "world citizens", and creation of a global civilization,•Economic globalization —"free trade" and increasing relations among members of an industry in different parts of the world (globalization of an industry), with a corresponding erosion of National Sovereignty in the economic sphere.•The negative effects of for-profit multinational corporations— the use of substantial and sophisticated legal and financial means to circumvent the bounds of local laws and standards, in order to leverage the labor and services of unequally-developed regions against each other.•The spread of capitalism from developed to developing nations.It shares a number of characteristics with internationalization and is used interchangeably, although some prefer to use globalization to emphasize the erosion of the nation-state or national boundaries.Globalism, if the concept is reduced to its economic aspects, can be said to contrast with economic nationalism and protectionism. It is related to laissez-faire capitalism and neoliberalism.History of globalizationSince the word has both technical and political meanings, different groups will have differing histories of "globalization". In general use within the field of economics and political economy, is, however, a history of increasing trade between nations based on stable institutions that allow individuals and firms in different nations to exchange goods with minimal friction.The term "liberalization" came to mean the combination of laissez-faire economic theory with the removal of barriers to the movement of goods. This led to the increasing specialization of nations in exports, and the pressure to end protective tariffs and other barriers to trade. The period of the gold standard and liberalization of the 19th century is often called "The First Era of Globalization". Based on the Pax Britannica and the exchange of goods in currencies pegged to specie, this era grew along with industrialization. The theoretical basis was Ricardo's work on Comparative advantage and Say's Law of General equilibrium. In essence, it was argued that nations would trade effectively, and that any temporary disruptions in supply or demand would correct themselves automatically. The institution of the gold standard came in steps in major industrialized nations between approximately 1850 and 1880, though exactly when various nations were truly on the gold standard is a matter of a great deal of contentious debate.The "First Era of Globalization" is said to have broken down in stages beginning with the first World War, and then collapsing with the crisis of the gold standard in the late 1920's and early 1930's.Globalization in the era since World War II has been driven by Trade Negotiation Rounds, originally under the auspices of GATT, which led to a series of agreements to remove restrictions on "free trade". The Uruguay round led to a treaty to create the World Trade Organization or WTO, to mediate trade disputes. Other bilateral trade agreements, including sections of Europe's Maastricht Treaty and the North American Free Trade Agreement have also been signed in pursuit of the goal of reducing tariffs and barriers to trade.Signs of globalizationGlobalization has become identified with a number of trends, most of which may have developed since World War II. These include greater international movement of commodities, money, information, and people; and the development of technology, organizations, legal systems, and infrastructures to allow this movement. The actual existence of some of these trends are debated.•Increase in international trade at a faster rate than the growth in the world economy•Increase in international flow of capital including foreign direct investment•Greater transborder data flow, using such technologies such as the Internet, communication satellites and telephones•Greater international cultural exchange, for example through the export of Hollywood and Bollywood movies.•Some argue that even terrorism has undergone globalization. Terrorists now have attacked places all over the world.•Spreading of multiculturalism and better individual access to cultural diversity, with on the other hand, some reduction in diversity through assimilation, hybridization, Westernization, Americanization or Sinosization of cultures.•Erosion of national sovereignty and national borders through international agreements leading to organizations like the WTO and OPEC•Greater international travel and tourism•Greater immigration, including illegal immigration•Development of global telecommunications infrastructure•Development of a global financial systems•Increase in the share of the world economy controlled by multinational corporations•Increased role of international organizations such as WTO, WIPO, IMF that deal with international transactions•Increase in the number of standards applied globally; e.g. copyright lawsBarriers to international trade have been considerably lowered since World War II through international agreements such as the General Agreement on Tariffs and Trade (GATT). Particular initiatives carried out as a result of GATT and the WTO, for which GATT is the foundation, have included:•Promotion of free tradeo Of goods: reduction or elimination of tariffs; construction of free trade zones with small or no tariffso Of capital: reduction or elimination of capital controlso Reduction, elimination, or harmonization of subsidies for local businesses •Intellectual Property Restrictionso Harmonization of intellectual property laws across nations (generally speaking, with more restrictions)o Supranational recognition of intellectual property restrictions (e.g. patents granted by China would be recognized in the US)Anti-globalizationMain article: "Anti-globalization".Various aspects of globalization are seen as harmful by public-interest activists. This movement has no unified name. "Anti-globalization" is the media's preferred term. Activists themselves, for example Noam Chomsky, have said that this name is meaningless as the movement's aim is to globalize justice. Indeed, "the global justice movement" is a common name. Many activists also unite under the slogan "another world is possible", which has given rise to names such as altermondisme in French.There is a wide variety of different kinds of "anti-globalization". In general, critics claim that the results of globalization have not been what was predicted when the attempt to increase free trade began, and that many institutions involved in the system of globalization have not taken the interests of poorer nations and the working class into account.Economic arguments by fair trade theorists claim that unrestricted free trade benefits those with more financial leverage (i.e. the rich) at the expense of the poor.Many "anti-globalization" activists see globalization as the promotion of a corporatist agenda, which is intent on constricting the freedoms of individuals in the name of profit. They also claimthat increasing autonomy and strength of corporate entities increasingly shape the political policy of nation-states.Some "anti-globalization" groups argue that globalization is necessarily imperialistic, is one of the driving reasons behind the Iraq war and that it has forced savings to flow into the United States rather than developing nations.Some argue that globalization imposes credit-based economics, resulting in unsustainable growth of debt and debt crises.The main opposition is to unfettered globalization (neoliberal; laissez-faire capitalism), guided by governments and quasi-governments (such as the International Monetary Fund and the World Bank) that are not held responsible to the populations that they govern and instead respond mostly to the interests of corporations. Many conferences between trade and finance ministers of the core globalizing nations have been met with large, and occasionally violent, protests from opponents of "corporate globalism".The movement is very broad, including church groups, national liberation factions, left-wing parties, environmentalists, peasant unionists, anti-racism groups, libertarian socialists and others. Most are reformist (arguing for a more humane form of capitalism) and a strong minority is revolutionary (arguing for a more humane system than capitalism). Many have decried the lack of unity and direction in the movement, but some such as Noam Chomsky have claimed that this lack of centralization may in fact be a strength.Protests by the global justice movement have now forced high-level international meetings away from the major cities where they used to be held, and off into remote locations where protest is impractical.Pro-globalization (globalism)Supporters of democratic globalization can be labelled pro-globalists. They consider that the first phase of globalization, which was market-oriented, should be completed by a phase of building global political institutions representing the will of World citizens. The difference with other globalists is that they do not define in advance any ideology to orientate this will, which should be left to the free choice of those citizens via a democratic process.Supporters of free trade point out that economic theories such as comparative advantage suggests that free trade leads to a more efficient allocation of resources, with all those involved in the trade benefitting. In general, they claim that this leads to lower prices, more employment and better allocation of resources.Libertarians and other proponents of laissez-faire capitalism say higher degrees of political and economic freedom in the form of democracy and capitalism in the developed world produce higher levels of material wealth. They see globalization as the beneficial spread of democracy and capitalism.Critics argue that the anti-globalization movement uses anecdotal evidence to support their view and that worldwide statistics instead strongly support globalization. One effect being that the percentage of people in developing countries living below $1 (adjusted for inflation) per day have halved in only twenty years [1] (). Life expectancy has almost doubled in the developing world since WWII and is starting to close the gap to the developed world where the improvement has been smaller. Child mortality has decreased in every developing region of the world [2] (). Income inequality for the world as a whole is diminishing [3] ().Many pro-capitalists are also critical of the World Bank and the IMF, arguing that they are corrupt bureaucracies controlled and financed by states, not corporations. Many loans have been given to dictators who never did any reforms, instead leaving the common people to pay the debts later. They thus see too little capitalism, not too much. They also note that some of the resistance to globalization come from special interest groups with conflicting interests like Western world unions.Globalization in questionThere is much academic discussion about whether globalization is a real phenomenon or only a myth. Although the term is widespread, many authors argue that the characteristics of the phenomenon have already been seen at other moments in history. Also, many note that those features that make people believe we are in the process of globalization, including the increase in international trade and the greater role of multinational corporations, are not as deeply established as they may appear. Thus, many authors prefer the use of the term internationalization rather than globalization. To put it simply, the role of the state and the importance of nations are greater in internationalization, while globalization in its complete form eliminates nation states. So, these authors see that the frontiers of countries, in a broad sense, are far from being dissolved, and therefore this radical globalization process is not yet happening, and probably won't happen, considering that in world history, internationalization never turned into globalization —(the European Union and NAFTA are yet to prove their case.)However, the world increasingly shares problems and challenges that do not obey nation state borders, most notably pollution of the natural environment, and as such the movement previously known as the anti-globalisation movement has transmogrified into a movement of movements for globalisation from below; seeking, through experimentation, forms of social organisation that transcend the nation state and representative democracy. So, whereas the original arguments of anti-global critique can be refuted with stories of internationalisation, as above, the emergence of a global movement is indisputable and therefore we can speak of a real process towards a global human society of societies.。

Broker and brokerageBroker is a person or company who does not trade as a principal, but puts buyers and sellers in touch with one another. Stockbrokers do this for stocks and shares; commodity brokers for commodities, insurance brokers for insurance policies, and shipping brokers for tramp and charters shipping. Brokers are able to charge commission for this service because of their specialized knowledge of the markets.broker acts as an intermediary in a sale or other business transaction between two parties. Such a person conducts individual transactions only, is given no general authority by the employers, discloses the names of the principals in the transaction to each other, and leaves to them the conclusion of the deal. The broker neither possesses the goods sold nor receives the goods procured; brokers take no market risks and transfer no title to goods or to anything else. A broker earns a commission, or brokerage, when the contract of sale has been made, regardless of whether the contract is satisfactorily executed. The broker is paid by the party that started the negotiation. In practice, merchants and other salespeople act as brokers at times.Brokers are most useful in establishing trade connections in those large industries where a great many relatively small producers (e.g., farmers) compete for a wide market. They operate in strategic cities and keep in active touch with the trade needs of their localities and with one another. They are important in determining prices, routing goods, and guiding production, and in those functions play a part similar to that of the highly organized exchanges. Brokers also negotiate trades in property not directly affecting production; examples are stockbrokers and real estate brokers.Types of BrokersEmployment agents are really brokers, as they bring together the buyers and sellers of labor. Merchandise brokers arrange sales between manufacturers and wholesalers or retailers, between producers and users of raw materials, and sometimes between two manufacturers. Small concerns use retail brokers instead of maintaining their own sales forces. Insurance brokers bring together insurance companies and those who want insurance. They are most useful to those needing several types of insurance protection and to those whose large risks must be divided among many companies. Real estate brokers negotiate sales and leases of farms, dwellings, and business property and are often also insurance brokers. Ship brokers keep informed of the movement of vessels, of cargo space available, and of rates for shipment and sell this information to shippers. They serve tramp carriers in the main, inasmuch as the larger ship lines have their own agents. Such brokers also serve as post agents, in which capacity they settle bills for stores and supplies, pay the wages of the crew, and negotiate insurance for the vessel and cargo. They also arrange the sale of ships. In the organized markets, such as grain and stock exchanges, commission merchants and straight selling displace brokerage in large part, but between cities and where there is no active exchange, brokers in grain and other commodities are active. Members of organized exchanges usually act as commission merchants or trade on their own account. However, in the New York Stock Exchang e a group of members called “floor brokers” perform the actual trading on the exchange floor for representatives of commission houses, taking no responsibility andreceiving a small fee. In the United States, note brokers buy promissory notes from businessmen and sell them to banks. Traders in acceptances and foreign bills of exchange are known in the United States as acceptance dealers. Customs brokers are not actually brokers; they act as agents for importers in estimating duties and clearing goods. The pawnbroker is a private money lender. Technology in the 1990s changed the nature and importance of some brokers, when the Internet allowed people to, for example, trade stocks and purchase insurance directly, without the aid (or with the minimum aid) of brokers.Brokerage is the fee, normally a small percentage of the price, charged by a broker for the service of putting buyer and seller in touch with one another.。

The Glass-Stegall ActTwo separate laws are known as the Glass-Steagall Act. The first, enacted February 271932, by President Herbert Hoover, effectively took the United States off the gold standard and greatly increased the ability of the Federal Reserve to expand the money supply. The second, also known as the "Banking Act of 1933", enacted June 161933, by President Franklin Roosevelt, attempted to make banking safer and less prone to speculation. Both acts were reactions of the government to cope with the economic problems which followed the crash of 1929.The Glass-Steagall Act of 1932 included the following provisions:•Permitted Federal Reserve banks to use government securities as collateral for the issue of Federal Reserve notes•Relaxed the collateral security required by member banks at the discount window•Allowed the government to loan out the nation's gold reservesThe Banking Act of 1933 included the following provisions:•Separated the activities of banks and securities firms (prohibited commercial banks from owning brokerages)•Introduced FDIC insurance•Regulation Q which prohibited paying interest on commercial demand deposits and capped the interest rate on savings depositsOf all the important changes to the banking laws in these acts, perhaps the most significant was the first one mentioned above. Before the first Glass-Steagall Act was passed, Federal Reserve notes (i.e., U.S. dollars) could only be issued by the government if they were backed with gold. This restricted the amount of dollars the government could issue. By allowing collateralization of dollars on government debt, the treasury gained the authority to create dollars in any amount it desired.Note that the Banking Act of 1933 should not be confused with the "Emergency Banking Act" of March 9, 1933, which officially took the United States off the gold standard, barred Americans from possessing gold and gave the president wide latitude to dictate monetary rules and policy.Both bills were sponsored by Democratic Senator Carter Glass of Virginia, a former Secretary of the Treasury, and Democratic Congressman Henry B. Steagall of Alabama, Chairman of the House Committee on Banking and Currency.On November 12, 1999, President Clinton signed into law the Gramm-Leach-Bliley Act, which repealed the Glass-Steagall Act. One impact of this repeal is that certain advisory activities of the banks are now regulated by the Investment Advisor Act of 1940.。

考试试卷Part I Reading Comprehension (10 points)Directions: Reading the following passage and choose the correct answersThe ways in which products are put together, that is product formulation, are the most important responses marketing managers make to what they know of their customers' needs and interests. Product decisions, with all their implications for the management of service operations and profitability, reflect all aspects of an organization's management policies, including long-term growth strategy, investment, and personnel policy. They largely determine the corporate image an organization creates in the minds of its existing and prospective customers.To a great extent, the design of products determines what prices can be charged, what forms of promotion are needed, and what distribution channels are used. For all these reasons, customer-related product decisions are the basis of marketing strategy and tactics. As the most important of the four P's in the marketing mix (product, price, promotion and place), product formulation requires careful consideration in any branch of marketing. Because of the particular nature and characteristics of travel and tourism, the subject is especially complex in the tourism industry.Any visit to a tourism destination comprises a mix of several different components, including travel, accommodation, attractions and other facilities, such as catering and entertainment. Sometimes all the components are purchased from a commercial supplier, e.g. when a customer buys an inclusive holiday from a tour operator, or asks a travel agent to put the components togetherfor a business trip. Sometimes customers supply most of the components themselves, e.g. when a visitor drives his own car to stay with friends at a destination.Conveniently known as a "components' view", the conceptualization of travel and tourism products as a group of components or elements brought together in a 'bundle' selected to satisfy needs, is a vital requirement for marketing managers. It is central to this view that the components of the bundle may be designed, altered and fitted together in ways calculated to match identified customer needs.As far as the tourist is concerned, the product covers the complete experience from the time he leaves home to the time he returns to it. Thus the tourist product is to be considered as an amalgam of three main components of attractions, facilities at the destination, and accessibility of the destination. In other words, the tourist product is not an airline seat or a hotel bed, or relaxing on a sunny beach, but rather an amalgam of many components, or package. Airline seats and hotel beds, etc. are merely elements or components of a total tourist product which is a composite product. Without detracting in any way from the general validity and relevance of this overall view of tourism products, it has to be recognized that airlines, hotels, attractions, car rental and other producer organizations in the industry, generally take a much narrower view of the products they sell. They focus primarily on their own services. Many large hotel groups and transport operators employ product managers in their marketing teams and handle product formulation and development entirely in terms of the operations they control. Hotels refer to 'conference products', for example, or 'leisure products'; airlines to 'business class products'; and so on. For this reason, the overall product concept sets the context in which tourism marketing is conducted but it has only limited value in guiding the practical product design decisions that managers of individual producer organizations have to make. A components' view of products still holds good, however, because it is in the nature of service products that they can be divided into a series of specific service operations or elements, which combine to make up the particular products customers buy.It is usually highly instructive to analyze any service producer's operations in terms of the full sequence of contacts between customer and operator, from the time that they make initial inquiries, until they have used the product and left the premises. Even for a product such as that provided by a museum, there is ample scope to analyze all the stages of a visit and potential points of contact that occur from the moment the customer is in sight of the entrance until he leaves the building, say two hours later. Putting the components' view in slightly different terms, individual service producers designing products must define service concept in terms of the bundles of goods and services sold to the customer and the relative importance of each component to the customer.To bring the two distinctive aspects of tourist products together —the overall view and that of individual producer organizations —it is possible to consider them as two different dimensions. The overall view is a horizontal dimension in the sense that a series of individual product components are included in it, and customers, or tour operators acting as manufacturers, can maketheir selection to produce the total experience. By contrast, the producers' view is a vertical dimension of specific service operations organized around the identified needs and wants of target segments of customers. Producers typically have regard for their interactions with other organizations on the horizontal dimensions, but their principal concern is with the vertical dimension of their own operations.From the standpoint of a potential customer considering any form of tourist visit, the product may be defined as a bundle or package of tangible and intangible components, based on activity at a destination. The package is perceived by the tourist as the experience available at a price, and may include destination attractions and environment, destination facilities and services, accessibility of the destination, images of the destination, and price to the customer.Destination attractions and environment that largely determine customers' choice and influence prospective buyers' motivations include natural attractions, built attractions, cultural attractions and social attractions. Combined, these aspects of a destination comprises what is generically, if loosely, known as its environment. The number of visitors the environment can accommodate in a typical range of activities on a typical busy day without damage to its elements and without undermining its attractiveness to visitors is known as its capacity.Destination facilities and services are elements within the destination, or linked to it, which make it possible for visitors to stay and in other ways enjoy and participate in the attractions. These include accommodation units, restaurants, transport at the destination, sports activities, retail outlets, and other facilities and services.Accessibility of the destination refers to the elements that affect the cost, speed and the convenience with which a traveler may reach a destination, including infrastructure, equipment, operational factors and government regulations.The attitudes and images customers have towards products strongly influence their buying decisions. Destination images are not necessarily grounded in experience or facts, but they are powerful motivators in travel and tourism. Images and the expectations of travel experiences are closely linked in prospective customers' mind.Any visit to a destination carries a price, which is the sum of what it costs for travel, accommodation, and participation in a selected range of services at the available attractions. Because most destinations offer a range of products, and appeal to a range of segments, price in the travel and tourism industry covers a very wide range. V isitors traveling thousands of miles and using luxury hotels, for example, pay a very different price in New Y ork than students sharing campus-style accommodation with friends. Y et the two groups may buy adjacent seats in a Broadway theater. Price varies by season, by choice of activities, and internationally by exchange rates as well as by distance traveled, transport mode, and choice of facilities and services.With a little thought it will be clear that the elements comprising the five product components, although they are combined and integrated in the visitor's experience, are in fact capable ofextensive and more or less independent variation over time. Some of these variations are planned, as in the case of the Disney World developments in previously unused areas around Orlando, Florida, where massive engineering works have transformed the natural environment and created a major tourist destination. By contrast, in New Y ork, London, or Paris, the city environments have not been much altered for travel and tourism purposes, although there have been massive planned changes in the services and facilities available to visitors. Many changes in destination attractions are not planned, and in northern Europe the decline in popularity of traditional seaside resorts since the 1960s has been largely the result of changes in the accessibility of competing destinations in the sunnier south of the Continent. Changes in the product components often occur in spite of, and not because of, the wishes of governments and destination planners. They occur because travel and tourism, especially at the international level, is a relatively free market, with customers able to pursue new attractions as they become available. Changes in exchange rates, which alter the prices of destinations, are certainly not planned by the tourism industry, but have a massive effect on visitor numbers, as the movements between the UK and the USA since 1978 have demonstrated. It is in the promotional field of images and perceptions that some of the most interesting changes occur, and these are marketing decisions. The classic recent example of planned image engineering may be found in the "I Love New Y ork" campaign, which, based on extensive preliminary market research, created a significant improvement to the "Big Apple's" appeal in the early 1980s.The view of the product taken by customers, whether or not they buy an inclusive package from a tour operator or travel wholesaler, is essentially the same view or standpoint as that adopted by tour operators. Tour operators act on behalf of the interests of tens or hundreds of thousands of customers, and their brochures are a practical illustration of blending the five product components.The overall view is also the standpoint of national, regional and local tourist organizations, whose responsibilities usually include the coordination and presentation of the product components in their areas. This responsibility is an important one even if the destination tourist organizations are engaged only in liaison and joint marketing, and not in the sale of specific product offers to travelers.In considering the product, we should note that there is no natural or automatic harmony between components, such as attractions and accommodation, and they are seldom under any one organization's control. Even within component sectors such as accommodation there will usually be many different organizations, each with different, perhaps conflicting, objectives and interests. Indeed it is the diversity or fragmentation of overall control, and the relative freedom of producer organizations to act according to their perceived self-interests, at least in the short term, which makes it difficult for national, regional and even local tourist organizations to exert much coordinating influence, either in marketing or in planning. Part of this fragmentation simply reflects the fact that most developed destinations offer a wide range of tourism products and deal with a wide range of segments. In the long term, however, the future success of a destination must involvecoordination and recognition of mutual interests between all the components of the overall tourism product.The overall view of tourism products is highly relevant to the marketing decisions taken by individual producers, especially in establishing the interrelationships and scope for cooperation between suppliers in different sectors of the industry, e.g. between attractions and accommodation, or between transport and accommodation. But in order to design their product offers around specific service operations, there are internal dimensions of products for marketers to consider; these are common to all forms of consumer marketing and part of widely accepted marketing theory. Marketing managers need to think about the product on three levels:The core product, which is the essential service or benefit designed to satisfy the identified needs of target customer segments.The tangible product, which is the specific offer for sale stating what a customer will receive for his money.The augmented product, which comprises all the forms of added value producers may build into their tangible product offers to make them more attractive to their intended customers.The following example of an inclusive weekend break in a hotel will help to explain what the three levels mean in practice. The product offer is a package comprising two night's accommodation and two breakfasts, which may be taken at any one of a chain of hotels located in several different destinations. Because of the bedroom design and facilities available at the hotels, the package is designed to appeal to professional couples with young children. The product is offered for sale at an inclusive price through a brochure, which is distributed at each of the hotels in the chain and through travel agents. The example reveals the three product levels.Core product is intangible but comprises the essential need or benefit as perceived and sought by the customer, expressed in words and pictures designed to motivate purchase. In the example under discussion, the core product may be defined as relaxation, rest, fun and self-fulfillment in a family context. It should be noted that the core product reflects characteristics of the target customer segments, not the hotel. The hotel may, and does aim to, design its core product better than its competitors, and to achieve better delivery of the sought benefits. But all its competitors are aiming at the same basic customer needs and offering virtually identical benefits. Customers' core needs usually tend not to change very quickly, although a hotel's ability to identify and better satisfy such needs can change considerable. Since customer perceptions are never precisely understood, there is ample scope for improvement in this area.Tangible product comprises the formal offer of the product as set out in a brochure, stating exactly what is to be provided at a specified time at a specified price. In the example under discussion, the tangible product is two nights and two breakfasts at a particular location, using rooms of a defined standard, with bathroom, TV, telephone, etc. The provision(if any) of elevators, coffee shops, air-conditioning and swimming pool are all within the formal product and the name ofthe hotel is also included. In the case of hotel products generally, there is often very little to choose between competitors' tangible product offers, and price may become a principal reason for choice. Blindfolded and led to any one of, say, twenty competitors' premises, most hotel customers would not easily recognize the identity of their surroundings. The brochure description of the tangible product forms the basic contract of sale, which would be legally enforceable in most countries.Both tangible and intangible, augmentation is harder to define with precision. It comprises the difference between the contractual essentials of the tangible product and the totality of all the benefits and services experienced in relation to the product by the customer from the moment of first contact in considering a booking to any follow-up contact after delivery and consumption of the product. The augmented product also expresses the idea of value added over and above the formal offer. It represents a vital opportunity for producers to differentiate their own products from those of competitors. In the example under discussion there may be up to twenty 'add ons', some fairly trivial, such as a complimentary box of chocolates on arrival, and some significant, such as entrance tickets to local attractions or entertainments. Some of the added benefits are tangible as indicated, but some are intangible, such as the quality of service provided and the friendliness of staff at reception, in bars and so on. Also intangible is the image or 'position' the product occupies in customers' minds. In the case of a hotel group this will be closely related to the corporate image and branding of the group. In the example under discussion, the augmented elements would be purpose-designed and developed around the core product benefits in ways calculated to increase the appeal to the target segment's needs. There is, inevitably, an area of overlap between the tangible and augmented elements of the product, which cannot be defined with any precision.1. Which of the following is not included in the four P's in the marketing mix?A. productB. priceC. promotionD. people2. According to the overall view, the tourism product is to be considered as an amalgam of the following elements except _______.A. attractionsB. facilities at the destinationC. touristsD. accessibility of the destination3. Which of the following is not considered part of the destination facilities?A. HotelsB. RestaurantsC. Sports activitiesD. Schools4. The carrying capacity of a destination is defined as _______.A.the number of visitors the environment can accommodate in a typical range of activities ona typical busy day without damage to its elements and without undermining itsattractiveness to its visitors.B.the number of travelers the destination can put up for its daily activities without damage toits facilities.C.the number of tourists a destination can contain in a typical range of daily activities withoutdamage to its surroundings.D.the number of people a park can hold in a typical busy day for its entertainment activitieswithout damage to its installations and without harming its image.5. The Big Apple refers to _________.A. New Y orkB. Washington, D.C. C. Los AngelesD. Boston6. Which of the following is not one of the three levels on which marketing managers need to think about the tourism product?A. The core productB. The tangible productC. The intangible productD. The augmented product7. Accessibility of a destination refers to the elements that affect the cost, speed, and the convenience with which a tourist may _____ a destination.A. stay inB. get toC. leaveD. contact8. The core product is _______.A. tangibleB. intangibleC. physicalD. invisible9. The design of tourism products largely determines the following except ______.A. the priceB. the form of distributionC. the distribution channelD. the customers' buying decision10. The augmented product is the difference between _________.A. the formal offer and the actual total experience of the touristsB. the contractual essentials and the totality of tourists' expectationsC. the add-on values and the real valuesD. the tangible product and the follow-up activitiesPart II Terms Used in Tourism Industry (30 points)Directions: Spell out the following initials and acronyms1.LBO2.MBO3.CRS4.ROI5.EDI6.ERPTA8.CEO9.ADR10.POSDirections: Define the following terms 1.synergy2.Delphi Analysis3.Intellectual Property4.Seven-S Framework5.mission statementPart III Questions and Answers (20 points)Directions: Give a brief answer to each of the following questions1.What is the significance of the Airline Deregulation Act of 1978 to the American tourismindustry?2.What are the differences between GDP and GNP?3.What are the key management functions?4.How does yield management work in hotel management?Part IV Translation (30 points)Directions: Translate the following passage into Chinese.According to advance figures from the U.S. Bureau of Economic Analysis, the national economy (as measured by gross domestic product) contracted at an inflation-adjusted 0.4 percent annual rate in the third quarter—the first quarter of negative growth in more than eight years. Most economists predict an even larger contraction in the fourth quarter of 2001. If there is negative growth in the fourth quarter of 2001, then the economy officially will be in a recession. Within the restaurant industry, the employment picture also looks bleak. On a seasonally adjusted basis, eating-and-drinking places cut 42,000 jobs in October, which followed a 43,000 job reduction in September. This marks the worst restaurant-industry employment performance on record for those two months.Directions: Translate the following passage into English.管理从19世纪末才开始形成一门科学，但是管理的概念和实践已经存在了数千年。

《旅游（管理）英语》课程大纲《旅游（管理）英语》课程教学大纲江门职业技术学院外语系公共英语教研室学时数：108 其中：理论教学学时：54 课内实训学时：54先修课：《高职实用英语》后续课：广东省英语导游证考试一、课程的性质、教学目标和任务旅游英语是旅游管理专业的必修课，旨在提高旅游专业的学生和旅游从业人员在从事涉外业务所需要的英语交际能力，包括专业阅读、翻译、写作和口头交际的能力。

通过翻译理论与翻译技巧的学习，不仅考查学生英语综合知识的掌握水平，提高学生的英语实际运用能力。

尤其是通过大量专业旅游资料的翻译练习，使学生既扩宽旅游专业知识面，同时又提高英语水平，逐步掌握旅游专业英语的语言特点及表达方法。

本课程从培养高级应用型人才的总体目标出发，结合学生毕业后的工作实际要求，力求向学生提供未来工作岗位所需要的专业英语知识和技能，培养学生的专业英语交际能力；本课程力求做到基础与专业完美结合、知识与技能有机结合，介绍国际旅游新动态，全面提高学生旅游英语综合应用能力，培养跨世纪专业人才。

二、课程内容和要求（一）教学基本要求：1.要求学生通过学习，熟练掌握有关旅游管理的专业英语词汇，掌握常见的英文句型及重点语法，认真完成课程中规定的各项练习，能听懂旅游业的常用英语口语，熟练朗读及拼写，能进行基本的英汉互译，能运用基本正确的英语进行对客交流服务，如：机场迎接游客、入住酒店，游览参观等，掌握旅游管理专业英语的基本学习方法、技巧；并鼓励学生学会借助工具书独立解决学习中所遇到的各种问题。

2.课程的教学模式因理论课和实践课而异。

（1）理论课按照“一讲、二背、三模拟”的教学步骤，循序渐进，最后达到掌握或熟练运用的目的。

教学以课堂讲授和室内模拟相结合的方式进行。

“一讲”指以教材为主线，向学生进行系统地讲授，让学生理解；“二背”指课后，学生就课堂上所讲的内容按照教师的要求进行背诵（背诵的要旨在理解，死背的东西不能用，也容易遗忘）；“三模拟”，对常见的英文句型及重点语法，采用课堂交流与讨论的形式进行练习，加深理解，组织学生进行室内演练、情景表演。

介绍旅游管理专业英语作文Travel management is a dynamic and exciting field that involves planning, organizing, and coordinating travel activities for individuals or groups. It requires a combination of creativity, problem-solving skills, and attention to detail.In this profession, you may work as a travel agent, tour operator, or event planner. Your job is to ensure that clients have a seamless and enjoyable travel experience, from booking flights and accommodations to arranging sightseeing tours and activities.One of the key skills required in travel management is communication. You need to be able to effectively communicate with clients, suppliers, and other stakeholders to ensure that everyone is on the same page and that all details are taken care of.Another important aspect of travel management iscustomer service. You need to be able to anticipate andmeet the needs of your clients, providing them with personalized recommendations and solutions to make their travel experience memorable.In addition, a strong understanding of the travel industry and trends is essential in travel management. You need to stay up-to-date on the latest developments, technologies, and destinations to provide the best possible service to your clients.Overall, travel management is a rewarding career that allows you to help people create unforgettable memories and experiences. It requires a combination of skills, knowledge, and passion for travel to succeed in this fast-paced and ever-changing industry.。

Lesson ThreeText Decision MakingManagers face problems constantly. Some problems that require a decision are relatively simple; others seem overwhelming. Some demand immediate action, while others take months or even years to unfold.Actually, managers often ignore problems. For several reasons, they avoid taking action.✧First, managers can’t be sure how much time, energy, or trouble lies ahead once theystart working on a problem.✧Second, getting involved is risky; tackling a problem but failing to solve it successfullycan hurt the manager’s track record.✧Third, because problems can be so perplexing, it is easier to procrastinate or to get busywith less demanding activities.There are several characteristics of managerial decisions that contribute to their difficulty and pressure, such as➢lack of structureWell-structured problems have objectively correct answers; they can be solved by using simple rules or numerical computations. But managers typically face ill-structured problems — problems with no proven answers, at least not until some time in the future.Such problems may have a number of possible solutions, all of which have merits and drawbacks.➢involvement of riskRisk exists when the probability of success is less than 100 percent. Risk can be accurately assessed under conditions of certainty if the manager has all the information that will enable him or her to make accurate predictions. Some degree of risk is inherent in virtually all significant decisions.➢uncertaintyPerfect certainty, in which the amount of risk is clear and easily determined, is rare. For important, ill-structured managerial problems, uncertainty is the rule. Uncertainty means the manager has insufficient information about probabilities of success and failure.Decision makers may have strong opinions, but they still face uncertainty if they lack pertinent information that would help them accurately assess their options.➢conflict.Important decisions are even more difficult because of the conflict they introduce.Conflict, which exists when the manager must consider opposing pressures from different sources, occurs at two levels. First, individual decision makers experience psychological conflict, for they may be forced to make an undesirable decision. Second, conflict arises between individuals or groups.Despite of these difficulties, managers are expected to make decisions rationally —that is, ✓gather information,✓objectively weigh the evidence,✓consider all the alternatives, and✓make the choices that will lead to the best possible outcomes.This ideal is seldom realized, however. Typically managers must employ a less than perfect form of rationality called bounded rationality. This concept suggests that in the real world, decision makers can rarely do a complete analysis because decisions are complex and complete information is unavailable. Furthermore, people are not always capable of knowing, understanding, or objectively interpreting all available information.Because of these limitations, decision makers rarely maximize, or make ideal decisions that result in the best possible outcomes. More commonly, managers sacrifice —they choose options that appear adequate or minimally acceptable, but not perfect. This often means that managers do not expend the time or energy to gather complete, perfect information; rather, they make the expedient decision based on readily available information.Moreover, managers must try to optimize in their decision making. Faced with many decisions and goals, they must make sacrifices in other areas. Attention devoted to one decision detracts from the time available for others. Thus, managers cannot realistically hope to perfectly and simultaneously maximize productivity, sales, return on investment, and employee well-being. Those who can optimize —obtain a balance of good results across all these dimensions —are fulfilling their managerial responsibilities well.The ideal decision-making process moves through six stages. Decision makers should(1) identify and diagnose the problem,(2) generate alternative solutions,(3) evaluate alternatives,(4) make the choice,(5) implement the decision, and(6) evaluate the decision.The first stage in the decision-making process is to recognize that a problem exists and must be solved. Typically, a manager realizes some discrepancy between the current state (the way things are) and a desired state (the way things ought to be). Such discrepancies —say, in organizational or departmental performance—may be detected by comparing current performance against(1) past performance,(2) the current performance of other organizations or departments, or(3) future expected performance as determined by plans and forecasts.Recognizing that a problem exists is only the beginning of this stage. The decision maker also must want to do something about it and must believe that the resources and abilities necessary for solving the problem exist. Then the decision maker must dig in deeper and attempt to diagnose the true cause of the problem symptoms that surfaced.For example, a sales manager knows that sales have dropped drastically. If he is leaving the company soon or believes the decreased sales volume is due to the economy (which he can’t do anything about), he won’t take further actio n. But if he does try to solve the problem, he should not automatically reprimand his sales staff, add new people, or increase the advertising budget. He must analyze why sales are down and then develop a solution appropriate to his analysis.In the second stage, problem diagnosis is linked to the development of alternative courses of action aimed at solving the problem. Managers generate at least some alternative solutions based on past experiences.Solutions range from ready made to custom made. Decision makers who search for ready-made solutions use ideas they have seen or tried before or follow advice of others who have faced similar problems. Custom-made solutions, on the other hand, must be designed for the specific problems. This technique requires combining ideas into new, creative solutions. For example, the Sony Walkman was created by combining two existing products: earphones and a tape player.Choose a ready-made alternative is much easier than designing a custom-made solution. Therefore, most decision makers use the ready-made approach, sometimes even when the ready-made alternative is inappropriate. If this approach fails to uncover an acceptable solution, the harder work of devising a unique solution will begin. For important, irreversible decisions, custom-made alternatives should be developed because they are more likely to lead tohigher-quality solutions.The third stage involves determining the value or adequacy of the alternatives that were generated. Which solution will be the best? Fundamental to this process is the ability to predict the consequences that will occur if the various options are put into effect. Managers should consider several types of consequences. Obviously they must attempt to predict the effects on financial or other performance measures. But there are other, less clear-cut consequences to address.⏹First, decisions set a precedent; will this precedent be a help or a hindrance in the future?⏹Second, the success or failure of the decision will go into the track records of thoseinvolved in making it.For example, Xerox Corporation has always had a policy that no one with more than eight years’ seniority can be fired unless his or her boss gets the personal approval of Xerox’s c hief executive officer. Now that Xerox had hundreds of thousands of employees worldwide, most managers consider this policy outdated and cumbersome. But no CEO has been willing to eliminate the policy. No one has wanted to be known forever as the person who robbed employees of the protection the policy afforded.To assess the consequences of decisions, managers need information. Various sources can provide information helpful in forecasting the future.●One source is market research.●Another source is input from experts.●Still another is computer techniques and formal forecasts.One useful approach to assessing the consequences of various courses of action is to list the pros and cons of each alternative. Decision makers must try to determine the possible consequences of each solution and the probabilities that those consequences will occur. Thus, risks can be clarified and uncertainty reduced.The future cannot be forecast with perfect accuracy. But sometimes decision makers can build in safeguards against an uncertain future by considering the potential consequences of several different scenarios. Then they generate contingency plans— alternative courses of action that can be implemented based on how the future unfolds. Or perhaps they can find a strategy that fits all the likely scenarios.Ultimately, decision makers must choose from their alternatives —the fourth stage in the decision making process. The choice is rarely clear-cut.An important statement of how people make choices is the subjectively expected utility (SEU) model. This model states that individuals choose the option that they subjectively believe will have the highest value, or utility. In the simplest case,SEU = ( p u )SEU is the subjectively expected utility, or value, of an alternative;p is the probability that a given consequence will occur; andu is the utility of the outcome.According to the model, people will choose the alternative that has the highest SEU (value) and reject alternatives of lesser value. This is rational, maximizing choice.Consider a simple example. A company is considering an acquisition and has narrowed its choice to two firms. Many factors must be considered, including the target companies’ current financial strengths, management teams, product lines, and physical assets. Management concludes that the outcome of owning Company A has a utility (u) of .80 and that of owning Company B has a utility of .60. In other words, both companies have some appeal, but A is more attractive than B. However, management expects Company A to fight the takeover and thus perceives only a .30 probability of successfully acquiring Company A. On the other hand, management expects an .80 probability of a successful acquisition of Company B.The SEU values for the two courses of action are .24 (.80 ⨯ .30) for Company A and .48 (.60⨯.80) for Company B. Even though A is more attractive, the SEU model predicts that B will be chosen over A. This is because, given the different probabilities of success, management subjectively expects a better final outcome on a bid for Company B.The fifth stage: implementation of the decisionThe decision-making process does not end once a choice is made. The chosen alternative must be implemented. Sometimes the people involved in making the choice must put it into effect. At other times, they delegate the responsibility for implementation to others, such as when a management team changes a policy or operating procedures and has first-line supervisors carry out the change.Those who implement the decision must understand the choice and why it was made. They also must be committed to its successful implementation. These needs can be met by involving those people in the early stages of the implementation process.Managers should plan implementation carefully. Adequate planning requires several steps:1.Determining how things will look when the decision is fully operational.2.Chronologically order, perhaps with a flow diagram, the steps necessary to achieve afully operational decision.3.List the resources and activities required to implement each step.4.Estimate the time needed for each step.5.Assign responsibility for each step to specific individuals.The final stage in the decision-making process is evaluating the decision. This means collecting information on how well the decision is working. Quantifiable goals can be set even before the solution to the problem is put into effect. Then objective data can be gathered to accurately determine the success or failure of the decision.Decision evaluation is useful whether the feedback is positive or negative. Feedback that suggests the decision is working implies that the decision should be continued and perhaps applied elsewhere in the organization. Negative feedback, which indicates failure means that either(1) implementation will requires more time, resources, effort, or thought or(2) the decision was a bad one.If the decision appears inappropriate, it’s back to the drawing board. Then the process cyclesback to the first stage: (re)definition of the problem. The decision-making process begins anew, preferably with more information, new suggestions, and an approach that attempts to eliminate the mistakes made the first time around.How can managers tell whether they made the best decision? One approach is to wait until the results are in. But what if the decision has been made but not yet implemented? While nothing can guarantee a “best” decision, managers should at least be confident that they followed proper procedures that will yield the best possible decision under the circumstances. This means that the decision makers were appropriately vigilant in making the decision. Vigilance occurs when the decision makers carefully and conscientiously execute all six stages of decision making, including making provisions for implementation and evaluation.Even if managers reflect on these decision-making activities and conclude that they were executed conscientiously, they still will not know whether the decision will work; after all, nothing guarantees a good outcome. But they will know that they did their best to make the most rational decision.Rationality, vigilance, and sequential execution of the six-stage decision-making process are the exception rather than the rule in managerial decision making. Problems and departures inevitably arise. Real decisions involve✧subjective psychological biases,✧time pressures, and✧social realities.Sometimes a manager finds it necessary to convene a group of people − subordinates, peers, or superiors −for the purpose of making an important decision. Managers therefore must understand how groups operate and how to use them to improve decision making. The basic philosophy behind using a group to make decisions is captured by the adage “two heads are better than one.” But is this statement really valid? Yes, it is − potentially.If enough time is available, groups usually make higher-quality decisions than most individuals acting alone. However, groups often are inferior to the best individual. How well the group performs depends on how effectively it capitalizes on the potential advantages and minimizes the potential problems of using a group.Notes1.track record: A record of actual performance or accomplishment.2.bounded rationality: A less than perfect form of rationality suggesting that in the realworld, decision makers are rarely able to conduct a complete, rational analysis because decisions are complex and complete information is unavailable.3.Xerox Corporation: A major U.S. corporation and first manufacturer of xerographic,plain-paper copiers. Headquarters are in Stamford, Conn. The company was founded in 1906 as Haloid Company, changed its name to Haloid Xerox Company in 1958, and to Xerox Corporation in 1961. In 1960 Xerox first marketed the 914 xerographic copier; theprocess, which made photographic copies onto plain, uncoated paper, had been known for some time, but this was its first commercial application. The product had such success that the company has had to wage a continuing campaign to prevent the trademark Xerox from becoming a generic term. Since that first copier, the company has expanded into other information products and publishing, while remaining a major reprographics manufacturer. Its primary products are related to the information-processing business, including xerographic copiers and related services, and other business products and supplies. It introduced word-processing machines in 1974, and in 1979 introduced Ethernet, an office communications network. The company also manufactures computer terminals, memory disk drives, and other computer software and offers seminars and management consulting. It manufactures office supplies and optical equipment for the defense and aerospace industries and conducts research in advanced military and aerospace technology. Xerox owns R.R. Bowker, which publishes Publishers' Weekly, Library Journal, and Books in Print. It also owns several publishers of textbooks and educational materials. Its University Microfilms International stores and rents microfilms of leading periodicals and books. In 1983 the company purchased Crum and Forster, Inc., an insurance holding company. The following year it completed the purchase of Van Kampen Merritt, Inc., an investment banking firm. (Refer to )4.market research: A systematic, objective approach to developing and providinginformation for use in making decisions about specific marketing problems.5.pros and cons: The arguments or considerations in favor and against something.6.contingency plan: Sophisticated planning processes that identify alternative courses ofaction to be implemented if key characteristics of the situation change.7.acquisition: It’s also called business combination. It is the process of associating two ormore different companies. There are three forms of business combination: statutory merger, statutory consolidation, and acquisition. The differences between these three combinations are primarily a function of the legal nature of the resulting combined company.A statutory merger occurs when two separate companies combine in such as way thatone of the companies will no longer exists. This combination is best expressed by the equation: X+Y=XA statutory consolidation occurs when two or more separate companies combine insuch a way that both companies no longer exist and a new company is formed. This type of combination is best expressed by the equation: X+Y=XYAn acquisition occurs when two separate companies combine in such a way that both keep their legal identities. This type of combination is best expressed by the equation: X+Y=X+Y8.SEU: Subjectively Expected Utility Model, in which individuals choose the option theysubjectively believe will have highest value or utility. In the simplest case, SEU is given by V=∑(p×u).9.vigilance: A state that exists when a decision maker considers a wide range of alternatives;remembers the full range of objectives; weighs the costs and risks of each alternative;searches for useful new information; considers new information and advice, even if it does not support initial preferences’ reexamines all alternatives and their possibleconsequences and makes provisions for implementation, including contingency plans in the even things go wrong.Vocabulary1.overwhelming adj. Overpowering in effect or strength.2.unfold vt. To open and spread out (something folded); extend. To remove the coveringsfrom; disclose to view. To reveal gradually by written or spoken explanation; make known.3.tackle vt. To take on and wrestle with (an opponent or a problem, for example).4.perplexing adj. Confusing or troubling with uncertainty or doubt.5.procrastinate vi. To put off doing something, especially out of habitual carelessness orlaziness.6.demanding adj. Requiring much effort or attention.7.weigh vt. To balance in the mind in order to make a choice; ponder or evaluate.8.optimize vt. To make as perfect or effective as possible.9.detract vi. To undergo reduction in value, importance, or quality; become reduced, as ineffect. Often used with from.10.return n. A profit or yield, as from labor or investments.11.diagnose vt. To distinguish or identify (a disease, for example) by diagnosis.12.discrepancy n. Divergence or disagreement, as between facts or claims; difference.13.symptom n. A sign or an indication of disorder or disease, especially when experiencedby an individual as a change from normal function, sensation, or appearance.14.reprimand vt. To reprove severely, especially in a formal or official way.15.ready-made adj. Already made, prepared, or available.16.custom-made adj. Made according to the specifications of an individual purchaser.17.address vt. To deal with.18.precedent n. An act or instance that may be used as an example in dealing withsubsequent similar instances.19.hindrance n. One that hinders; an impediment.20.seniority n. Precedence of position, especially precedence over others of the same rank byreason of a longer span of service.21.cumbersome adj. Difficult to handle because of weight or bulk. Troublesome or onerous.22.scenario n. An outline or a model of an expected or a supposed sequence of events.23.utility n. The quality or condition of being useful; usefulness.24.take-over n. The act or an instance of assuming control or management of orresponsibility for something, especially the seizure of power, as in a nation, political organization, or corporation.25.delegate vt. To commit or entrust to another.26.capitalize vi. To turn something to one's advantage; benefit.Comprehension QuestionsDirections: Choose one best answer from the four choices according to the text.1.Managers often ignore problems because of the following except that _________.A.they are afraid of losing control.B.failure in solving the problem can hurt their track record.C.it is relatively easier to put off the problem than to solve it.D.it is easier to engage in difficult activities than to solve problems.2.The following add t o managers’ decision making difficulty except ______.A.ill-structured problemsB.risks involvedC.uncertainty due to lack of relevant informationD.confrontation between management and labor3.Which of the following statements is not true?A.Managers must employ bounded rationality.B.Managers must maximize and make ideal decisions.C.Managers must choose options that appear adequate, but not perfect.D.Managers must try to optimize in decision making.4.Which of the following is not one of the stages in the ideal decision making process?A.Problem identificationB.Alternative solutionsC.Decision makingD.Implementation evaluation5.Problems can be identified in organizational performance by comparing currentperformance against _______.A.desired stateB.past performanceC.others’ performan ceD.expected performance6.Managers should consider following consequences in choosing among alternatives except________.A.financial consequencesB.effect on performanceC.precedent settingD.track record of the company7.Which of the following is not one of the sources that can provide information inforecasting the future?A.Market researchB.Opinions of expertsputer techniques and formal forecastsD.The pros and cons of each alternative8.Which of the following statements about SEU is not true?A.SEU stands for the subjectively expected utility.B.SEU means that people choose the best alternative.C.P is the probability that a certain result appears.D.U is the utility of the outcome.9.What does the word “delegate” mean in “… they delegate the responsibility forimplementation t o others …”?A.To authorize and send as one’s representative.B.To commit or entrust to another.C.To appoint as a debtor to one’s creditor.D.To serve as a deputy or agent.10.Adequate plan of implementation requires the following steps except _____.A.putting in order the steps necessary to achieve a fully operational decision.B.mapping out all the resources and activities required for each step.C.estimating the time required for each step.D.assigning responsibility for each step to specific individuals.Discussion Questions1.Recall a recent decision that you had difficulty making. Describe your decision situationin terms of the characteristics of managerial decisions.2.Do you think managers can use computer technology to improve the “rationality” of theirdecisions?3.Do y ou think that when managers make “real-world” decisions they follow the steps ondecision making as presented in the text? Which steps are apt to be overlooked or given little attention?4.Discuss the potential advantages and disadvantages of using a group to make decisions.5.Suppose you are the CEO of a major corporation, what should you do when you havedifficulty in making a major decision?ExercisesTranslationDirections: Translate the following passages into Chinese.1.The leader of a decision-making body must attempt to minimize process-related problems.The leader should avoid dominating the discussion and allowing another individual to dominate. This means encouraging less vocal group members to air their opinions and suggestions and asking for dissenting viewpoints. At the same time, the leader should not allow the group to pressure people into conforming. The leader should be alert to the dangers of groupthink and satisfaction. Also, she or he should be attuned to indications that group members are losing sight of the primary objective: to come up with the best solution to the problem. This implies two things. First, don’t lose sight of the problem.Second, make a decision!一个决策机构的领导必须尽量减少与决策过程有关的问题。